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mergers and acquisitions

How to guarantee the achievement of the strategic ambitions of a merger or acquisition, pre- or post-deal?

Many external growth transactions fail or do not fully achieve the initial objectives of the transaction. This is mainly due to a gap between the initial strategic ambition and the integration strategy of the entity purchased by the acquirer. Investing in a structured process can ensure your success.

Mergers and Acquisitions

How to guarantee the achievement of the strategic ambitions of a merger or acquisition, pre- or post-deal?

Many external growth transactions fail or do not fully achieve the initial objectives of the transaction. This is mainly due to a gap between the initial strategic ambition and the integration strategy of the entity purchased by the acquirer. Investing in a structured process can ensure your success.

Our areas of intervention

PRE-DEAL :
• Determine the different types of possible strategic ambitions (preservation,  rationalization, symbiosis, etc.)
• Formalize the target vision of the future PMI entity
• Analyze the targeted entities (culture, practices,…)
• Measure the transformation effort to be made and anticipate the integration steps
• Measure the operational, social, environmental and financial risks associated with the operation
• Identify synergies and build a strategy for the whole. Define the target business model
• Identify expected benefits and future indicators of success
POST-DEAL :
• Determine the new governance and management procedures for the activity
• Implement an integration plan that takes into account the risks identified upstream
• Create and maintain a dynamic of transformation, enrich cultural differences, retain talent, communicate
• Realize the identified synergies, improve performance and reduce costs, measure results
our areas of intervention
our areas of intervention

Our areas of intervention

PRE-DEAL :

• Determine the different types of possible strategic ambitions (preservation,  rationalization, symbiosis, etc.)

• Formalize the target vision of the future PMI entity

• Analyze the targeted entities (culture, practices,…)

• Measure the transformation effort to be made and anticipate the integration steps

• Measure the operational, social, environmental and financial risks associated with the operation

• Identify synergies and build a strategy for the whole. Define the target business model

• Identify expected benefits and future indicators of success

 

POST-DEAL :

• Determine the new governance and management procedures for the activity

• Implement an integration plan that takes into account the risks identified upstream

• Create and maintain a dynamic of transformation, enrich cultural differences, retain talent, communicate

• Realize the identified synergies, improve performance and reduce costs, measure results

Why
choose us ?

  • A belief: “Employees make or break the deal”
  • A strategic partnership with SEED, to deliver a dedicated offer, called Human
  • A promise to guarantee you the achievement of the deal’s strategic ambitions
  • An integrated end-to-end offer, pre- or post-deal, using the best specialists on the market

Why
choose us ?

  • A belief: “Employees make or break the deal”
  • A strategic partnership with SEED, to deliver a dedicated offer, called Human
  • A promise to guarantee you the achievement of the deal’s strategic ambitions
  • An integrated end-to-end offer, pre- or post-deal, using the best specialists on the market

We worked with them

solvay

Carve-Out Performance
Polyamides to BASF and DOMO

SBM

Carve-in BAYER
GARDEN to SBM

consulting

Merger of 2 management
consulting entities

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