Collectors often purchase classic cars at auction, where they only have a short time to evaluate their targets before bidding. Commercial due diligence is much the same. Acquisitive companies often have only weeks to decide whether to make an offer, and an important decision factor is whether they believe a target company’s claims about its position in the marketplace, financial stability and hypotheses about future growth potential.
Deloitte’s Commercial Diligence practice tests the information that informs a client’s M&A deal valuation and post-merger acquisition plan. We can validate a target company’s recurring revenue, revenue growth, and margin sustainability, as well as conduct rapid primary research on its markets, customers, suppliers and competitors virtually anywhere in the world. Through strategic diligence, we also assess potential upside opportunities that the business may not be taking advantage of, and we identify possible downside risks that could jeopardize the near term or ongoing value of the deal.
|Top ten issues for technology M&A in 2014
What should technology companies be considering when developing their M&A strategies? Learn about top issues which are expected to influence deal activity in 2014.
|Incorporating dissimilar business models in technology industry M&A transactions
Read more to find out how strategy, target screening, due diligence and transaction execution can be used effectively to keep on top of the ever-changing landscape in the technology industry M&A transactions.
|M&A in consumer business
This article identifies several important trends and offers strategies designed to help capitalize on M&A activity in the industry.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.