{"id":5360,"date":"2021-03-11T16:47:58","date_gmt":"2021-03-11T21:47:58","guid":{"rendered":"http:\/\/localhost\/osborne\/?p=5360"},"modified":"2021-12-22T17:43:09","modified_gmt":"2021-12-22T22:43:09","slug":"accountants-prescription-for-success","status":"publish","type":"post","link":"https:\/\/www.osborne-group.com\/fr\/accountants-prescription-for-success\/","title":{"rendered":"Mergers & Acquisitions \u2013 An Accountant\u2019s Prescription for Success"},"content":{"rendered":"

[et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”3.22″][et_pb_row admin_label=”row” _builder_version=”4.4.3″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.9.0″ hover_enabled=”0″ sticky_enabled=”0″]<\/p>\n

Back\u00a0<\/span>in the<\/span>\u00a0earl<\/span>y<\/span>\u00a0<\/span>2000s, the Wall<\/span>\u00a0<\/span>Street Journal stated\u00a0<\/span>that only 10% of acquisitions achieved\u00a0<\/span>the<\/span>ir<\/span>\u00a0<\/span>pre-acquisition<\/span>\u00a0financial projections.\u00a0<\/span>That<\/span>\u00a0means that n<\/span>inety percent of companies\u00a0<\/span>will <\/span>experience a\u00a0<\/span>financial\u00a0<\/span>strain on their\u00a0<\/span>core\u00a0<\/span>business<\/span>, at least in the short term<\/span>.<\/span> If the acquirer is <\/span>to survive<\/span>\u00a0<\/span>or even thrive<\/span>,\u00a0<\/span>they\u00a0<\/span>need to stay in control of\u00a0<\/span>the\u00a0<\/span>business<\/span>\u00a0<\/span>and ahead of any pitfalls<\/span>.<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n

So<\/span>,<\/span>\u00a0<\/span>why could<\/span>\u00a0<\/span>a company\u00a0<\/span>be at risk of<\/span>\u00a0lo<\/span>sing<\/span>\u00a0financial control<\/span> post-acquisition<\/span>?<\/span>\u00a0<\/span><\/p>\n

First<\/span>,\u00a0<\/span>if\u00a0<\/span>the company<\/span>\u00a0borrowed<\/span>\u00a0funds<\/span>\u00a0to pay for the acquisition<\/span>,\u00a0<\/span>their<\/span>\u00a0borrowing\u00a0capacity\u00a0<\/span>that may be\u00a0required\u00a0to pay for expenses during its ordinary course of business<\/span>\u00a0<\/span>may\u00a0<\/span>now be<\/span>\u00a0limited<\/span>.\u00a0<\/span>\u00a0<\/span><\/p>\n

Secondly, if the acquiree\u00a0<\/span>does\u00a0<\/span>not generat<\/span>e<\/span>\u00a0profits\u00a0<\/span>as\u00a0<\/span>they\u00a0<\/span>expected to post-<\/span>acquisition<\/span>,\u00a0<\/span>they\u00a0<\/span>will<\/span>\u00a0<\/span>rely on<\/span>\u00a0<\/span>working capital generated by other divisions<\/span>.\u00a0<\/span>In this case,<\/span>\u00a0the strain on cash flow\u00a0<\/span>creates\u00a0<\/span>added pressure on the\u00a0<\/span>core\u00a0<\/span>business<\/span>\u00a0to<\/span>\u00a0generate profits t<\/span>hat<\/span>\u00a0compensate for the shortfall of profits<\/span>\u00a0(or losses)<\/span>\u00a0from the acquisition.<\/span>\u00a0The margin for risk\u00a0<\/span>is<\/span>\u00a0now<\/span>\u00a0slim<\/span>.<\/span>\u00a0<\/span><\/p>\n

Here are\u00a0<\/span>some\u00a0<\/span>solution<\/span>s<\/span>\u00a0<\/span>for avo<\/span>iding these pitfalls<\/span>:<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n

For starters<\/span>,<\/span>\u00a0<\/span>identify<\/span><\/b>\u00a0<\/span>critical stages and manage through them<\/span><\/b>. For example<\/span>,<\/span>\u00a0a<\/span>t the time of acquisition<\/span>,<\/span>\u00a0there is a lot of \u2018spending\u2019<\/span>\u00a0that\u00a0<\/span>includes<\/span>\u00a0acquisition and transition costs such as legal,\u00a0<\/span>IT<\/span>,\u00a0<\/span>and restructuring\u00a0<\/span>costs for<\/span>\u00a0severances<\/span>, etc.<\/span>\u00a0<\/span>For accounting purposes<\/span>,<\/span>\u00a0t<\/span>hese costs are capitalized and amortized as goodwill over a 20<\/span>–<\/span>year\u00a0<\/span>period.<\/span>\u00a0<\/span>Therefore, p<\/span>articularly at this stage,<\/span>\u00a0<\/span>it is<\/span>\u00a0important for the company to pay attention to cashflows<\/span>\u00a0<\/span>and not be\u00a0<\/span>misguided<\/span>\u00a0by what is being presented in the Income Statement.\u00a0<\/span>\u00a0<\/span><\/p>\n

Secondly,\u00a0<\/span>it is<\/span>\u00a0important to\u00a0<\/span>monitor<\/span><\/b>\u00a0and review segmented\u00a0<\/span><\/b>data<\/span><\/b>.\u00a0<\/span>B<\/span>y separating<\/span>\u00a0the<\/span>\u00a0core<\/span>\u00a0<\/span>business from the\u00a0<\/span>acquisition<\/span>, financial statements can be reviewed for trends in profit or los<\/span>s\u00a0<\/span>that will help\u00a0<\/span>senior management<\/span>\u00a0<\/span>monitor<\/span>\u00a0the effect<\/span>\u00a0of<\/span>\u00a0<\/span>the\u00a0<\/span>merger<\/span>\u00a0<\/span>on other segments<\/span>,\u00a0<\/span>be\u00a0<\/span>it\u00a0<\/span>positive,\u00a0<\/span>negative,<\/span>\u00a0or neutral.<\/span>\u00a0At\u00a0<\/span>a\u00a0<\/span>minimum, the company will want to ensure\u00a0<\/span>that the acquisition has not been a distraction\u00a0<\/span>from<\/span>\u00a0the operation of the core business.<\/span>\u00a0<\/span><\/p>\n

Finally,\u00a0<\/span>the adverse effects of an underperforming acquisition can have\u00a0<\/span>negative intangible effects<\/span><\/b>\u00a0such as\u00a0<\/span>damaging\u00a0<\/span>publicity due to layoffs<\/span>\u00a0or demoralization of the other divisions due to the cash drain needed to support the acquisition.<\/span>\u00a0<\/span>To minimize th<\/span>ese negative effects,<\/span>\u00a0the organization may consider\u00a0<\/span>providing<\/span>\u00a0bonuses to divisions that have met their targets even though the company\u00a0<\/span>itself may<\/span>\u00a0not have met\u00a0<\/span>theirs<\/span>. Also, t<\/span>he organization will need to communicate and reinforce the\u00a0<\/span>long-term<\/span>\u00a0benefits of the merger and<\/span>\u00a0will keep people informed about\u00a0<\/span>when the<\/span>\u00a0situation is expected to\u00a0<\/span>turnaround.<\/span>\u00a0<\/span><\/p>\n

Having had experience with acquisitions\u00a0<\/span>at all<\/span>\u00a0stages\u00a0<\/span>including\u00a0<\/span>due diligence, closing, transition and post<\/span>–<\/span>merger monitoring, I can assist an<\/span>y<\/span>\u00a0organization in avoiding pitfalls<\/span>\u00a0<\/span>and\u00a0<\/span>help them\u00a0<\/span>gain optimal benefit from a<\/span>\u00a0merger<\/span>\u00a0or acquisition<\/span>.\u00a0<\/span>For any follow-up comments or questions,\u00a0<\/span>I can be reached a<\/span>t\u00a0<\/span>nnizam@localhost<\/span><\/a>.<\/span>\u00a0<\/span><\/p>\n

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Back\u00a0in the\u00a0early\u00a02000s, the Wall\u00a0Street Journal stated\u00a0that only 10% of acquisitions achieved\u00a0their\u00a0pre-acquisition\u00a0financial projections.\u00a0That\u00a0means that ninety percent of companies\u00a0will experience a\u00a0financial\u00a0strain on their\u00a0core\u00a0business, at least in the short term. If the acquirer is to survive\u00a0or even thrive,\u00a0they\u00a0need to stay in control of\u00a0the\u00a0business\u00a0and ahead of any pitfalls.\u00a0\u00a0 So,\u00a0why could\u00a0a company\u00a0be at risk of\u00a0losing\u00a0financial control post-acquisition?\u00a0 First,\u00a0if\u00a0the company\u00a0borrowed\u00a0funds\u00a0to pay […]<\/p>\n","protected":false},"author":45,"featured_media":5362,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[3],"tags":[],"class_list":["post-5360","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-osborne-insights-blog"],"acf":[],"yoast_head":"\nMergers & Acquisitions \u2013 An Accountant\u2019s Prescription for Success - The Osborne Group<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.osborne-group.com\/fr\/accountants-prescription-for-success\/\" \/>\n<meta property=\"og:locale\" content=\"fr_CA\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Mergers & Acquisitions \u2013 An Accountant\u2019s Prescription for Success - The Osborne Group\" \/>\n<meta property=\"og:description\" content=\"Back\u00a0in the\u00a0early\u00a02000s, the Wall\u00a0Street Journal stated\u00a0that only 10% of acquisitions achieved\u00a0their\u00a0pre-acquisition\u00a0financial projections.\u00a0That\u00a0means that ninety percent of companies\u00a0will experience a\u00a0financial\u00a0strain on their\u00a0core\u00a0business, at least in the short term. 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