mergers and acquisitions – The CEO Magazine

the ceo magazine, mergers and acquisitions,

Insuring directors and officers through M&A and IPO events

Jeff Van Gulick, Senior Vice President, Commercial Lines Practice Leader, HUB International Corporate transactions including mergers and acquisitions (M&A) and initial public offerings (IPO) bring necessary capital and resources to a growing company. But, these transactions can also be the impetus for legal recourse – a significant liability for the company’s directors and officers. Mergers and […]

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M&A Best Practices: The Art of Value Creation

Management

Ronald J. Recardo, Managing Partner, The Catalyst Consulting Group LLC Many Presidents and CEO’s have come to the realization that they cannot achieve their growth objective by relying only on their internal growth engines (e.g. new product development, 5 P’s of marketing). Unfortunately, there have been a plethora of studies that have concluded the success rates of

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After the bull run: Realizing the deal’s full potential

Management

Thomas Bertels and Charles Depasse Introduction Low interest rates are fuelling a wave of mergers and acquisitions to levels not seen before the financial crisis.[1] In addition to financial buyers, who are taking advantage of inexpensive debt, companies across all industries use the current environment to achieve economies of scale and grow market share. And a

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Protecting the C-Suite During Key Milestones in a Company’s Growth

Management, Strategy

Jeff Van Gulick, Practice Leader & Executive Risk Specialist, HUB International Insuring directors and officers through M&A and IPO events Corporate transactions including mergers and acquisitions (M&A) and initial public offerings (IPO) bring necessary capital and resources to a growing company. But, these transactions can also be the impetus for legal recourse – a significant liability for

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The Art of M & A Integration

Business Ops., Management, Strategy

We’ve all heard the doom and gloom statistics about mergers and acquisition. Even those that don’t move the financials to the wrong side of zero often fail to delight shareholders and stakeholders. Poor evaluation procedures take part of the blame—but only part. A failure to carefully plan for the integration has some culpability too. In

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Deal or No Deal?

Management

When companies merge or acquire, stakeholders usually expect that the whole will be greater than the sum of its parts. Unfortunately, the facts tell a different story. One plus one does not equal three, and too often it moves shareholder returns to the wrong side of zero. A once-exceptional organization can quickly take a turn

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The Urge to Merge: Successful M & A Communication Strategies

Management, Strategy

Study after study puts the failure rate of mergers and acquisitions between 70% and 90%. Even when they don’t fail outright, they too often fail to delight. What steps can leaders take to make sure they don’t join the ranks of disappointing statistics? It all starts with communication—before, during, and after the deal: 1. Communicate

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