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Mastering the Merger: Four Critical Decisions That Make or Break the Deal

Overview


Today's corporate deal makers face a conundrum: Though 70% of major acquisitions fail, it's nearly impossible to build a world-class company without doing deals. In Mastering the Merger, David Harding and Sam Rovit argue that a laserlike focus on just four key imperatives--before executives finalize the deal--can dramatically improve the odds of M&A success. Based on more than 30 years of in-the-trenches work on thousands of deals across a range of industries--and supplemented by extensive Bain & Co. ...
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Mastering the Merger: Four Critical Decisions That Make or Break the Deal

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Overview


Today's corporate deal makers face a conundrum: Though 70% of major acquisitions fail, it's nearly impossible to build a world-class company without doing deals. In Mastering the Merger, David Harding and Sam Rovit argue that a laserlike focus on just four key imperatives--before executives finalize the deal--can dramatically improve the odds of M&A success. Based on more than 30 years of in-the-trenches work on thousands of deals across a range of industries--and supplemented by extensive Bain & Co. research--Harding and Rovit reveal that the best M&A performers channel their efforts into (1) targeting deals that advance the core business; (2) determining which deals to close and when to walk away; (3) identifying where to integrate--and where not to; and (4) developing contingency plans for when deals inevitably stray. Top deal makers also favor a succession of smaller deals over complex "megamergers"--and essentially institutionalize a success formula over time. Helping executives zero in on what matters most in the complex world of M&A, Mastering the Merger offers a blueprint for the decisions and strategies that will beat the odds.
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Editorial Reviews

Soundview Executive Book Summaries
Seventy percent of mergers fail, but building a world-class company often requires merging with other firms. To show corporate leaders the best ways to overcome this Catch-22, Bain & Co.'s David Harding and Sam Rovit have filled Mastering the Merger with the core decision strategies companies can use to target deals, determine which deals to close, develop contingency plans, and prioritize which aspects of the business to integrate and which to leave independent. They also describe the most important questions would-be acquirers should ask before a merger. Copyright © 2005 Soundview Executive Book Summaries
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Product Details

  • ISBN-13: 9781591394389
  • Publisher: Harvard Business Review Press
  • Publication date: 10/24/2004
  • Pages: 224
  • Product dimensions: 6.44 (w) x 9.56 (h) x 0.93 (d)

Meet the Author


David Harding is a director in Bain & Co.'s Boston office and is an expert in corporate strategy and organizational effectiveness. Sam Rovit is a director in the Chicago office and leader of Bain & Co.'s global mergers and acquisitions practice.
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Table of Contents

1 Four critical decisions that make or break the deal 1
2 How should you pick your targets? 35
3 Which deals should you close? 59
4 Where do you really need to integrate? 93
5 What should you do when the deal goes off track? 125
6 Organizing for decision discipline 157
App The empirical evidence 179
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Sort by: Showing all of 2 Customer Reviews
  • Anonymous

    Posted September 18, 2005

    Excellent M&A Book

    Mergers and acquisitions (M&A) are often essential to a company's growth and viability. However, a staggering 70 percent of mergers fail, often with devastating consequences for all concerned. For executives contemplating a deal, Mastering the Merger is filled with excellent, actionable advice. It is written in a tight, compelling way that business leaders will find quite useful. Mastering the Merger focuses on the importance of due diligence well before targets are identified and M&A decisions are made. Specifically, it describes: 1. The most important questions prospective acquirers must ask before consummating any deal, regardless of size. Here the authors show executives how to ask and answer the big questions. 2. Strategies and tactics to effectively target acquisitions and close deals. 3. How to decide which aspects of a newly acquired business to leave independent and which to integrate. The authors focus here on how to integrate quickly but where it matters. 4. How to anticipate and deal with contingencies. The emphasis is on how to predict and manage the unexpected. Authors David Harding and Sam Rovit are partners at Bain and Company, an elite business consulting firm that specializes in increasing the underlying market value of companies. Because successful mergers are a key method of increasing a company's value, Harding and Rovit are in an excellent position to share what works and what does not.

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  • Anonymous

    Posted June 8, 2005

    Packed with Knowledge!

    The odds are overwhelmingly against merger success - academic studies say 70% of mergers fail. Yet the biggest, most successful companies in the world grew through mergers and acquisitions. Building a global corporation from organic growth alone is nearly impossible. In this excellent discussion of merger basics, authors David Harding and Sam Rovit point out some facts that most academic analyses of mergers ignore. They show how successful acquirers tilt the odds in their favor. The secret is experience, doing a lot of small deals and focusing relentlessly on each investment. The mergers most likely to falter are the big deals that make the papers and wind up proving the academic case that most mergers fail. We encourage CEOs to read this book - especially CEOs whose consultants and investment bankers have been advising them to acquire or merge.

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