For companies that are comparatively strong financially and strategically, recessions present unique opportunities to improve their competitive position through a merger or acquisition.
According to analysis of more than 24,000 transactions between 1996 and 2006, companies that made acquisitions during the last downturn (2001-02) generated almost 3 times the excess returns of companies that made acquisitions during the preceding boom.*
However, with some experts estimating that more than half of all mergers or acquisitions either fail to meet expectations or actually diminish shareholder value, the M&A road is fraught with risk and uncertainty. Combining the cultures of two complex organizations together in a way that not only preserves, but also creates, value is no small feat.
 In this free white paper, Beating the Odds: Five Proven Strategies for Buyers Seeking Growth through Mergers or Acquisitions, ZweigWhite M&A consultant Gregory Hart (profile) shares five proven success strategies for A/E firm leaders planning—or currently undergoing—a merger or acquisition. Simply click the "Add to Cart" button above and follow the prompts to receive this complimentary PDF download (registration required).
When a transaction is managed successfully, an organization combined through merger or acquisition can become stronger, more robust, and better positioned for long-term sustainable growth. If not, the results can be devastating in good times or bad, with key employees departing, shareholder value deteriorating, and instability lurking in all corners of the organization.
Despite this acknowledged risk and uncertainty, M&A-focused growth strategies in the A/E and environmental consulting space are not going away. In fact, according to ZweigWhite’s 2009 Merger & Acquisition Survey of Architecture, Engineering, Planning, and Environmental Consulting Firms (visit), 71% of survey respondents indicate that their firm’s strategic plans involve a merger and/or acquisition in the next five years.
With so much at stake, what steps can firm leaders take to give their next deal the best chance of long-term success? Are there any simple but effective ways to avoid the most common—and costly—M&A mistakes? Click the "Add to Cart" button above and follow the prompts to receive this complimentary PDF download (registration required).
* Source: Bain & Company; "Excess returns" is defined as shareholder returns from four weeks before to four weeks after the deal, compared with peers. |
