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The M&A Failure Trap: Why Most Mergers and Acquisitions Fail

  • ITEM SKU
    8460
  • CPE Hours
    8
  • Full Course Price
    $69.50
Exam Questions: 40
Course Level: Basic
Pages: 244 | Content: 204, Supplemental: 40
NASBA Area of Study: Management Services
Not Acceptable for: Enrolled Agents
Version: 8460

Offering insights into the most important predictors of mergers and acquisitions failure and success, this course, which is based on a sample of 40,000 real-life merger cases around the world, delivers a practical exploration of the shortcomings of managerial mergers and acquisitions decisions. Topics include why a large percentage of corporate acquisitions fail, how to improve acquisitions decisions, how to predict a specific merger outcome, and much more. PLEASE NOTE: Not accepted for Enrolled Agents. All course material provided. No prerequisites. Course level: Basic.

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Course Information

Table of Contents
  • Appetizer: The Good, the Bad, and the Ugly
  • The Ever-Changing Nature of M&As (1): Deal Characteristics
  • The Ever-Changing Nature of M&As (2): Markets and Merger Sizes
  • Internal Development: The Alternative to Acquisitions
  • The Folly of the Conglomerate Acquisitions
  • Are There Best Times to Acquire Businesses (1)?: External Opportunities
  • Are There Best Times to Acquire Businesses (2)?: Internal Opportunities
  • Integration – The Achilles’ Heel of M&A
  • Accounting Matters
  • Killer Acquisitions
  • Holding onto Losers
  • Means of Acquisition Payment: Cash, Stocks, or Mix?: Does It Matter?
  • But What If Executives Are Irrational or Self-centered?
  • The Human Element: Acquisitions, Executives, and Employees
  • Do It Yourself: Predict an Acquisition’s Outcome
Objectives
  • To recall the factor that the authors identify as significantly affecting the success of an acquisition
  • To recall why conglomerates are considered difficult to manage
  • To recognize what effect high stock prices have on M&A activity
  • To identify a key reason why internal development is often preferred over acquisitions in business strategy
  • To recognize the significant shortcomings of conglomerates
  • To identify the best time to acquire businesses
  • To recall the most effective time to consider acquiring a business
  • To recall the characteristics of various acquisitions described by the authors
  • To recognize under what circumstances goodwill would be considered impaired on a company’s balance sheet
  • To recall Visa’s primary intent behind attempting to acquire Plaid
  • To recall the consequences of holding onto a failed acquisition for too long
  • To recall the primary reason for the decline in stock payments for acquisitions in the early 2000s
  • To identify common behaviors of overconfident CEOs
  • To recall one of the main determinants of CEO pay
  • To recall the characteristics of the authors’ 10-factor scorecard

PLEASE NOTE: CPE credit measurement is based on NASBA Registry and QAS guidelines of one credit for every 50 minutes. Credit calculation may vary in different states — check with your State Board of Accountancy. Unless otherwise noted in the specific course description, no advanced preparation is required in order to register or complete any PES CPE course. Use of materials or services provided by Professional Education Services, LP ("PES") are governed by the Terms and Conditions stated on PES' website www.mypescpe.com. PES provides these courses with the understanding that it is not providing any accounting, legal, or other professional advice and assumes no liability whatsoever in connection with its use. PES has used diligent efforts to provide quality information and material to its customers, but does not warrant or guarantee the accuracy, timeliness, completeness, or currency of the information contained herein. Ultimately, the responsibility to comply with applicable legal requirements falls solely upon the individual licensee, not PES. PES encourages you to contact your state Board for the latest information and to confirm or clarify any questions or concerns you have regarding your duties or obligations as a licensed professional.