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Current status of the company, Identify the KRI's, Performance management and growth opportunty
- Clarify the real reasons for such acquisition or merger (comparative advantage, synergies, enhance valuation, tax savings etc.)
- Assess the long term potential benefits and risks and weigh those against the continuity of existing model
- Look beyond the target and find any better alternatives to the target or the purpose
- Assess the stakeholders support or the lack of it if you proceed with the acquisition
- Carry out necessary financial analysis, valuation and prepare information memorandum for the engagement of stakeholders.
Need, Desirability, Feasibility, Viability and then due diligence.
first we have to identify resources, we have to see what exactly we are achieving, action will be taken after that.
1st step.involvement and engagement
2nd step. shared vision
3rd step. analysis
4th step.
5th step. action
6th step.implementation
renewal
Firstly, you need a very clear idea of what you want to achieve.
Why are you looking for a merger or takeover target at all?
Who is the target?
Why them?
What benefit will you get if you succeed?
How will you realise that benefit?
How much will it all cost?
How will the target react?
How will your competitors react?
Many companies have set out out to merge with somebody, and ended up being taken over by somebody else altogether.
And always remember that the biggest winners in a takeover tend to be the shareholders of the target company.
