Successful acquisitions are not always about forcing a company to fit the acquiring company's mold -- it's a mutual learning opportunity. We aim to answer the question: How do we take the best of both worlds and create something even better?
Must we trade bundles of assets in mega-billion dollar packages before we can streamline them? We'll have to wait to see how the strategies behind this deal play out -- but smart remixing of a bundle of resources is often better than selling them in bulk to the deepest pocket.
When the CEOs of Aetna and Humana announced a few days ago that they had agreed to a deal in which Aetna will pay $37 billion for Louisville-based Humana, Senate Majority Leader Mitch McConnell of Kentucky pointed the finger of blame straight at Obamacare.
Amongst the many macro forces shaping the context for decision-making and business innovation are a few old beliefs. "Survival of the fittest" is one of them. It's a term you'll likely hear at the conclusion of a hostile takeover or mergers and acquisitions when the thrill of the hunt is complete.
Infosys is not the only Indian company growing inorganically. 2014 saw the highest number of Indian mergers and acquisitions transactions in a decade - 1,177 deals valued at $50 billion. This resurgence applies to pharmaceuticals, finances, telecommunications, and more.
Whether you're looking to raise a round of capital or sell your company, it's important to understand how to value your company. The best way to value a company is to research comparable transactions in the market.
There is no question about it: most newspapers in the United States are on the ropes. They are not yet down and out, but they are close to that knockout blow. I know this, as most of you readers do, from personal experience.
It is critical that you understand what the "NewCo" will look like. Will you be replacing an existing team? Perhaps you are tasked with creating a new division. Make sure you are on board with the integration schedule.
You, as corporate leaders, have been given an unprecedented advantage to show growth and results. Interest rates are historically low and corporate cash positions strong. The masses know it, and they are expecting fireworks.
With a market capitalization of $23 billion and trading at a multiple north of a 100 times earnings per share, the company may be too expensive for most buyers. That narrows down the field of potential acquirers and demands a solid strategic rationale for a takeover.
Thanksgiving has been celebrated by Native Americans, Christians, Jews and whoever else wants to since 1621, and I firmly believe we should continue unapologetically to celebrate giving thanks to God Almighty for our many blessings.
A broad-based recovery across a variety of sectors driven by the US should see market conditions continue to foster this trend -- making the next 6-12 months an ideal window of opportunity to do transformative deals.