Aon Global Risk Management Survey:
Everyone assumes it will produce value. Of course it's great for the bankers and lawyers -- but will anyone else benefit? Depending on whose research you choose to rely on, mergers have a failure rate of anywhere between 50 and 85 percent.
One KPMG study found that 83 percent of these deals hadn't boosted shareholder returns, while a separate study by A. Anyone who has actually lived through a merger knows these are gruesome and traumatic experiences.
Some companies, of course, buy other companies just to shut them down and eliminate a potential competitive threat Microsoft MSFT used to be notorious for this. Other deals make sense on paper but end up as very expensive mistakes.
Here's why they so often go wrong. Why mergers succeed Momentum. Once a company starts even considering a merger or acquisition, the starts to generate momentum. Lawyers, accountants, and bankers pile in, and it is fully in their interest to keep the bandwagon moving. Once press coverage begins, CEOs often feel they'll look weak if they don't do a deal somewhere with someone.
So nobody has the courage or the power to stop a deal once it's started, even though everyone often knows it's a stinker. Due diligence is supposed to uncover the truth about companies, but it rarely does. In part, this is because it is too fast. It's also often done by the wrong people -- not by those who will have to make the deal work, but by those who will walk away.
When bankers are assigned to due diligence, they often don't understand what they're looking for. They aren't, and usually have never been, operators, so the critical dependencies within a business operation can elude them altogether.
Acquisitions are expensive, and the money has to be found from somewhere. This is why they're invariably followed by cost-cutting and job losses. Once completed, cuts were imposed every year for three years; everything was chopped, down - it was said - to the number of pencils.
No one ever quite calls it as they find it. Mergers aren't mergers -- they're really takeovers. When people say they'll keep brands and company names, it's almost never true.
When CEOs say that they'll share power, it's definitely not true. These things are said to paper over cracks in relationships that customarily explode within the year. So why do these deals persist?
They're glamorous, high-profile, and make vast amounts of money for intermediaries. They feed CEO vanity and a love of size. They also persist because they are often decided by rank-and-file shareholders, who are those at the furthest remove from the company's operations.
Those with the most power are also those with the least insight.About the Research Project The Turnaround Management Society (TMS) asked turnaround managers and restructuring experts about what factors, in their experience, lead to corporate crises. Why mergers fail. istockphoto Share; Tweet Reddit Depending on whose research you choose to rely on, mergers have a failure rate of anywhere between 50 and 85 percent.
One KPMG study found.
Merger failures, value destruction and cultural conflicts - all so very avoidable! Home; value destruction and cultural conflicts is widely recognized that cultural differences between the partners of a merger are one of the most common reasons for failure in mergers.".
eine kleine Übersicht oft verwendeter Abkürzungen - oder interessante Abkürzungen und Wissen was man nie nachschlagen würde - Schrauberlatein und Entwicklungschinesisch - nicht nur für Volkswagen Liebhaber und Freunde - abbreviation and acronym suggestions translated into german - .
Where mergers go wrong By Scott A. Christofferson, Robert S. McNish, and Diane L. Sias Where mergers go wrong. Article Actions. Share this article on LinkedIn Another common reason for errors in estimating revenues is the failure of most acquirers to account explicitly for the revenue dis-synergies that befall merging companies.
Failure Of Mergers And Acquisitions There are many causes of merger and acquisition failures. One cause is the bullish stock market, while another is that merging companies may belong to diverging corporate cultures.