The Harvard Business Review
We first go through MUNKET™ MARKET READINESS to ascertain if M&A strategy is the right choice for the business. Or, if we could recommend another strategy more suited for your needs.
All of this is to take stock of, “What's already in the larder?”
What is the M&A strategy best suited for deployment?
Is it diversification, consolidating market share or streamlining the business?
If the business is “market ready”, we help in Acquisition Strategy and advise on M&A Search and Target Screening.
Using MUNKET™ GUIDED DISASSEMBLY, Acquisition Planning and Valuation Analysis of the M&A process takes place.
This step decides what prep work needs to be done before the M&A takes place.
What business goals or vision need to go into the deep freezer to avoid overwhelm?
When does it need to be reintroduced?
What can be worked on immediately?
What corporate goal or vision needs to be cut down into bite-sized chunks?
In MUNKET™ GUIDED ASSEMBLY Phase 1, advisory on Negotiations and active involvement in Due Diligence takes place.
How do we negotiate for higher nutritional value within the M&A?
How do we perform quality checks on nutritional value with Due Diligence?
Through cutting-edge technology and intelligence capabilities. Through advanced mapping and data technologies.
Backed by information and data, post-merger integration planning and implementation accuracy improves massively in STEPS 5 and 6.
The MUNKET™ GUIDED ASSEMBLY phase 2 comprises of Purchase and Sales Contracts and Financing Strategy for Acquisition in the M&A process.
We can help with the technology and infrastructure (TNI) advisory in this step.
What strategies do I employ to ensure a steady supply of this TNI key ingredient, at a fair price?
This brings us to the closing & post-Merger planning where we play a very active role.
Eg: Is your M&A ESG compliant?
Cooking up your M&A is both an art and a science. How your well-cooked M&A is enjoyed is also dependent on the ambiance.
Similarly, the Day 1 Plan and the Operational Plan after the close of the merger are vital.
C-suite, senior leadership vision, and employee support for the M&A hinges on this first impression.
Would your shareholders and stakeholders feel comfortable with this?
Does this set the right mood for integration?
Is the Operational Plan well-positioned?
Or does it cause one to stretch too far to achieve corporate goals and visions?
During this final step, the Integration Phase and the Training determine the all-important taste of the M&A meal.
During this step, think about your guests' (employees, clients, or shareholders, etc) M&A, fine dining experience.
How can the food be made tastier through the feedback you are getting?
Is the integration coming along smoothly?
What company culture or identity issues need to be addressed?
Is there sufficient training for staff that are affected by the M&A?
Can training be improved?