In an era of digital transformation, disruptive innovation, transient competitive advantage, and industry convergence, mergers and acquisitions have become more complex than ever. Winning at the Acquisition Game presents the best materials, insights, tools, and templates which comprise the comprehensive, cross-disciplinary Mergers and Acquisitions course taught in the MBA and Executive MBA programs at the Saïd Business School,
University of Oxford. Each chapter connects traditionally distinct "siloed" functional expertise and provides readers with practical knowledge and tools to help them understand the entire M&A process; from pre-deal
strategy and due diligence, through transaction valuation, negotiations, and consummation, to post-deal implementation, workforce motivation, innovation for revenue growth, and results measurement and reporting. Case examples illustrate how each stage of the process has been implemented by companies across various industries, while discussion questions and self-assessments enable readers to determine their organization's current level of M&A capability. Through
an actionable, end-to-end process model this book shows both practitioners and students of M&A how to successfully mobilize and integrate organizational capability and avoid management missteps to gain a unique
advantage and truly "win" at the acquisition game.
In an era of digital transformation, disruptive innovation, transient competitive advantage, and industry convergence, mergers and acquisitions have become more complex than ever. Winning at the Acquisition Game presents the best materials, insights, tools, and templates which comprise the comprehensive, cross-disciplinary Mergers and Acquisitions course taught in the MBA and Executive MBA programs at the Saïd Business School,
University of Oxford. Each chapter connects traditionally distinct "siloed" functional expertise and provides readers with practical knowledge and tools to help them understand the entire M&A process; from pre-deal
strategy and due diligence, through transaction valuation, negotiations, and consummation, to post-deal implementation, workforce motivation, innovation for revenue growth, and results measurement and reporting. Case examples illustrate how each stage of the process has been implemented by companies across various industries, while discussion questions and self-assessments enable readers to determine their organization's current level of M&A capability. Through
an actionable, end-to-end process model this book shows both practitioners and students of M&A how to successfully mobilize and integrate organizational capability and avoid management missteps to gain a unique
advantage and truly "win" at the acquisition game.
Section One: Pre-Deal
1: Formulate a Clear M&A strategy
2: Locate Targets That Fit Your M&A strategy
3: Investigate to Prevent Post-Close Surprises
Section Two: The Deal
4: Valuate to Determine a Realistic Price
5: Negotiate Clearly Defined Deal Terms
6: Consummate to Reach Transaction Close
Section Three: Post-Deal
7: Integrate to Achieve Accelerated Synergy Capture
8: Motivate for Maximum Workforce Productivity
9: Innovate for Revenue Growth
10: Evaluate to measure and report deal success
Appendix A: M&A Workbook
Appendix B: Key Findings of the Oxford M&A Insights Project
Tim Galpin is a Senior Lecturer of Strategy and Innovation at Saïd
Business School, University of Oxford, and a consultant to boards
and senior management. Throughout his career he has consulted to
firms in numerous industries around the world, helping them to
successfully plan and implement complex cross-functional efforts
including mergers and acquisitions, strategy formulation and
execution, business restructuring, and organizational culture
change. He has
authored four books and has written numerous articles for
publications including Mergers & Acquisitions, Strategy &
Leadership, Journal of Business Strategy, and Journal of Business
and Entrepreneurship.
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