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Who should attend AMA’s Course on Mergers and Acquisitions
This course is designed for top-level management, including chief executive officers and chief financial officers, owners of companies, presidents, vice presidents of finance, treasurers, controllers, corporate planning directors, financial planners and analysts, directors of new business development, directors of mergers and acquisitions and accountants.
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AMA’s Course on Mergers and Acquisitions  

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This course is designed for top-level management, including chief executive officers and chief financial officers, owners of companies, presidents, vice presidents of finance, treasurers, controllers, corporate planning directors, financial planners and analysts, directors of new business development, directors of mergers and acquisitions and accountants.

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Seminar Summary:

Thousands of executives achieved the negotiations edge they needed right here. (see full course description)

 
 

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Training Course Syllabus:


Making successful merger-and-acquisition deals in normal times is challenging enough. Making them in a slippery economy requires much more care and expertise. This seminar could be the most valuable meeting you'll attend this year! In four intensive days, you'll cover many of the crucial elements that can make or break a merger or acquisition, from identifying bona fide prospects to structuring the best deal. "Preview" the type of problems you're likely to encounter. Learn how to avoid pitfalls and get straight answers to your toughest questions.

BENEFITS

• Screen candidates and identify bona fide prospects • Identify and evaluate synergies

• Evaluate true financial status of prospects

• Weigh legal, tax and accounting implications

• Determine how much a company is worth

• Set appropriate offering prices

• Structure the best deal and negotiate to your advantage

•Analyze financial and tax implications in the light of new, tougher accounting rules

 

OUTLINE

Corporate Objectives and the Rationale for Diversification Strategies Planning and Organizing the Mergers and Acquisitions Function

• Acquiring facilities, products, markets and talents

• The need for flexibility in M&A

The Search

• Internal and external sources of potential acquisitions

• Using financial intermediaries successfully

The Screening and Evaluation Process

• Using publicly available information and data supplied by acquisition candidates

• The roles of functional managers, outside auditors, legal counsel, presidents and board of directors

Financial Analysis

• Analyzing balance sheets and income statements

• What to do about undisclosed liabilities

• Nature of earnings and the problems of reporting them accurately

Accounting, Anti-Trust, Tax and Legal Aspects of M&As Negotiating Techniques

• Finding out what the other side really wants

• Using a win-win negotiating process to reach a successful M&A agreement

Analyzing an Acquisition Contract

• Cutting through the technical jargon

• Basic stages of the acquisition agreement process

• Using the purchase agreement to uncover critical information about the seller

Implementing Due Diligence

• Assembling a competent team

• Constructing an effective due diligence checklist

Acquiring Privately Held Companies

• Special problems involved

• Competitive intelligence and analysis

• Psychology of private company owners

Cross-Border International Transactions

ACCREDITATION

2.7 CEU CREDITS

Recommended CPE Credit: 29 hours/Advanced Recommended for optimum learning benefit: familiarity with fundamentals of financial analysis.

Approved for CTP and CCM recertification credits by the Association for Financial Professionals. Instructional Method—Group Live

Seminar Summary:

Thousands of executives achieved the negotiations edge they needed right here. (see full course description)

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