Mergers & Acquisitions
“In any merger there will be challenges in terms of culture.”
– Ajay Piramal, one of India’s richest businesspeople
The sad reality is that many mergers don’t live up to expectations, leaving the combination, in some ways, worse off than before the merger. A key reason is that, frankly, many mergers were a bad idea from the start – and then were poorly implemented. That said, the pace of mergers continues to accelerate.
How, then, to avoid the pitfalls?
Consideration of a merger needs to be approached with the utmost seriousness. If a merger goes through, it will be one of the most consequential events in your firm’s history. And, your job is far from done at the close of the merger. In many ways integration is the most critical part. The process – pre and post – needs to be thorough and take into account the many implications of a merger.
At Adam Smith, Esq., we have a range of proven techniques and programs to ensure each aspect from financial to cultural be addressed as effectively and efficiently as possible.
We also have a technique that early-on can separate the “wheat from the chaff.” Using it, we can pretty quickly identify a short list of possible, plausible merger targets, saving time wasted chasing ill-advised combinations.
Following that we can then provide guidance in:
- Analyzing the firms on the short list in more detail;
- Facilitating disclosed or undisclosed approaches;
- Advising you throughout the discussions and negotiations; and finally
- A roadmap to post-merger integration.
