![]() |
![]() ![]() As a subscriber, you will
| Evaluating a Target Company
Evaluating and Wooing the Target Having identified a target or made a shortlist, the acquiring company will have to woo the target if it is not actively considering disposal. It is important to establish a process for monitoring changes in the situation of the target company: these could include a change in market position, management change or the entry of an aggressive competitor into the market-place. Being well-informed may make all the difference between a successful or unsuccessful acquisition. Checklist For Evaluating Target Companies
Regular progress meetings should be scheduled during the wooing stage. Communication is essential to build up trust between the parties and to develop a mutual understanding of each otheršs businesses. Logic supported by analysis is essential to convince targets of the advantages of selling. During a protracted process of negotiation it is sometimes easy for corporate attention to wander: it is therefore advisable to keep the process alive and active and maintain high interest levels. Some caveats and hints continued in subscribers section and other headings in the report Approaching the target and negotiating The importance of research Planning an approach Dealing with the vendor Professionals Negotiating Techniques |
16 May 2008
Reuters, the news and information group is to be bought out by Thomson, the Canadian financial data ...[more]
14 May 2008
Anite, the UK-based IT solutions company, is currently undergoing a strategic review of its public s...[more]
12 May 2008
Natalie Massenet, founder of the online fashion retail business, Net-a-Porter.com, is thought to hav...[more]
09 May 2008
Mobile bulk messaging group, Dynmark, is undergoing a review of its business which may lead to a sa...[more]
| ||||||||||||||||||||||||||||||||||||||||
| More Businesses for Sale |
|
|||||||||||||||||||||||||||||||||||||||||
| © 1995-2008 Business Sale Report. A division of Business Data International Ltd. All rights reserved | ||||||||||||||||||||||||||||||||||||||||||