SCOTT C. WHITAKER has been involved in over two dozen mergers and acquisitions totaling nearly [...] billion in value. His industry experience includes health care, financial services, telecommunications, gaming, hospitality, chemicals, oil and gas, industrial manufacturing, retail, and consumer durables. Scott has worked internationally in Canada, China, Europe, and Africa on a variety of assignments, and specializes in establishing Integration Management Offices (IMOs) and helping companies develop integration playbooks. He is the author of Mergers and Acquisitions Integration Handbook.

Preface xi About the Author xv About the Contributors xvii Part One Cross-Border Strategy and Deal Planning Chapter 1 Cross-Border Deal Evolution and Rationale 3Gilles Ourvoie The Evolution of M&A and Cross-Border Deals 4 Strategic Motives 23 Factors Influencing Cross-Border Deals 28 Chapter Checklist 42 Chapter 2 Cross-Border M&A Strategy and Deal Planning Essentials 45Michael Holm M&A Strategy Overview 45 Components of Cross-Border M&A Strategy 50 Responsibilities and Accountability in the Organization 53 Target Company Criteria 56 Prepare and Plan for a Cross-Border Deal 59 Chapter Checklist 63 Chapter 3 Legal, Financial, Social, and Political Interdependencies with Cross-Border Integration 65Andrew Scola Introduction 65 Legal Impact 68 Financial Impact 78 Social Impact 81 Political Implications 82 Managing External Risks and Issues 84 Chapter Checklist 85 Chapter 4 Trends and Leading Practices in Global M&A 87Thomas Kessler Global Transaction Trends in the Post-Financial Crisis World 88 The M&A Life Cycle 89 Developing a Succinct Cross-Border Transaction Strategy 92 Matching M&A Strategy with Transaction Reality 98 Selecting the Right Candidate 102 Planning Cross-Border Due Diligence 105 Defining Successful Options and Strategies for Mitigating Execution Risk in Cross-Border M&A Transactions 107 Chapter Checklist 110 Chapter 5 Cross-Border M&A: Region- and Country-Specific Trends and Deal Planning Tips 111Michael Holm Introduction 111 Some Useful Cross-Border Insights and Tips 118 Understanding Corporate versus Country Cultures When Doing Cross-Border M&A Deals 120 Chapter Checklist 123 Part Two Cross-Border Culture and Leadership Alignment Chapter 6 Leading during Cross-Border M&A 127Scott Whitaker Why Leadership is So Critical during M&A 128 Leadership Responsibilities of Acquiring Companies 129 Leadership Responsibilities of Target Companies 131 Leadership Responsibilities of the Integration Management Office 133 Symptoms of A Leadership Void and How to Address Them 134 Leadership Leading Practices 136 Chapter Checklist 137 Chapter 7 The Role of Culture in Cross-Border M&A 139Christophe Van Gampelaere Understanding Cultural Management 139 Cultural Awareness 141 Strategy and Culture 149 Implementation 156 Chapter Checklist 164 Chapter 8 Managing National Reactions and Sovereignty Issues 167Gilles Ourvoie The Ambivalent Relation between Cross-Border M&A and National Interest 168 Inward Cross-Border Deals: Key Restrictions 174 International Differences and Similarities 189 How to Deal with Sensitive Cross-Border Transactions 190 Conclusion 196 Chapter Checklist 198 Part Three Cross-Border Integration, Planning, and Execution Chapter 9 Managing Pre-PMI Due Diligence 203Eitan Grosbard Introduction 204 Traditional Due Diligence 206 Integrated Due Diligence-360-Degree Due Diligence 219 Conducting the Due Diligence Process 224 Chapter Checklist 228 Chapter 10 Ramping Up an Integration Management Office and Day One in Cross-Border Deals 229Stefan Hofmeyer The Impact of an Integration Management Office on Cross-Border Integration 229 Understanding the Integration Management Office 232 Establishing and Executing the Integration Management Office 237 Day One: Starting the Integrate and Analyze Phases 247 Chapter Checklist 250 Chapter 11 Integration Decision Making and Process Strategy in Cross-Border Deals 251Stefan Hofmeyer Preparation and Localization of Decision Making 251 Primary Decision-Making Tools, Approaches, and Leading Practices 257 Leading Practices for Global Integration Process Change 263 Kaizen-Based Leading Practices 266 Catching the Wave of Change 268 Chapter Checklist 270 Chapter 12 Post-Merger Integration Process, Methodologies, and Tools 273Thomas Kessler The M&A Life Cycle 274 Strategic Selection 275 Integration Due Diligence 279 Pre-Signing 281 Post-Signing 283 Post-Closing 293 Chapter Checklist 298 Chapter 13 Managing Post-Merger Integration Globally 299Eitan Grosbard Introduction 300 Due Diligence 305 Relate 306 Analyze 316 Integrate 318 Chapter Checklist 319 Chapter 14 Country-Specific Trends and Tips for Integration Planning 321Christophe Van Gampelaere Opening 321 A Cultural Overview of the Most Active M&A Regions 323 Anglo-Saxon Regions 324 Asian Countries 328 European Countries and Regions 334 Summary 337 Chapter Checklist 338 Chapter 15 M&A and Post-Merger Integration Considerations for China and Japan 339Robert Ping Yu, Makoto Ideno, and Masaki Yamamoto Overview of M&A Trends in China 339 Issues and Approaches for Inbound M&A in China 343 Issues and Approaches for Outbound M&A from China 353 Chapter Checklist for Part 1: China 356 Overview of M&A and Post-Merger Integration in Japan 357 Issues and Approaches for Outbound M&A and Post-Merger Integration from Japan 358 Issues and Approaches for Inbound M&A and Post-Merger Integration in Japan 361 Chapter Checklist for Part 2: Japan 365 Chapter 16 Cross-Border Synergy Program Management 367Michael Holm Introduction 367 Defining and Validating Synergies 371 Structuring Synergy Programs 376 Critical Actions to Capture Synergies 378 Post-Closing Due Diligence 384 Chapter Checklist 388 Part Four Unique Cross-Border M&A Transaction Scenarios Chapter 17 Managing Carve-Outs and Transition Service Agreements 391Andrew Scola Introduction to Divestitures and Carve-Outs 391 The Context of Divestiture Impacts Carve-Out Processes 392 Divestiture Program Overview 394 Planning a Carve-Out and Transition 395 Program Structure 398 Managing the Transition Service Agreement 407 Chapter Checklist 409 Chapter 18 Joint Ventures 411Thomas Kessler The Joint Venture Life Cycle 411 Chapter Checklist 423 Index 425