THIS IS THE THIRD in a series of posts on Acquisitive Growth. In earlier posts of this series (Acquisitive Growth: Structuring Acquisition Integration To Capture Business Value, Part 1 and Another Way: Integration That Begins With the End in Mind), we overviewed a holistic approach to acquisition integration that enables companies to capture more business value from their deals than the traditional approach. These earlier posts detailed the work streams, and phases of due-diligence/ opportunity development that make significant contributions to creating this value. In this post, we explore the contributions that a robust value-driver analysis makes to understanding the levers by which any given deal can create business value.
Value driver analysis comes at a critical “spanning” stage in due-diligence – between the formulation of strategic objectives, and the confirmation of a specific company to acquire. As strategic objectives become clear, and specific targets emerge, well-structured value-driver analysis plays a pivotal role to help align stakeholder views on what aspects of the acquired company will make the best contributions to value, focus business development and integration planning, target data gathering on the “critical few” real needs, and focus integration and planning on high-priority opportunities to capture the value in the deal.
Enjoy the full text of Part 3 here: