• ABOUT VOORNE PARTNERS
• IMPROVEMENTS
• EXPERTISE

• Capabilities
  • Accounting
  • Activity analysis & performance management
  • Business Modelling
  • Change Management
  • Information Technology
  • Mergers & Acquisitions
  • Process & Organisation modelling
  • Project management
  • Quality management
  • Strategy definition
  • Supply Chain Management
  • Tax & Legal management
• Industries
• Delta Methodology
• Client reference stories

• home
• expertise
• capabilities

Mergers & Acquisitions

Merger activity is driven by economic and cultural trends. Currently, driving forces include globalisation, technology, deregulation, favourable economic and financial conditions and industry changes.
Mergers usually involve two-way negotiations. For acquisitions, the bidder contacts the shareholders directly, inviting them to sell (tender) their shares at an offer price or sell part of their business to the bidder.
Legal and tax concerns affect the way the deal is structured; one issue is the effects on buyers and sellers of shares versus asset purchase in a taxable transaction. Payment methods - generally cash, shares, debt or some combination of the three - must also be considered.

Generally, mergers and acquisitions comprise three phases:

• Strategy phase
• Due Diligence phase
• Integration phase

'Strategy' includes selecting the target company, assessing expected effects and the potential deal structure. 'Due Diligence' covers data collection and feasibility analyses of one or more target companies and clarification of the deal structure. Integration occurs when the deal is approved. It covers the strategic, and where appropriate, the operational, integration of the target company. Each phase is concluded with internal (and if necessary external) approvals.
Our consultants can assist companies with feasibility analyses and, on the basis of extensive experience, with everything involved in the Integration phase.