Mergers and Acquisitions
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Tackle the entire M&A process through an interdisciplinary curriculum and a hands-on, weeklong team simulation project.
Through a dynamic mix of lectures, case studies, class discussions, hands-on learning, and visits from guest speakers, this program provides critical insights and powerful tools for the successful formulation and execution of an M&A strategy — one that creates true value for your organization. At the end of each day, you’ll put classroom learning into action, applying key concepts to a simulated merger deal.
By combining the expertise of Stanford’s strategy, finance, accounting, and organizational behavior faculty, Mergers and Acquisitions offers an interdisciplinary overview of the major elements of M&A transactions.
You will examine all of the key aspects of a merger: target selection, alternative valuation and pricing models, deal design, negotiation strategies, accounting and tax planning, and post-merger integration planning and execution. And you will cover these essential concepts in a sequential order that simulates the M&A process.
Learn the strategic, financial, legal, organizational, and cultural factors to consider in order to execute a successful merger or acquisition.
- Increase your awareness of the common pitfalls of failed M&As.
- Develop the critical competencies needed for successful post-merger integration and performance.
- Refresh your basic finance and accounting skills with optional tutorials.
M&A Team Simulation Project
The M&A team simulation project has been designed around the unique needs of executive-level participants.
This Stanford GSB proprietary project spans the entire week of the program and provides hands-on experience with all aspects of an M&A deal, giving you the opportunity to implement the tools acquired throughout the week. At the end of the week, teams will present their decisions and outcomes to share their learning.
Negotiation: Getting (More of) What You Want
The process of negotiation requires that each participant understands both his own and his counterpart’s interests and preferences.
Many negotiators do not give sufficient consideration to identifying what they want. And many more negotiators do not have sufficient insight into the perspectives of their counterparts to put forward value-creating proposals.
This session will explore strategies to follow and pitfalls to avoid, enabling participants to get more of what they want out of negotiations by improving the quality of their planning and preparation processes.
M&A Tax Planning
The choice of a particular structure for an M&A deal can have major income-tax implications for both the buyer and the seller, which is why it’s imperative that even non-financial executives understand the fundamentals of successful M&A tax planning.
During two class sessions, you will gain familiarity with several basic tax structures for M&A deals, understand the circumstances under which particular structures are more favorable, and recognize how a carefully planned tax strategy can help maximize the potential value of a particular deal.
Before an M&A deal is done, the planning for the successful integration and management of the newly combined organizations should be well underway. Using research and business cases as references, you will analyze and discuss the structural, cultural, and social implications of combining organizations.
You will identify the core components of a post-merger integration model to capture and deliver the potential value of merger opportunities and learn practical tools for cultural integration.
Who should attend
Senior-level executives and entrepreneurs with at least 10 years of management experience whose businesses are potential acquirers or targets for acquisition by other companies
Examples of appropriate functions and titles: business development, corporate development, finance, chief executive officer, general manager, strategic planner, and banker
Previous M&A experience not required