An M&A – project can be divided into 2 large project parts:
- the M&A – step in a narrower sense
- the downstream financing of an M&A project
The reasons for initiating an M&A project can be very diverse:
Königsallee 52, D - 40212 Düsseldorf, Deutschland tmc[at]tmcgroup.de 0049 (0) 211 - 86576-0
Königsallee 52, D - 40212 Düsseldorf, Deutschland tmc[at]tmcgroup.de 0049 (0) 211 - 86576-0
An M&A – project can be divided into 2 large project parts:
The reasons for initiating an M&A project can be very diverse:
Clients today increasingly expect – even in the case of medium-sized companies – that they will receive services and products “from a single source”, i.e. that the company will position itself as a full-service provider.
The endogenous development of complementary services and products often takes too much time and effort, so that in the end only the “intelligent” purchase of a company for portfolio rounding off remains in order not to lose customers to the competition.
Most markets today are not growth markets but displacement markets, in which suppliers must reach a critical market size in order to ultimately achieve competitive advantages. In many industries, this critical market mass can only be achieved by acquiring companies.
Many managing partners are faced with the problem that they do not have a “natural” successor, but would like to retire from active professional life. Securing the company’s existence and jobs in the medium to long term is the personal focus of the shareholder when choosing a buyer.
Traditional companies often have a highly diversified complex structure of companies and parts of companies that no longer show a clear positioning – and thus the visibility of the core competence. Here it is advisable to redefine the strategic orientation of the core competence with top management and to sell non-strategic parts of the company.
Project phases – which are still adapted to the individual company – in the purchase of companies:
Project phase | Description |
1. | Definition of acquisition targets |
2. | Market overview / information procurement |
3. | Priority setting |
4. | Contact |
5. | Due Diligence |
6. | Purchase Negotiation |
7. | Integration |
Project phases – which are still adapted to the individual company – when selling companies:
Project phase | Description |
1. | Strategic portfolio definition or positive / negative list of potential buyers |
2. | Professional sales documents |
3. | Market Screening |
4. | Priority setting |
5. | Contact |
6. | Sales Negotiation |
In the course of an M&A project either our client or TMC falls back on proven service providers such as auditors, tax consultants, lawyers, etc. It has turned out that the documents, reports, certificates, special reports, statements, memos of these service providers have only a limited effect and in no way limit the responsibility on the buyer or seller side.
Purchase price determination |
In the context of an M&A project, pricing is a central problem. In order to bring the different ways and types of calculation (also the expectations) “to a common denominator”, it is very often used – as a first estimation of the negotiation bandwidth – to resort to multipliers, which – depending on the point in time (depending on the economic situation) – change. |