by KPMG Boxwood
Businesses merge for many different reasons. Whether it be to increase market share, diversify into different markets, acquire new capabilities, achieve greater scale, reduce costs, respond to changing market dynamics, or purely and simply survival, mergers are usually driven by a strong and compelling rationale. […] Read more
by Elsevier Ltd.
This paper presents the results of the research concerning five transactions in the pharmaceutical sector. The research aim was to diagnose an approach to the issues of leadership, which in the literature is often treated as a key success factor in the processes of acquisitions. The research showed that in the analyzed pharmaceutical companies which participated in the research little attention was paid to the issues of leadership. […] Read more
by Deloitte
It isn’t unusual for a company pursuing a merger or acquisition to express high hopes that the deal will be a growth engine. The intention, quite reasonably, is that the resulting combination of products, people and pipelines will take the business to new heights. Then reality sets in. The combined business has to deal with a presence in multiple markets, a larger and more diverse customer base, a more complex product and services portfolio, and a high level of people and operational complexity. […] Read more
by Ernst & Young
Businesses today are under more pressure than ever to deliver value to stakeholders, particularly when undertaking bold initiatives such as mergers, acquisitions or asset disposals. This is true not only for corporate acquirers but also for private equity (PE) firms, whose strategy is leaning toward add‐on acquisitions as a means of growing their portfolio companies. […] Read more
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