The initial phase in mergers and acquisitions seems to be the simplest: choosing the M&A target. Yet acquirers often pursue targets opportunistically, rather than methodically, contributing to high failure rates. BCG’s mergers and acquisitions consultants help clients create the strategic, replicable merger and acquisition processes that drive successful corporate unions.
Choosing the wrong target for a merger or acquisition can be easy to do. Companies may be motivated by the sudden availability of appealing prospects or by cash surges that encourage spending.
Successful acquirers use disciplined processes to search for targets, asking, “Which deals will help us realize maximum value?” not “How fast can we get this one deal done?” In effect, they treat mergers and acquisitions as one more essential line of business.
BCG’s mergers and acquisitions consultants bring a strategic, value-creating perspective to every engagement to deliver fresh insights via an efficient, results-oriented process.
We also help you avoid some all-too-common traps for M&A. For example:
BCG tailors your merger and acquisition strategy through an iterative, highly collaborative approach. Our mergers and acquisitions consultants serve as partners for senior management, drawing on our global network and cross-industry perspectives, supported by proprietary methodologies and digital tools.
We help you pursue buy-side mergers and acquisitions and create or enhance replicable mergers and acquisitions processes in-house.
Because BCG views value creation in mergers and acquisitions as a continuum, we’re also prepared to support you at every stage, from transaction strategy topost-merger integration. M&A target identification typically takes about 3 months and is the first step in a process that can last up to 18 months.
Our M&A transaction services combine our extensive expertise in all types of M&A-related processes, such as尽职调查, with our industry-specific expertise, such as consumer M&A and health care M&A.
BCG has published a mergers and acquisitions report—covering M&A activity by year, the state of the M&A market, and perspectives on deal-making trends—annually since 2003. Explore the full series, including the latest BCG M&A report.
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Only about half of companies that undergo organization design during a post-merger integration say it was successful. Leaders can flip those odds by focusing on five imperatives.
Our mergers and acquisitions consultants and industry experts help clients search for and identify targets, as well as handle change management, during mergers and acquisitions.
