Mergers & Acquisitions and Post Merger Integration
The overarching term, Mergers & Acquisitions, carries a certain sense of panache and prestige, and with good reason: effective transactions can lead to greater market share, strategic marriages of best-in-class offerings, technologies, and services, greater diversification of a product/solution portfolio, increased value, higher profitability, and long term sustainability. For those companies that execute sound M&A strategies, the sky's the limit.
However, more than half of all M&A transactions and post-merger integrations don’t end up creating value for either the buyer, the seller, and their customer base. At Rogue, our job is to help the buyers and sellers maximize value at every stage of the transaction.
These are our clients that are looking to expand their operations and business, either beyond their countries borders, into new and adjacent markets, or a combination of both.
Identify Best Potential Targets with Operational and Product Synergies
Bring a Potential Seller to the Negotiating Table
In managing the transaction from start to finish, we collaboratively work with our clients to identify their goals, identify the best potential targets with operational and product synergies, and then commence the process of bringing a potential seller to the negotiating table.
Sell Side/ Divestitures
We mainly refer to our clients in this segment as our sell-side clients as divestitures; which typically mean selling off subsidiaries of much larger companies.
However, some of our clients do have multiple companies all housed under the same corporate umbrella, so they can be classified as divestitures.
The process that Rogue utilizes for our buy-side clients, mirrors that of our sell-side clients, meaning that it is our job to find the best potential strategic fit. Reasons for wanting to sell a company can very, but the most common ones in our segments tend to fall into one of two categories:
Exiting the Business
mainly for quicker distribution and to enhance a bigger player’s offering
The founders or C-Suite have determined that it is time to leave the business for whichever reason
The Rogue Ventures Mergers and Acquisitions Process
In our view, the key to a successful M&A strategy is to act both consistently and methodically as opposed to being opportunistic and quick to act at the first sign of an opportunity. This is easier said than done, of course, because companies may be motivated by any number of factors that, on the surface, are appealing, but are more often than not, the causes for failure.
Those impulsive reasons can include:
Our philosophy is that mergers and acquisitions should be an ongoing process, thoughtful, disciplined and proactive process. We advise our clients to posit the M&A question in a different light, meaning how will a successful deal bring us the best value for our company and the target company, both of our employees, our customers, and the market at larger versus how quickly can we get a deal done or a variety of deals done. As we view the M&A as a continuous process, we take great pride in working collaboratively with our clients to develop their M&A strategy
A sound mergers and acquisition strategy can lead to exponential gains for your company, if executed correctly and remains a continuous process.
The first 2-3 months are spent on Strategy Development and Target Identification
A typical transaction usually ranges from 6-18 months before completion