Mergers & Acquisitions Publications

  • Game-changing M&A

    February 18, 2009 | Acquisition Strategy | Harvard Business Publishing: The Daily Stat

    Mergers and acquisitions drop dramatically in a recession, both in terms of number and value. The aggregate value of deals in 2002, right after the 2001 recession, came to about $1.2 trillion.

  • Pursue game-changing M&A and partnerships

    February 10, 2009 | Mergers & Acquisitions | Harvard Business Review

    For many executives, doing a deal in a downturn seems risky and impractical. Credit markets aren't functioning normally, so financing is expensive and hard to come by. Cash reserves need to be guarded as a safety net in case the economy stays bad.

  • How the best divest

    September 30, 2008 | Mergers & Acquisitions | Harvard Business Review

    Most corporations are not as skilled at selling off assets as they are at buying them, often divesting at the wrong time or in the wrong way. The best companies manage their divestiture portfolios in a disciplined manner, following four straightforward rules. They take advantage of divestiture

  • Downturn deals pay bigger rewards

    July 13, 2008 | Acquisition Strategy | South China Morning Post

    But given the continuing fallout from the subprime mortgage crisis, as well as the Shanghai Composite Index's dive to a 17-month low and looming slowdowns in several regions, is it really wise to be acquiring now? The answer is yes.

  • Tough times, good deals

    June 22, 2008 | Mergers & Acquisitions | The Economic Times

    The global markets recently took note of JPMorgan Chase's better-than-expected first quarter earnings, but they may have overlooked a telling point: acquiring Bear Stearns was more than just a price coup for JPMorgan Chase, it also filled in valuable pieces for its long-term strategy.

  • Making right merger calls gets harder

    August 14, 2006 | Mergers & Acquisitions | Australian Financial Review

    At a time when a number of Australian companies are cash-rich and looking for acquisitions the question of the hour may not be, How to close the deal? but, When to walk away?

  • Wall Street acquires culture

    March 07, 2006 | Acquisition Strategy |

    When the New York Stock Exchange closed its merger this week with the all-electronic exchange Archipelago, the world's largest bourse acquired more than just technology.

  • Three steps to avoiding merger meltdown

    February 28, 2005 | Mergers & Acquisitions | Harvard Management Update

    In mergers, the unexpected comes in many forms, from the small breakdowns that happen with almost any acquisition to radical shifts in the competitive bedrock on which the deal was built. Problems with the former tend to fall into three areas: organization upheavals, customer service blunders, and

  • Writing a credible investment thesis

    November 14, 2004 | Mergers & Acquisitions | Harvard Business School: Working Knowledge

    Every deal your company proposes to do-big or small, strategic or tactical-should start with a clear statement how that particular deal would create value for your company. We call this the investment thesis.

  • Integrate where it matters

    October 31, 2004 | Mergers & Acquisitions | Sloan Management Review

    Turns out you can get too much of a good thing, especially in the tricky world of merger integration. Multiple studies show that the most treacherous time in the failure-strewn business of mergers comes after two companies tie the knot, when they attempt to combine operations.