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Going Global - Strategy and Execution in Cross-border M&A

 



 

What drives cross-border M&A?


In 2014, the number of cross-border M&A transactions globally is close to a post-crisis high. In the vast majority of instances these moves are positive. Of the 350 C-level executives interviewed as part of a new study by Baker & McKenzie and FT Remark, 86% said that their most recent cross-border M&A transaction was a success.

Going Global - Strategy and Execution in Cross-border M&A identifies five significant motivating factors that drive cross-border deals.

 


34% Acquisition of Customers. Building scale through the acquisition of customers or distribution networks. This raises particular issue around the credibility of revenue streams, antitrust and competition and the complex process of retaining customers post acquisition.
         
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25% Intellectual Property. Such deals can frequently raise challenges related to ownership, data and brand protection and the need to rationalize and consolidate structures and asset ownership in the post-merger process.
         
           
For more information, contact:

 

Tim Gee
Global Head of M&A
Email: Tim Gee

 

Victoria Dickens
Global M&A Business Development



 
             

21% Industrial Assets. Building a company's strength through the purchase of industrial assets. This is often associated with complex tax, human resources and compliance issues.
         
             
             

12% Natural Resources. Gaining access to natural resources. Almost invariably such transactions raise questions of politics, regulation and controls, and social and environmental impact.
         
             
               

8% Human Capital. Adding skills and capabilities through the acquisition of human capital. This often requires careful planning to address complex cultural and political considerations as well as the development of policies and incentive programs to retain staff.
           
 
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