- Berenschot (English)
- Mergers & Acquisitions
Mergers & Acquisitions
What opportunities are inherent to a merger or acquisition? What are your risks? How do you obtain a picture of the potential synergy? Which company is suitable for acquisition? What is a fair valuation or price?
In fact, a merger or acquisition involves two simultaneous processes: a strategic-organisational process and a negotiating process. The first process must produce a clear picture of how the planned acquisition will add value to your strategy. And - if the acquisition is agreed upon - it must result in the integration of both companies' components to achieve the targeted synergy. The negotiating process focuses on formulating an agreement at a fair acquisition price. The conclusion might also be that an agreement is not feasible.
Mergers and acquisitions are complex processes. Berenschot would be glad to help you achieve your synergy objectives. We have extensive experience with mergers, acquisitions and (post-merger) integration processes. As a result, we are able to provide support during all phases of the project.
Berenschot can provide support for a wide range of aspects during the pre-merger preparation phase:
- Rationalising the strategic decision to opt for a merger
- Exploring the required and potential synergy
- Searching for a suitable acquisition or merger candidate
Furthermore, Berenschot has the necessary expertise for the post-merger integration in-house, to support you in all aspects of the integration process, such as operations, organisation and governance, HRM, remuneration, communication, business culture and change management. This enables us to allocate all sub-projects to one responsible individual, which simplifies management and accelerates the process.
"Mergers and acquisitions are important moments in the life of an enterprise. You are faced with a decision that is virtually irreversible. Many mergers and acquisitions do not, or only partially, achieve their synergy objectives. Sometimes an acquired company is resold after a few years, often at a high cost. This is why a successful acquisition requires a clear strategy. You must know why you want to acquire a company, and view an acquisition as an investment that you must recoup within the foreseeable future. If this is not possible or other strategic benefits are lacking, you must ask yourself whether you want to continue the acquisition process. If you reach an agreement with the partner company, the key is then to prepare a solid integration plan and project organisation. Focusing on the rationalisation of brands to the bridging of cultural differences. In short, solid preparation is the foundation for success!"