No two acquisitions are the same. There is no single recipe for success.
In the mayhem that frequently follows an acquisition, it is possible to overlook the obvious. We prompt the questions you should put and the information you need before decisions are made. Nevertheless, even this collective knowledge derived from experience should be challenged and changed rather than followed blindly.
Not all successful acquisitions end in merger. The extent of the integration required depends on the business rationale, but there is often an assumption that the best parts of both businesses are to be combined. That of course requires agreement on what is the best of both. Alternatively, the intention could be to keep the acquisition separate but run it more efficiently. In that case, the same techniques might still be used to appraise the business and work out the best way to improve it.
We have been supporting our clients’ acquisitions for a long time. We worked for Hanson when it was expanding in the 1980s and we have been developing and honing our tools ever since. We provide support at whatever stage our clients need it for any purchase.