Strategic Mergers & Acquisition

CEO, VP, Director, GM, Head and Manager of
Strategic Planning
Finance
Corporate / Business Development
M&A
Finance
Legal

Ensuring the realization of the M&A purpose
Deeply analysis on the hottest topics of M&A
Understanding the obstacles of Chinese corporations to do the strategic merge & acquisition
Learning the laws and regulations involving in the merge & acquisition activities
Controlling the risks when formulating a merge & acquisition strategy
Developing M&A deal negotiation skills
Gaining knowledge of target sourcing and driving success in the down market
Advancing in evaluation models and methods
Improving assessment of risk
Obtaining strategies of finance in M&A

Certification of Completion of Training Course: Strategic Merge & Acquisition by Shanghai University of Finance & Economics to be issued.

What do you want to achieve or avoid? The answers to this question are objectives. How will you go about achieving your desire results? The answer to this you can call strategy.
Managing changing market conditions is never easy, but turmoil also presents unique opportunities to acquire previously unobtainable targets. However, acquirers must understand today’s credit limitations, new competition and investment legislation, increasing shareholder activism, and merger and acquisition (M&A) litigation issues.
The downturn may present many acquisition opportunities, but which fit best with your long-term business strategy? Leading strategic planners will describe how to develop an effective investment strategy, identify potential targets, and efficiently evaluate opportunities. Through this training you will explore how to identify and assess strategic targets, evaluate investment opportunities, navigate today’s deal hurdles, and successfully integrate an acquired business to deliver real results and real value.

Corporate development strategy vs. M&A strategy
Stable development strategy
Defense strategy
M&A categories
Transaction valuation
M&A Financing methods
Case studies
Ensuring the new business conforms to company's objectives
Differentiating Transaction Success & Deal Success
Understanding the main factors for value creation
Reorganizing, reconstructing and adjusting the business system
Recommendation for PMI (Post Merger Integration) strategy
Strategic M&A and corporate core competitiveness
What is the corporate core competitiveness
Foster and enhance the core competitiveness of the strategic thinking
Why should we enhance the core competitiveness
Lacking of the core competitiveness
Cultivating the core competitiveness through corporate M&A
Two methods of obtaining the core competitiveness
Core competitiveness has been the sourcing power of merge activities
Analyzing the key considerations before entering into cross border M&A
Defining key factors that play a significant role in M&A flows
Managing multi- jurisdiction due diligence
Knowledge of geographic and industrial sectors have proven most attractive and the
places future opportunities lie
Understanding cultural considerations in cross border deals
Decision making process of strategic M&A
Characteristics of strategic M&A
M&A decision making process
Opportunity analysis stage
Preliminary analysis stage
Detailed analysis stage
Evaluation and decision making stage
Target selecting
Examining the synergies after strategic M&A-Case study from listed companies
Management synergy
Operating synergy
Diversification synergy
Financial and tax synergy
Intangible assets synergy
Case Study-Advancing the negotiation and closing the deal
Negotiating tactics: How to position your company from the opening offer to final
agreement
Using due diligence to enhance your advantages
Understanding the strengths and the weaknesses in the other side's position
Identifying the key value drivers
Management Buyout
The development of MBO
The purpose of MBO
The financing method of MBO
The pricing strategy of MBO
Case study

Understanding the differences between business valuation on local and international M&A
transactions and negotiating the best deal
What are the differences of business valuation when merging or acquiring local
companies and international companies?
Similar area, finance, legal, IP, HR, etc, but with different areas of concerns
Difference in accounting, legal/IP, labor issues
Key considerations in evaluating a target company
Acquirer's business strategy vs. target business
Products & marketing
Identify synergy & improvement
Management team
Middle management
Corporate Culture
Optimizing a valuation----How to reach common understanding of the business
valuation and transaction price on both sides of the fence?
Communication
Cultural factors
Trust
Control misunderstanding and misleading information
Case studies-Lessons learned