Mergers and Acquisitions (Online)

Strategize and Execute Successful Deals

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Course Dates

STARTS ON

December 16, 2021

Course Duration

DURATION

8 weeks, online
4-6 hours per week

Course Duration

Achieve Growth with the Strategic Lever of Mergers and Acquisitions

In a post-pandemic climate, growth is on the minds of executives across the globe. Mergers and Acquisitions (M&A) offers a myriad of opportunities, but it also brings threats to those on the receiving end of a takeover. Learn a proven offensive and defensive framework, and understand the strategy, execution, legal components, and risks involved in M&A.

60%

Beyond Covid: sixty percent of all respondents are more open to M&A activity since March 2020.

Source: 2020 Deloitte M&A Trends Survey

1 Million+

More than 1 million M&A deals have been completed globally in the last 35 years.

Source: IMAA

US$57 Trillion

Since 2000, global M&A transactions have a value of US$57 trillion.

Source: IMAA

Key Takeaways

  • Deep-dive into the M&A process from deal sourcing through transaction closing
  • Analyze the strategic rationale for and against an M&A transaction
  • Explore the role of valuation in the M&A process and examine different valuation methods and the math behind the deal
  • Explain how to capture value through M&A and create synergies of revenue and cost
  • Examine the best practices of due diligence, deal documentation, and transaction structuring in M&A transactions
  • Evaluate the M&A process of a real-world merger and determine whether the parties involved derived the "benefit of the bargain"

Who Should Attend

This program is intended for those who have experience in corporate finance, capital markets, or investment management. It is highly recommended that participants have prior knowledge of topics such as discounted cash flow models; risk and return; capital asset pricing model; dividend policy; asset valuation; fixed income; and behavioral finance.

Senior executives who set the strategic course for growth and oversee the firm’s investment portfolio

Representative roles include:

  • Chief executive officer
  • Chief operating officer
  • Chief investment officer
  • Chief financial officer
  • Consulting director
  • Corporate vice president
  • Director of financial reporting/financial services/regulatory
  • Affairs/Risk management
  • Founder

Mid-level managers who serve in finance or investment functions and play a key role in the financial matters of the organization

Representative roles include:

  • Financial analyst
  • CPA/Accountant
  • Actuary
  • Investment manager
  • Acquisition/Equity manager

Consultants, Legal Counsel, and Advisors who serve in a role of sourcing , executing, managing, or integrating M&A transactions, or who hold relationships with investment banks and private investors

Representative roles include:

  • Management consultant
  • Attorney
  • Paralegal
  • Investment banker
  • Financial advisor
  • Private banker

Program Modules

Module 1:

Introduction to M&A

Review the key terminology of the M&A landscape and learn a five-point framework for remaining disciplined during the M&A process.

Module 2:

Strategic and Practical Considerations

Examine the six key topics to be addressed in the M&A process: strategic alternatives; screening candidates; valuation, synergies, and pro-forma analysis; interloper analysis; form of consideration; and tactical approach issues and Plan B.

Module 3:

Valuation

Explore the role that valuation plays in the M&A process and evaluate whether an M&A transaction will add value.

Module 4:

Deal Math

Review the most common 'deal math' calculations for an M&A transaction including: premium; fully diluted shares outstanding (FDSO); transaction values; transaction multiples; transaction exchange ratio and pro forma ownership (only in stock deals) and contribution analysis (only in stock deals).

Module 5:

Due Diligence

Explain the due diligence process–including financial, legal, and commercial–and its role in ensuring that both parties can protect their benefit of the bargain.

Module 6:

Merger Agreements and Sell-Side

Describe the principles and mechanics of deal documentation and learn about various transaction structures, including direct mergers, triangular mergers, consolidations, and asset sales.

Module 7:

Takeover Defense and Financial Perspectives

Discuss some key questions that both parties must address throughout the M&A process and some guidelines for friendly versus hostile deals. Gain insight into the roles of the involved stakeholders.

Module 8:

Final Project

The final project brings together all of the concepts taught in this program and consists of two parts. Part one includes general questions about merger agreements, valuation, and due diligence. Part two relates specifically to the Kenneth Cole Productions case and includes reference documents (e.g., Schedule 14A) and presentations from the financial advisor.

Module 1:

Introduction to M&A

Review the key terminology of the M&A landscape and learn a five-point framework for remaining disciplined during the M&A process.

Module 5:

Due Diligence

Explain the due diligence process–including financial, legal, and commercial–and its role in ensuring that both parties can protect their benefit of the bargain.

Module 2:

Strategic and Practical Considerations

Examine the six key topics to be addressed in the M&A process: strategic alternatives; screening candidates; valuation, synergies, and pro-forma analysis; interloper analysis; form of consideration; and tactical approach issues and Plan B.

Module 6:

Merger Agreements and Sell-Side

Describe the principles and mechanics of deal documentation and learn about various transaction structures, including direct mergers, triangular mergers, consolidations, and asset sales.

Module 3:

Valuation

Explore the role that valuation plays in the M&A process and evaluate whether an M&A transaction will add value.

Module 7:

Takeover Defense and Financial Perspectives

Discuss some key questions that both parties must address throughout the M&A process and some guidelines for friendly versus hostile deals. Gain insight into the roles of the involved stakeholders.

Module 4:

Deal Math

Review the most common 'deal math' calculations for an M&A transaction including: premium; fully diluted shares outstanding (FDSO); transaction values; transaction multiples; transaction exchange ratio and pro forma ownership (only in stock deals) and contribution analysis (only in stock deals).

Module 8:

Final Project

The final project brings together all of the concepts taught in this program and consists of two parts. Part one includes general questions about merger agreements, valuation, and due diligence. Part two relates specifically to the Kenneth Cole Productions case and includes reference documents (e.g., Schedule 14A) and presentations from the financial advisor.

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Program Experience

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Live Sessions with Faculty

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Industry Examples with Real-World Financial Documents

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Case Study

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Weekly Assignments

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Peer Discussion and Feedback

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Dedicated Program Support Team

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Mobile Learning App

Program Faculty

Profile picture of programme faculty, Donna Hitscherich

Donna M. Hitscherich

Senior Lecturer, Business, Finance, and Economics. Director, Private Equity Program, Columbia Business School

At Columbia Business School, Donna Hitscherich serves as director of the Private Equity Program and is a Bernstein Faculty Leader at the Sanford C. Bernstein & Co. Center for Leadership and Ethics. She teaches Corporate Finance, Business Law, Mergers and Acquisitions, and Advanced Corporate Finance... More info

Certificate

Example image of certificate of participation that will be awarded upon completetion of the program

Certificate

Upon completion of the program, you will receive a certificate of participation from Columbia Business School Executive Education.

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Your digital verified certificate will be issued in your legal name and emailed to you, at no additional cost, upon completion of the program, per the stipulated requirements. All certificate images are for illustrative purposes only and may be subject to change at the discretion of Columbia Business School Executive Education.

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