The following video, articles, and books were authored or presented by Booz & Company vice presidents and other senior professionals on a variety of topics in the merger and restructuring area.
Videos
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Inside the Deal Booz & Company’s Senior Partner for Mergers and Restructuring Gerald Adolph speaks with Corporate Dealmaker editor Kenneth Klee about distressed attitudes in corporate boardrooms – and other developments he anticipates in an M&A market that has slowed but definitely not stopped. |
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Inside the Deal Booz & Company’s Senior Partner for Mergers and Restructuring Gerald Adolph discusses M&A in a volatile market with The Deal's Suzanne Stevens. |
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Unclogging the M&A Pipeline Booz & Company’s Senior Partner for Mergers and Restructuring Gerald Adolph discusses how the financial crisis is impacting recent M&A deal volume and identifies which deals are likely to still get done. |
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2008 M&A Outlook Booz & Company’s Senior Partner for Mergers and Restructuring Gerald Adolph discusses expected M&A activity over the next year, with CNBC’s Bill Griffeth |
Articles
| The Continued Wave of Consumer Products Mergers in the Post-Recession World |
Partner J. Neely discusses the M&A outlook for the consumer products industry. While the current financial crisis has curbed activity in the short-term, the underlying drivers for portfolio rebalancing are stronger than ever. In particular, residual pressure from the recession, the drive to find scale through coherent capabilities and the quest for global growth are likely to fuel a strong return of M&A as the market recovers. This article appeared in Financier Worldwide’s International Mergers & Acquisitions 2009 ebook.
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Senior Partner Tom Flaherty and Principal Earl Simpkins discuss how companies can better identify and capture the value potential of transactions. The first step is broadly viewing possible opportunities and framing all synergies contributing to long term value. Identified synergies can then be preserved through a focus on planning and governance, tracking and performance management, and necessary cultural transformation. Taking these steps can ensure mergers create their full value potential. This article appeared in Financier Worldwide’s International Mergers & Acquisitions 2009 ebook.
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| M&A activity in the oil and gas sector is on the upswing, and we expect sell-side pressures to result in even more activity in the months to come. We see primarily three types of deals taking place: major oil companies pursuing growth options; independents divesting assets in order to focus capital spending on core assets; and companies combining for survival. This Perspective examines each deal type and presents six key questions senior energy leaders who are evaluating their M&A options should be asking. | |
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In this excerpt from International Financing Review, published by Thomson Reuters, Carlos Ammann, Managing Partner, and Nadia Kubis, Principal, Booz & Company Switzerland, discuss the future of M&A in Europe and identify five themes that shape their optimistic outlook despite the current credit crisis. |
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Christopher Hannegan, a principal at Booz & Company, and Sean McDade, founder and CEO of PeopleMetrics Inc., discuss the importance of measuring employee engagement as part of the transaction process and how to use that data to create effective communications and add value to a merger. |
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Bill Jackson, a former Booz & Company senior partner and Justin Pettit, a Booz & Company partner, discuss the four common themes behind winning turnarounds. This article appeared in the September 2008 issue of Financier Worldwide. |
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Juan Carlos Webster, a principal within Booz & Company’s Corporate Finance and Strategy group, participated in a discussion with a number of other leading M&A and corporate finance professionals, to discuss the current trends in deal due diligence. The result is the attached article which appeared in the June 2008 issue of Financier Worldwide. |
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Gerald Adolph and J Neely, partners with Booz & Company’s Mergers & Restructuring group, discuss why in today’s business environment splitting off pieces of a business is much harder than it appears. It can impact not only the divested entity, but the seller as well. The result is the attached article which appeared in the April/May, 2007 Chief Executive magazine. |
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Gerald Adolph, a senior partner at Booz & Company, describes how a good merger communications program and the right metrics to measure the integration’s progress can help investor’s feel more comfortable with the transaction. This article appeared in the May / June 2006 issue of Corporate Dealmaker magazine. |
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Justin Pettit, a partner at Booz & Company, outlines six lessons learned from financial sponsors that public company executives can apply to improve shareholder value. This article appeared in the November 2007 issue of Financial Executive magazine. |
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Thomas J. Flaherty, a senior partner at Booz & Company, participated in a roundtable forum with a number of other leading energy and utility professionals, to discuss issues in the energy and utilities industry including consolidation and the current M&A environment. The resulting article appeared in the October 2007 issue of Financier Worldwide magazine. |
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Gerald Adolph, a senior partner at Booz & Company, states that for CFOs, M&A transactions can be particularly onerous. Experience has taught us that there are nine things the CFO (and the person leading the finance team integration) must do. The attached article appeared in the September 2007 online issue of Business Finance. |
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Justin Pettit, a partner at Booz & Company, discusses how high multiples raise the stakes. But if companies have been diligent about choosing the appropriate acquisition, a target’s seemingly high multiple shouldn’t be a deterrent. March, 13, 2007 – strategy+business |
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Booz & Company’s Tom Flaherty and Gerald Adolph suggest that to fulfill the transaction’s full potential, management should expand its vision of post-merger objectives and stretch the capacity of the organization. Sept./Oct. 2006 – Electric Light & Power |
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Booz & Company’s Tom Casey and Gerald Adolph. Post-merger IT integration can be a difficult, long-term, expensive proposition, but no merger can work without it. April 8, 2006 – CIO Insight |
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Booz & Company’s Gerald Adolph, Karla Elrod and J. Neely. More than two-thirds of the mergers that fail do so at the execution stage. This is actually terrific news for merging companies. The reason? Execution-related failures can be avoided. March 27, 2006 – Harvard Business School, Working Knowledge |
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Booz & Company’s Gerald Adolph. Mergers are often considered risky, but when they’re executed correctly, there’s no better way to grow a company. Booz Allen identifies three crucial factors for merger success. February, 15, 2006 – strategy+business |
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Booz & Company’s Gerald Adolph and J. Neely. We simply must be at the start of a new consolidation wave in consumer products. Third Quarter, 2005 – GMA Forum |
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Booz & Company’s Chuck Lucier, Jan Dyer, and Gerald Adolph. Three rules for ensuring that spin-offs create – and don’t destroy – value. Third Quarter, 2002 – strategy+business |
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Buying Right in Asia – Successful M&As in a Challenging Market |
Booz & Company's Ed Tse and Andrew Cainey. Acquiring and integrating companies is a risky business anywhere in the world, with a 50 percent success rate at best. In Asia, buying companies can be even trickier than elsewhere. |
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Booz & Company’s Gerald Adolph and Cindy McNeese describe how elements of the CFO’s expanded, everyday role become more crucial in a merger, and success in these areas can help beat the odds and create a transaction that delivers. |
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Booz & Company’s Justin Pettit and Gerald Adolph describe how M&A collars are a useful but under-used tool for both negotiating transactions and managing deal risk. |
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Booz & Company describes how to understand the life cycle of an emerging market, including new market entry via greenfield or through acquisitions, you need to learn to decode its consumer products. |
Books
| The CFO as Deal Maker: Thought Leaders on M&A Success |
If your goal is to hone your deal-making skills and capabilities, to ensure the fulfillment of fiduciary responsibility, or to build your personal reputation for M&A success, The CFO as Deal Maker is essential reading. |
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Juan Carlos Webster, a principal within Booz & Company’s Corporate Finance and Strategy group, participated in a discussion with a number of other leading M&A and corporate finance professionals, to discuss the current trends in deal due diligence. The result is the attached article which appeared in the June 2008 issue of Financier Worldwide magazine |
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The Whole Deal: Fulfilling the Promise of Acquisitions and Mergers |
This book, with contributions from many Booz & Company experts shows readers that a new era of successful mergers is upon us, one in which tough lessons about planning and execution are being applied to today’s deals |
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Merge Ahead: Mastering the Five Enduring Trends of Artful M&A |
Written by Gerald Adolph and Justin Pettit, this book in the “Future of Business” series examines the effect five long-term trends and the current downturn are having on M&A and suggests ways companies can improve their deal-making strategies, capabilities, and tactics. |
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