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Value in Due Diligence explores new applications for due diligence including areas such as corporate culture, social responsibility, and innovation. It also examines the due diligence process itself to draw out those elements that provide effective risk and opportunity management as opposed to simple compliance.
Value in Due Diligence explores new applications for due diligence including areas such as corporate culture, social responsibility, and innovation. It also examines the due diligence process itself to draw out those elements that provide effective risk and opportunity management as opposed to simple compliance.
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Autorenporträt
Professor Dr Ronald Gleich, Dr Gordana Kierans
Inhaltsangabe
Contents: Preface; Part I Strategy Development and Target Identification: Due diligence on strategic fit and integration issues: a focal point of M&A success, Michael N.A. Cobblah, Michael A. Graham and Alfred Yawson; Maximizing the impact of M&A controlling: due diligence's link to corporate values. Practical experience from the consumer goods industry, Andreas Brokemper and Thomas Herrmann; Accounting for real options in the due diligence process, Mathias Gerner and Ulrich Hommel. Part II Due Diligence and Results Evaluation: Marketing due diligence, Malcolm McDonald, Brian Smith and Keith Ward; Marketing: its valuable role in the due diligence process, Mary Lambkin and Laurent Muzellec; Innovation capability due diligence: investigating the innovation capability of companies, Jan Buchmann and Florian Kissell; IT due diligence: why information technology can make or break a deal, Uwe Bloch and Martin Zerfass; Due diligence on young companies: a case study, Gordana Kierans, Ronald Gleich and Thomas Hasselbach. Part III Deal Negotiation and Post-Merger Integration: Redefining due diligence to jump start effective integration, Timothy J. Galpin; Integration due diligence: setting the stage for value creation, L. Jay Bourgeois III and Henning Hoeber; The attributes of a successful acquisition leader, Athina Vasilaki; Post-merger growth due diligence, Mehdi Farhadi and George Tovstiga; Index.
Contents: Preface; Part I Strategy Development and Target Identification: Due diligence on strategic fit and integration issues: a focal point of M&A success, Michael N.A. Cobblah, Michael A. Graham and Alfred Yawson; Maximizing the impact of M&A controlling: due diligence's link to corporate values. Practical experience from the consumer goods industry, Andreas Brokemper and Thomas Herrmann; Accounting for real options in the due diligence process, Mathias Gerner and Ulrich Hommel. Part II Due Diligence and Results Evaluation: Marketing due diligence, Malcolm McDonald, Brian Smith and Keith Ward; Marketing: its valuable role in the due diligence process, Mary Lambkin and Laurent Muzellec; Innovation capability due diligence: investigating the innovation capability of companies, Jan Buchmann and Florian Kissell; IT due diligence: why information technology can make or break a deal, Uwe Bloch and Martin Zerfass; Due diligence on young companies: a case study, Gordana Kierans, Ronald Gleich and Thomas Hasselbach. Part III Deal Negotiation and Post-Merger Integration: Redefining due diligence to jump start effective integration, Timothy J. Galpin; Integration due diligence: setting the stage for value creation, L. Jay Bourgeois III and Henning Hoeber; The attributes of a successful acquisition leader, Athina Vasilaki; Post-merger growth due diligence, Mehdi Farhadi and George Tovstiga; Index.
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