Following a record year for M&A volumes in 2015, deal-making remained on the executive agenda, with 23% of U.S. CFOs in U.S. headquartered middle-market enterprises incorporating M&A into their growth strategy.1 In 2016, global M&A volumes reached $3.84 trn.2
While finding the right opportunities is key, it’s only one part of the M&A puzzle. According to KPMG’s 2016 M&A Outlook Survey, a well-executed integration plan is the most important factor in a deal’s success. With treasurers increasingly responsible for planning and integration, support along the way is essential. That’s why we offer solutions and insights that help transactions run smoothly, both before and after the deal is closed.
DAY ONE READINESS
It is important to consider a number of questions as early as possible as you countdown to launch. Plus the full implications of a deal will need to be examined — including the treasurer’s role, financing, liquidity and more — to maximize the value of a transaction.
Merging Two Global
Cerner’s pre-deal race to achieve efficient integration
What happens after a deal is closed is another key area of involvement for treasurers. From working capital to liquidity structures, find out what’s required to successfully conclude the integration plan.
How Jose Cuervo transformed international treasury operations
Treasury Integration from
the Ground Floor Up
Increasing visibility and control at Mohawk Industries
1 Source: 2016 CFO Outlook, Bank of America Merrill Lynch. Survey of 500 financial executives from U.S. companies with annual revenues ranging from $25 million to $2 billion.
2 Source: www.dealogic.com
3 Source: Bloomberg, Dealogic, November 2015, Deloitte Corporate Treasury Trends 2015.
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