How Data Analytics Helps PE Firms Accelerate Value Creation at Due Diligence
Mark McTigue, EVP, Private Equity, North America & Jamie Loder, VP Industry Partner, Private Equity, Europe, on Wed, Feb 20, 2019 @ 07:20 AM
Continue Reading
Due Diligence to Acquisition to Rapid Results: First 100 Days
Michael Kirstein, VP Europe & Bill Forster, EVP Food & Beverage, on Thu, Jun 14, 2018 @ 10:00 AM
Accelerating measurable value, reducing risk and driving successful integration post M&A
According to surveys, 70-80% of all integration projects fail to deliver the anticipated value. This is mainly due to firms not having a clear and aggressive strategy for integration from day one (or even before). Evidence suggests that the first 100 days are critical to long-term value creation. As a result, a 100-day plan is now a part of the closing stages of almost every M&A and PE transaction and integral to any strategy to increase valuation within a relatively short period of time.
Four Key Themes in Private Equity for 2017: Part Four, An Increase in Pre-acquisition Operational Due Diligence of Potential Acquisition Targets
Dan Ginsberg, EVP (Mid-Market), Bill Shine, EVP (Top 20) & Mark McTigue, VP, Industry Partner, Private Equity, on Fri, Dec 15, 2017 @ 05:00 AM
In the last of our series of blogs looking at key private equity themes for 2017, Dan Ginsberg, Bill Shine and Mark McTigue discuss how a relatively large inventory of portfolio companies readying for exit, coupled with high valuations has led many PE firms to re-evaluate the way due diligence is performed.
Five Common M&A Pitfalls to Avoid
Simon Knowles, Chief Marketing Officer & Steve Ottley, EVP Analysis, on Fri, Aug 11, 2017 @ 04:23 AM
70-80% of all M&As fail to achieve their financial goals
As stock prices and corporate cash levels continue to be close to record highs, and interest rates stay near historic lows, M&A activity over the coming year is set to remain high.
For CEOs and private equity executives with ambitious growth targets, acquiring another company can be a very attractive proposition. Yet survey after survey reports that as many as half of all mergers and acquisitions concluded don’t achieve their financial goals, and between 70-80% don’t create significant value. In the face of these disappointing statistics it’s an imperative for executives to change the way they approach transactions.
