“…contains a handy cut-out-and-keep guide to surviving the M&A jungle.” (The Times, Sat 21st July 2007)
“Psst, want to know how to avoid getting canned when your company is sold? Read Intelligent M&A” (The Scotsman, Mon 23rd July 2007)
“…a survival guide for businesses aiming to complete a profitable merger…features invaluable hints on how to avoid the chop…” (The Wharf, Thursday 26/07/07)
“…could prove to be – quite literally – a career-saver.” (Management-Issues.com, Tuesday 7th August)
“…the authors show how to build success into every phase of the deal.” (Personnel Today, Tuesday 21st August 2007)
“It is a useful tool to learn the fundamentals of good deal making.” (Gulf Business, October 2007)
“The authors combine business and military intelligence experience with an extensive study… to produce a compelling study of their subject.” (Professional Manager, January 2008)
Use business intelligence techniques to be more successful when acquiring firms.
Strategies for integrating two companies after they merge.
How to be one of the people who survive the axe when layoffs occur as two companies combine.
Intelligent M&A is the first book that looks at the full process of a merger or acquisition to identify where business intelligence can improve those odds of a favorable outcome. Using techniques developed by governmental intelligence services and honed by savvy business leaders over the two huge merger waves of the past decade, this book uses a wide range of actual case studies, quotations and anecdotes to demonstrate how to build success into every phase of the deal. Not just large global corporate mergers, but also small company acquisitions, public sector mergers, and private deals are discussed.
Covering current trends in the market and anticipating changes yet to take hold, this book includes sections about the best alternatives to merging or acquiring, differences between public and private deals, when and how to use outside ‘experts’ most effectively, the increasing importance of culture and communication in planning successful deals, and the important role of arbitrageurs, private equity firms and hedge funds.
Most mergers and acquisitions fail to deliver their expected outcomes, yet they remain essential for growing world-class companies. It follows that those planning M&A deals must draw on all the tools at their disposal to improve chances of success. Applying techniques from business and military intelligence can help managers to beat the odds.
The authors – one with almost 20 years in the investment banking industry based at different times in the US, Europe, and Asia and the other with 16 years as an officer in the Royal Navy – also show how employees can lower the odds of being fired when two companies merge.
Further information and continuing discussion can be found on the weblog intelligentmergers.com.
From the Back Cover
This is the first book to discuss how to design and implement better corporate acquisitions and mergers through the use of business and military intelligence techniques. Highlights of the book include:
- Design the best acquisition process
- Control your advisors and other ‘outsiders’
- Identify the targets that really do fit your strategy
- Defend against unsolicited hostile bids
- Use intelligence techniques to conduct due diligence
- Value, price, and finance each deal to your advantage
- Develop the best negotiation and bid strategy
- Focus from the start on post-deal integration
- Make acquisition skills one of your company’s core competency
As an added bonus, Intelligent Mergers discusses how managers and other employees can position themselves to best survive a merger.
About the Author
Scott Moeller is the CEO of Executive Education at Cass Business School where he is also a visiting professor. Scott is a frequent commentator on television and in the press and has also taught at Imperial College and Oxford University. During his years first as a management consultant (Booz Allen & Hamilton) and then an investment banker (Morgan Stanley and Deutsche Bank) in the US, Japan, Germany and the UK, Scott was global head of a venture capital fund, a managing director responsible for new business acquisitions and a country manager.
While teaching, Scott remains active as a non-executive board member and advisor of several large European and American companies. Scott holds three degrees from Yale University, two in history and one in business. He enjoys spending time at home in London or travelling with his wife, four children (Christine, Andrew, Ellen and Jonathan) and black Labrador dog.
Professor Chris Brady is the Dean of the Business school at Bournemouth University. He has had a diverse working life with a variety of jobs ranging from a line worker at Chrysler in Detroit to a claims clerk in the City, from a land surveyor with the Ordnance Survey to a betting shop manager, from a semi-professional footballer and coach to a naval intelligence officer. He graduated in English Literature and Sociology and gained his post-graduate qualifications, in International Relations, during his 16 years in the Royal Navy.
As a UEFA ‘A’ Licence coach, Chris still maintains coaching ties within the Football Association. He is a member of the Institute of Personnel Development and a Fellow of the Chartered Management Institute. He is the co-author of the much acclaimed management book entitled The 90 Minute Manager, now in a third edition.
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