"Mergers are risky and so need careful handling. It is critical for senior managers to communicate, right from the start, a clear vision of the new organisation. People need to understand the new organisation, to know where they fit in and where it is going. Time is of the essence, the earlier the better, certainly within the first 5 to 10 days."

Phil Austin, Managing Director Touchstone Renard Limited, London (IMCN Member)

Short information:

Mergers and company takeovers are a possible way to implement an expansion strategy and must be managed accordingly. A successful transaction requires a structured approach and active control of the M & A process, which comprises the phases of preparation, due diligence and post merger integration.

This kind of business transaction places particular requirements on the funding structure of the company, which will be extended via innovative instruments such as venture capital or mezzanine capital. In both cases integrated controlling systems are indispensable, in order to be able to break down the financial development of the company in detail.

Example:

Challenge: imPlus supervises a Vienna software company with around 60 employees which supplies the automotive industry and acts worldwide. Innovation, rapidity and reliability are required. The exit of a shareholder is planned.

Solution: imPlus have compiled a new structure building on the business process analysis with the management team, whereby in particular the areas of sales and customer supervision were strengthened. At the same time professional controlling instruments were introduced. The business shares were successfully taken over by an investor.