Mergers and Acquisitions Week - Identifying Strategic Acquisitions Structuring Successful M&A Deals

Course details

Mergers and acquisitions demand the right skills and strategy – with only one chance to get it right. Based on a recent Harvard Business School article, 70% to 90% of mergers and acquisitions fall short of meeting their financial expectations. This comprehensive executive program is designed to help financial leaders to make their M&A strategies right.

In this intensive executive program, you will learn how to develop end-to-end acquisition strategyfor your organization – starting from identifying the right acquisition target to quantifying transaction synergies to structuring the deal to implementing successful post merger integration strategy.You will learn how to shortlist a potential list of acquisition targets which complements your existing business,adopt the right valuation technique and finance the acquisition with the most cost effective instruments. At the end of the program, you will take away the right acquisition strategy to successfully achieve your required synergies.

Led by a faculty director who has successfully led over of deal transaction, Thomas Kessler’s M&A transactions has been featured by Harvard Business School as HBS case study. You will also be exposed to group discussions and engage in live case studies with other financial leaders and you will have the opportunity establish a network with other financial leaders like yourself across multiple industries and countries.

What You Can Expect

• Acquisition vs. Alliances– Understand when you should acquire and when you should partner
• Acquisition target identification, profiling and engagement– Understand how to select the right target and plan your acquisition strategy right from the beginning
• Develop M&A capabilities– Build a successful M&A team for your organization. Create the right capability and deal structuring knowledge across your organization
• Synergies– Analyze and value deal synergies and risks
• Transaction Structuring– Arm your deal knowledge by understanding how to structure a transaction in the most effective manner from tax, legal and liability standpoint
• Due Diligence– Understand the key due diligence required when conducting an M&A process
• Valuation– Learn how to allocate the right acquisition price on your target and the premium you need to pay in a transaction to make the acquisition work
• Tax and Legal Considerations– Understand the tax vs legal considerations in M&A process
• Financing the acquisition– Understand the different financial instruments that can be used to finance the transaction effectively
• Post Merger Integration– Understand how to design and implement a successful post merger integration strategy to achieve your required synergies

Who Will Benefit Most

This highly interactive program is designed for all C-level and senior level executives (SVP, VP, MD, Director, Head) who are involved in M&A or who are in these roles or related ones: CFO, Finance, Financial Controller, Banking, Treasury, Accounting, Strategic Planning / Management, Corporate Planning / Strategy, Group Strategy, Business Planning / Analysis / Development, Private Equity / Venture Capital, Investor / Investing, Valuation

Program Outline

Day 1 - Morning

Rationale for Mergers & Acquisitions

• Promoting Shareholder Value – Setting the Stage!
• Mergers & Acquisition vs. Strategic Alliances
• Acquisition Triggered Divestiture
• Current Trends in M&A
• Introduction of the M&A Life-cycle

Mergers & Acquisitions – Preparing a Successful Transaction Process

• Advanced Strategizing Model
• Pre Deal is Post Deal – Mindset and Preparatory Steps That Determine Your Success Post Deal
• Group Exercise IV’

Deal Structure

• The Deal Structuring Process
• Deal Structures: Acquisitions, Mergers, Joint Ventures, Spin-Offs, Split-Offs, Carve-Outs And Divestitures, Target Stock

Day 1 - Afternoon

Strategic Alliances – Preparing for a Successful Joint Venture

• Legal Forms of Strategic Alliances and JVs
• Framing the Initial Joint Venture Documentation
• ‘Group Exercise VI’
• Defining the Scope of the Venture

​Adopting the Right Acquisition Hostile versus Friendly Takeovers

• Key Strategic Elements and Phases in Takeover Defence and How to Combat Them
• Pro’s and Con’s of Hostile versus Friendly Takeover Transactions and Requirements and Focus Points
• Harvard Business Case: Leverage Restructuring as a Takeover Defence “The Case of American Standard”

Post Merger Integration Success

• 8 Key Phases of Pre and Post Merger Integration
• 3 Key Events of Successful M&A Integrations
• 7 Deadly Sins of M&A Integration

Day 2 - Morning

Due Diligence and Synergies – Analyzing a Target Company and Its Value Creation Power

• Understanding Due Diligence
• Completing Core Financial and Operational Analyses on a Target Business
• Analyzing Transaction Synergies and Risks

Business Valuation

• Identify the Key Components of the Purchase Price Formula
• The Different Approaches Used for Valuation and Their Differences
• How will Specific Corporate Situations Impact Valuation Results?
• Harvard Business Case: Leverage Restructuring as a Takeover Defence “The Case Of American Standard”
• Real Options Approach

Day 2 - Lunch

Tax Considerations

Transaction Agreements

• Key Transaction Agreements to Manage

Restructuring the Balance Sheet: Adjusting Capital Structure

• Fundamentals of Capital Structure
• Financing Vehicles / Alternatives
• Assessing the Need for a Capital Structure Adjustment

Financing the Acquisition

• Linking Deal Structures to Financing Structures