Mergers & Acquisitions Bid Management

For companies seeking to acquire or divest a product line or business unit, handling the bid-process is not ordinarily part of the daily management routine. The Bardow Group, under management direction, oversees the process of preparing bids or reviewing offers. We support management in dealing with the practical dynamics of change in the organisation, ranging from integrating a new product or business line to adjusting effectively to the aftermath of a divestiture.

The principals of the Bardow Group have extensive experience working in different cultural markets and environments. Unlike many organisations, having management leadership in the U.S. and Europe provides reach to aid in the development of cross-border business partnerships and operations.

The Bardow Group performs the following functions as directed by management:

Goal Creation: Create relevant business goals, or review existing goals, and produce a scorecard for prioritization and business impact related to an acquisition or divestiture.

Target Review: Identify and produce a scorecard for targets (for acquisition, or buyers for divestiture).

Target Screening: Conduct discreet interviews with target candidates and provide management-focused feedback. Also, production of a short list is included to facilitate targeted decision-making.

Contract Negotiation: Produce checklist of key financial and performance hurdles to be met and represent management throughout the bid-process.

Closure: Represent management through the process of deal consummation, working with clients' legal advisors for the letter of intent, heads of agreement, and final contract.

Business Migration: Facilitate business-change assimilation at executive and business-unit levels, undertake project management, and lead post-implementation reviews.

Ongoing Relationship Support: Provide advisory services, interim staffing at project/operations/management levels, and non-executive directors to complement executive management.

Cultural Integration: Ninety percent of mergers or acquisitions that fail within the first three years are due in greater part to culture and managing style alignment. Our approach includes one-on-one assessment, seminars for knowledge exchange regarding integration into or assimilation of new business cultures.

While any one or a combination of these functions helps focus resources for going-concerns, they may be taken sequentially for start-ups and companies entering into new markets or acquiring trade lines that are new to management. Each of the functions performed includes a defined deliverable at completion.

Contact us with your requirements.