“Twenty years from now you will be more disappointed by the things you didn’t do than by the ones you did. So throw off the bowlines, sail away from the safe harbor, catch the trade winds in your sails. Explore. Discover. Dream.”
How to know whether a transaction will generate the added value hoped for ? How to analyse it ? Have all necessary questions been asked before initiating a M&A process ?
We accompany our clients in the defintion of their growth strategies and the defintion of their ideal target firms. Our expertise in the engineering services sector allows us to target the most adequate opportunities in the entire Northern European market according to sector KPIs.
S&P offers a long list and short list approach of target companies in order to narrow down the number of the most appropriate targets for its clients.
Evaluating a company’s worth on the market of technological services does not only require the comparison of different valuation methods, but also the input of operational business know-how in order to evaluate any future risks that could result from a merger or disposal. Detailed financial analyses and different acquisition/disposal scenarios are the basis for well prepared negotiations and deals.
S&P’s experience with the most active buyers on the market provides its clients with the necessary know-how needed to challenge different valuation methods and to present them efficient and market related results.
Due Diligence Phase
A successful screening phase will ultimately lead to well qualified business meetings between the interested parties and to a first gentleman’s agreement, the Letter of Intent. After this first groundlaying agreement the due diligence phase is the next most important step for companies allowing them to examine the target firms in operational, financial, tax, legal and social terms before sigining final sale & purchase agreements.
Whether it is a due diligence initiated by the buying parties or a vendor’s due diligence, S&P’s industry know-how helps its clients to challenge audit reports and helps reveal hidden risks and/or opportunities to negotiate a better price for its clients. With our network of partners we can also suggest trusted financial and/or legal auditing companies to be supportive of this phase.
Post-Merger Integration (PMI)
A successful transaction does not stop at Closing, but will also depend on how the integration of the new entity is managed once the deal closure is reached.
The first 100 days of a merger are critical for a successful integration and for the realisation of the synergies that motivated the merger. S&P is there to help its clients prepare that phase already before deal closure to prepare day 1 and to plan and structure by means of milestones, workshops, and synchronisation meetings.