Abstract: With priced-right sales opportunities ripe for the picking, some customers may be tempted to acquire another business as the economy mends. Others — those feeling the strain of the prolonged cialis 5 mg doesn’t work downturn — may be considering a merger with another, stronger business. In either scenario, a bank may be asked to provide financing. Here are some questions viagra for sale a lender should consider when sorting the potential winners from losers in a merger or acquisition deal.

8 questions to consider in M&A deals

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1. What are your borrower’s strategic motives? Before devoting substantial resources to due diligence procedures, identify the borrower’s strategic motives

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for acquiring another company. For instance, is it seeking economies of scale, production synergies or personnel from the deal? Acquisition targets that won’t accomplish the borrower’s overall strategic goals are a poor fit.

2. Does your borrower have a competent due diligence team? Problems may not be apparent to borrowers in an acquisition mode. In the midst of negotiations, due diligence pharmacy online can help your customer gauge success or failure. Business owners typically put together a due diligence team with managers from generic viagra made in usa their company’s functional departments. These in-house experts can help assure lenders that all risk factors and contingencies have been addressed.

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diligence findings? Before approving the loan request, determine what procedures were used in the due diligence process, and make sure you’re comfortable with the due diligence team’s performance. When due diligence is performed too hastily viagra generic canada or its scope is too narrow, the borrower may overlook important risk factors, such as contingent liabilities, concentration risks and employee retention problems.

4. What’s the financial forecast? To get a sense of the acquisition target’s historic and future earnings, the due buy cialis free shipping diligence team should make sure income and cash flow projections are complete and reasonable. Balance sheet items also should be investigated, and assets inspected to evaluate overall quality and obsolescence. Contingent

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about human resources? Among a company’s most valuable — but transitory — assets are its employees. The compatibility of corporate cultures is key. The due cialis buy online canada diligence team must review the target’s HR policies and determine how salaries and benefits will change after the proposed merger or acquisition. To improve employee retention and guarantee the seller’s ongoing cooperation after the deal closes, otcviagra-norxpharmacy.com employment contracts, noncompete agreements or consulting arrangements also must be reviewed.

8. What are your customer’s postmerger expectations? Beware of the unrealistic. Purchase prices are typically based on projections of future income streams, including future http://femaleviagra-cheaprxstore.com/ cost savings and revenue opportunities. Many transactions fail because purchasers overestimate acquisition synergies and economies cialisotc-bestnorxpharma.com of scale. Borrowers also may overlook the full costs of improving production or integrating two companies into one. Make sure your customers devise detailed action plans.

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