Negotiation Seminars Training
 

Negotiation Institute Inc.
Empire State Building
350 5th Ave, Ste 5701
New York, NY 10118
Email:gerardn@negotiation.com
Phone: 212.888.0053
Fax: 212.888.7775


Mergers and Acquisitions Training Seminars

Mergers and acquisitions training seminars by the Negotiation Institute cover the most important issues. This seminar considers the purpose of the merger or acquisition, and whether it is consistent with the existing organization, the internal operations of that organization, or with the environment of the organization.

Learn to Ask Important Questions
This seminar teaches you to ask the important questions related to the availability of capital and other resources, such as personnel, the level of risk involved, the timeline and feasibility. These issues must be considered in establishing a strategy and criteria for acquisition.

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The following is a general outline of the mergers and acquisitions seminar:

Finding a Merger or Acquisition

Corporate mergers and acquisitions move with the flow of trends in corporate policy. The top level of an organization must endorse a well-defined acquisition plan.

Support should be sought from all areas involved and usually stems from the president or another responsible officer being enthusiastic. This enthusiasm can be infectious and catch on among company staff members.

Discussions should be held with the board of directors to determine whether the program is right for such a company and whether it is essential and fundamental to the future of the corporation.

Search Programs

  • Public vs. private companies

  • Dealing through intermediaries

  • Management and Stockholder support

Screening Potential Candidates

  • High vs. low technology - patents, processes, etc.

  • Market Profile of industry and company

  • Physical facilities

  • Personnel - incentives, psychology, motivation

  • Future outlook

  • Financial requirements

  • Paralysis through analysis

Financial Objective and Standards of Comparison

  • Market Valuation and Growth Rates

  • Earnings per Share

  • Return on Equity, Assets

  • Leverage - Operational, Financial, Economic

  • Liquidity
  • Management and operational audits
  • Contents of price discussions
  • Initial Legal Considerations

Programs Marketing Implications and Standards of Comparison

  • Competitive Profile - Market Share
  • Depth of Penetration
  • Strength of Brand Franchise
  • Scope of Distribution
  • Stage in Product Life Cycle
  • Stage and Rate of Market Development
  • Related vs. Unrelated Markets and Products

Setting and Paying the Price

Various Approaches to Valuation

  • Liquidation vs. going concern
  • Present value of future earnings
  • Possibilities for changing capital structure

Tailoring Securities for Proper Acquisition

  • Common stock
  • Preferred stock
  • Convertible bonds
  • Warrants
  • Cash
  • Contingent shares
  • Financial Effects - Dilution and Trade-Offs
  • Installment Sales and Contingent Shares - Impact on E/S
  • Securities Markets Reaction to Price and Method of Payment

Ingredients for Successful Integration of Operations

  • Adapting Accounting Methods

  • Incentives and Fringe Benefit Programs

  • Compensation Packages

  • Live vs. Staff Personnel

  • Recognizing Strengths and Weaknesses of Key People

  • Attitude of Personnel Toward Acquirer

  • Who is likely to leave - Voluntarily or Involuntarily?

  • Motivating Personnel Toward Future Success
  • Setting up a Transition Team
  • Employment Contracts

Negotiating Strategies for Both Buyers and Sellers

  • Establishing the Strategy

  • Doing Your Homework

  • Timing is Critical

  • Determining Weaknesses and Capitalizing on Strengths

  • How to Approach the Question of Price and Terms of Sale

  • Participants in the Negotiating Team

  • Negotiating Techniques


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Classic Seminars

 

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