Press Center

  • 29.03.2017Unlock the Global Market: Advanced Dealmaking Solutions Simplify CrossBorder Deals and Open New Opportunities

    Amid record-breaking M&A numbers worldwide, a new trend is emerging. Companies are increasingly looking beyond borders to find new opportunities to drive external growth. However, cross-border deals bring layers of complexity that present new barriers and risks—from gaps in time, language and culture to disparate regulations and currency valuations. Companies and investors actively seeking cross-border growth opportunities can simplify complexity and overcome barriers by building a dealmaking platform centered on robust technological capabilities and supported by consultative expertise in the cross-border nuance.

  • 22.03.2017Corporate Finance and Growth after the Vote – A UK M&A Playbook

    “We all have a role to play in providing substance, themes and evidence to what Government needs to know about a particular area, to help them out with their policy making and to balance out the trade-offs they have to make across various interests.” (Jeffries Briginshaw, CEO of the BritishAmerican Business)

    Download this exclusive playbook now to glean insights on the state of present deal making in the UK and what those at the heart of the industry have to say about positioning business for growth in 2017.

    Get actionable recommendations on preparing for a “hard” Brexit and how to be heard in a time of uncertainty.

  • 24.03.2016The Art of Due Diligence Part 3: From the final throes of due diligence to post-merger integration

    M&A has three distinct segments: pre-deal preparation, mid-deal due diligence, and then final due diligence, which involves negotiations, deal completion and post-merger integration. Each is integral to a successful M&A event, but there is an art to completing each stage successfully.
    In the first part of this three-part series, we discussed the importance of preparing for a transaction as much as 18 months before an anticipated M&A event. In the second instalment, we looked at what to expect from mid-deal due  diligence.
    As we conclude this series, we will look at the critical final challenges involved in any deal, as well as how technology can help participants increase their chances for success.

  • 24.03.2016The Art of Due Diligence Part 2: Understanding and Preparing for the Due Diligence Phase of M&A Projects

    M&A has three distinct stages: pre-deal preparation; mid-deal due diligence, discussion and negotiation; and post-M&A integration. Each segment requires specific activity and planning that can greatly increase the odds of a successful M&A conclusion.
    In the first part of this three-part series, we discussed the importance of pre-deal preparation. By preparing for a transaction as much as 18months before an anticipated M&A event, management can collect and troubleshoot all documentation investors will want to examine to get the full picture about their potential investment.
    In this second part of the series, we will look at what to expect and anticipate as a deal moves forward, including how best to manage what can be a lengthy process of due diligence review.

  • 24.03.2016M&A Strategy in the global Market

    In “M&A Strategy in the Global Market: What Makes a Deal?” we analyze and report on the best M&A strategies used by buying and selling teams on the cross border playing field. Seasoned deal makers with a diversified experience portfolio have generously shared their observations on best practices in cross-border M&A.

  • 22.03.201620 Key Due Diligence Activities in an M&A Transaction

    Mergers and acquisitions typically involve a substantial amount of due diligence by the buyer. Before committing to the transaction, the buyer will want to ensure that it knows what it is buying and what obligations it is assuming, the nature and extent of the target company’s contingent liabilities, problematic contracts, litigation risks and intellectual property issues, and much more. This is particularly true in private company acquisitions, where the target company has not been subject to the scrutiny of the public markets, and where the buyer has little (if any) ability to obtain the information it requires from public sources.

  • 22.03.20169 Key Ways to prepare for an M&A Transaction

    Advance preparation is key to a successful Merger & Acquisition (M&A) transaction for a seller. M&A transactions can be time consuming and stressful for a company and its management team. The following are some important things a company can do to maximize the likelihood of a successful sale, in connection with the sale of a privately held company.

  • 22.03.201622 Mistakes made by Sellers in M&A Transactions

    Selling a company is often difficult and time consuming. The mergers and acquisitions (M&A) process is one that requires careful planning, competent professionals assisting the target company, and an understanding of the deal dynamics involved in the negotiations. CEOs and companies that have not been engaged in many M&A transactions frequently make mistakes that can result in a less favorable price or terms that would have otherwise been obtainable - or even kill the deal altogether.

  • 12.03.2016Strategy and Synergy: Vital Elements of the Deal

    The authors highlight best practices for formulating an M&A strategy in order to help ensure the appropriateness of an acquisition or a sale in terms of the synergies to be realized as the transaction’s end product. On the following pages you’ll find helpful observations provided by candid interviews with leading dealmakers, including buyers, sellers and advisors, as well as timely insights into the most current trends

  • 12.03.2016Critical Steps for successful Post-Merger Integration

    M&A transactions that succeed in creating enhanced value always follow certain steps before, during and after the deal itself. In this document, the authors examine industry best practices for maximising value and capturing synergies after the deal is done. Thinking innovatively and leveraging best-in-class technology to facilitate communication can enhance prospects for a successful post-merger integration of two entities and the creation of lasting value after a transaction concludes

  • 12.03.2016Cultivating the Deal from Origination to LOI

    In this document, the authors examine the post-strategy development processes and best practice methods associated with deal origination and resolution, beginning with the necessary stagesetting communications with potential deal source intermediaries and networks that are key to the deal flow process, extending through the valuation and due diligence phases, the confidentiality agreement and culminating with the  formulation and signing of the Letter of Intent (LOI).
    You’ll find helpful observations provided by candid interviews with leading dealmakers, including buyers, sellers and advisors, as well as timely insights into the most current trends

  • 12.03.2016Seven critical M&A Transaction Mistakes: How to avoid common M&A Pitfalls

    Successfully completing a large-scale M&A transaction is a complex process. The potential for any number of mistakes and/or problems is extensive, but most fall into seven distinct areas…

  • 12.03.2016Securing M&A Success: Due Diligence in the global Market Place

    In this document, the authors examine the Due Diligence process that unlocks the value of the deal, the writing of the Purchase Agreement (which is the most important record of the transaction), and the closing of the deal. You’ll find helpful observations provided by candid interviews with leading dealmakers, including buyers, sellers and advisors, as well as timely insights into the most current trends

  • 12.03.2016Steering a Cross-Border Deal to the LOI

    This document examines the post-strategy development processes and best practice methods associated with cross-border deal origination and resolution, culminating with the formulation and signing of the Letter of Intent (LOI). In this document, you’ll find helpful observations provided by candid interviews with leading dealmakers, including buyers, sellers and advisors, as well as timely insights into the most current trends

  • 12.03.2016The Art of Due Diligence Part 1: Best Practices for Due Diligence Pre-Deal

    According to the Economist, between 10 and 20 percent of all proposed mergers and acquisitions “end in tears…”. Conventional wisdom also maintains that M&A events fail to deliver on their anticipated value an astonishing 50 percent or more of the time.

    With those odds, it isn’t surprising companies are desperate to secure every advantage in order to ensure their deal is one of the successful ones. There is an art to executing successful M&A and getting the outcome right. The biggest advantage any company can gain in M&A is to be thoroughly prepared to demonstrate to a potential partner exactly why a given deal makes strategic and financial sense.

    M&A has three distinct phases: pre-deal preparation; mid-deal due diligence, discussion and negotiation, and post-M&A integration. Each process requires specific activity and planning that can greatly increase the odds of a successful M&A conclusion. In the first part of this  three-part series, we will look at best practices for pre-deal preparation, so the selling company is able to portray their asset in the best light and buyers are able to get the full picture

  • 12.03.2016Negotiating an Acquisition Letter of Intent

    In acquisitions of privately held companies, a letter of intent/term sheet is often entered into by both parties. The purpose of the letter of intent is to ensure there is a “meeting of the minds” on price and key terms before the parties expend significant resources
    and legal fees in pursuing an acquisition and before sellers agree to grant exclusivity to buyers. The purpose of this article is to explore the key issues in negotiating and drafting an acquisition letter of intent

  • 24.11.2015The Science and Art of Deal Execution: Where Metrics and Innovation converge

    This document discusses the quantitative foundations of dealmaking, the metrics and measures that underpin each phase of the deal process. These fundamental elements allow corporate finance professionals to create their version of transactional art in an M&A setting. On the following pages you’ll find helpful observations from leading buyers, sellers, and advisors, as well as timely insights into the most current trends

    PDF The Science and Art of Deal Execution: Where Metrics and Innovation converge

  • 24.11.2015Transaction Readiness Assessment

    “Is our Business “transaction ready”?” The vast majority of business owners and managers would answer “yes”. In reality, transaction readiness is common among publicly traded companies, but very rare with private firms or business units. If a business is performing well, this does not necessarily mean that it is automatically “transaction ready”. Transaction Readiness is not just about business performance and owner readiness. It particularly is about the attractiveness of the business to potential buyers and the smooth and speedy realization of the transaction.

    A business is “transaction ready” if it could be sold (a) within six months, (b) at or above market valuation, and (c) without interfering with current course of business.

    The success of a divestment, carve-out of a business unit, merger, IPO, or capital increase strongly depends on early and thorough preparation

    PDF Transaction Readiness Assessment

  • 19.02.2015Due Diligence Checklist

    For your understanding and benefit, a detailed sample M&A Due Diligence checklist has been prepared by DEALGATE. The checklist has been tailor made for the acquirer in a benchmark M&A process. What makes this checklist so reliable and versatile is the fact that it can also be highly useful for investors, advisors and business owners of various fields. In this checklist you will find a basic catalogue of items and documents that buyers and investors should take into account and investigate

    PDF DEALGATE Information Memorandum Checklist

  • 12.10.2011Les plates-formes en ligne assistent les conseillers en fusion acquisition dans leur tâche

    Les plates-formes du Web jouent un rôle important et croissant dans la vente d'entreprises. L'élargissement du réseau mondial et la transparence en découlant, utilisée à bon escient, permettent de conclure des accords dans de meilleures conditions. Les entrepreneurs et leurs conseillers peuvent utiliser ces nouveaux outils pour atteindre les objectifs communs d'une plus haute probabilité de conclusion des affaires et d'une optimisation des prix.

    PDF Fusions & Acquisitions magazine Oct 2011

  • 24.07.2011How Internet platforms augment deal prices

    In the sale of a company, Internet platforms are playing an increasingly important role. Applied properly, the expansion of the global network, and the transparency gained, result in deals concluded with better conditions. Entrepreneurs and their advisors can use these new tools to achieve the goals they share in common: increasing the probability of concluding a deal, and optimizing the price. Read our chairman’s article in Acquisition International.

    PDF Acquisitions International Magazine July 2011