Accounting expert Steven Bragg equips you with a working knowledge of the complete M&A process throughout Mergers and Acquisitions: A Condensed Practitioner's Guide, with comprehensive, reader-friendly, and straightforward advice on principal business terms, as well as the due diligence process, the customary contractual provisions, legal background, and how-to's applicable to business acquisitions. Destined to become a well-thumbed addition to every manager's library, this essential guide addresses the entire acquisition process with pragmatic information that will serve you as an excellent reference whether you are a novice or expert acquirer.
Mergers and Acquisitions: A Condensed Practitioner's Guide
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"Bragg takes readers through the M&A process by giving an overview of why a company might want to buy or sell to another company. He covers strategies that might be taken by either the buyer or the seller, risks for both sides, and parties involved in the transaction. The book could be helpful to new attorneys who have not studied corporate mergers. It also gives experienced attorneys a view of the M&A process from the client's perspective, as the excerpt above illustrates." (Legal Information Alert, Vol 28, No. 4)
From the Inside Flap
Mergers & Acquisitions A Condensed Practitioner's Guide
Filled with immediately useful information in a condensed format on the mergers and acquisitions (M&A) process, Mergers and Acquisitions: A Condensed Practitioner's Guide equips you with a working knowledge of principal business terms, as well as the customary contractual provisions, legal background, and how-to's applicable to business acquisitions.
Accounting expert Steven Bragg throws light on the complete M&A process, with comprehensive, reader-friendly, and straightforward advice on:
Why companies are interested in buying and selling businesses, the risks of doing so, and how to initiate and fend off a hostile acquisition attempt
How to write a letter of intent and a purchase agreement
The roles of the multitude of participants in the acquisition process
Valuation and the broad range of valuation methodologies
Term sheets and their use and contents
The due diligence process
All of the main components of the purchase agreement
The acquisition integration process, covering the timing, planning, and implementation of an acquisition integration
Identification and realization of synergies, communications processes, cultural issues, employee management, and numerous additional topics
Use of purchase accounting, goodwill impairment testing, and push-down accounting
Various legal forms of acquisitions, including their tax implications to both the buyer and seller
Anti-trust and environmental restrictions and tax-free acquisition structures
Destined to become a well-thumbed addition to every manager's library, Mergers and Acquisitions: A Condensed Practitioner's Guide addresses the entire acquisition process with pragmatic information that will serve you as an excellent reference regardless of your M&A experience.
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More About the Author
The primary question I receive is, why would anyone write so many accounting books? The story began in the early 1990s, when my former boss, Jan Roehl-Anderson, asked me to assist in taking over a book called Controllership from Jim Willson (correct spelling), who had been maintaining the book since the early 1950s. I liked the experience, and even found it relaxing (I must have issues!).
So... I had an idea for another book, called Just-in-Time Accounting, which the publisher accepted, and which got me on the track of doing management accounting books. Most accounting books up to that point had primarily dealt with accounting principles and not how to management the department, so this was a rich area for new books.
The Accounting Best Practices book, which is one of the top-selling accounting books in the country, started when I was bouncing around ideas for new books with one of my editors, John DeRemigis. He suggested the accounting best practices idea, and I said, "nah, there's not enough material." Four editions later and over 400+ pages long, it appears that he was right and I was wrong.
Writing became more intense in 2005, when John Wiley & Sons recommended me to the authors of the Wiley GAAP Guide as a new co-author. This is a seriously technical high-end accounting principles guide, and so was nothing like what I had written before. My first assignment was adding a hundred or so new examples to the book, which was absolutely frantic -- imagine becoming an expert on a really far-out accounting topic in one day, writing an esoteric example, and then hurrying on to an entirely different example the next day.
I have just finished writing Accounting Controls Best Practices, which is chock-full of control points for the most common accounting systems, as well as for best practices upgrades to those systems. And now, it is time for a break, if only for a week.
So... I am heading to the Western Pacific for some serious diving off a live aboard dive boat.
Steve Bragg
So... I had an idea for another book, called Just-in-Time Accounting, which the publisher accepted, and which got me on the track of doing management accounting books. Most accounting books up to that point had primarily dealt with accounting principles and not how to management the department, so this was a rich area for new books.
The Accounting Best Practices book, which is one of the top-selling accounting books in the country, started when I was bouncing around ideas for new books with one of my editors, John DeRemigis. He suggested the accounting best practices idea, and I said, "nah, there's not enough material." Four editions later and over 400+ pages long, it appears that he was right and I was wrong.
Writing became more intense in 2005, when John Wiley & Sons recommended me to the authors of the Wiley GAAP Guide as a new co-author. This is a seriously technical high-end accounting principles guide, and so was nothing like what I had written before. My first assignment was adding a hundred or so new examples to the book, which was absolutely frantic -- imagine becoming an expert on a really far-out accounting topic in one day, writing an esoteric example, and then hurrying on to an entirely different example the next day.
I have just finished writing Accounting Controls Best Practices, which is chock-full of control points for the most common accounting systems, as well as for best practices upgrades to those systems. And now, it is time for a break, if only for a week.
So... I am heading to the Western Pacific for some serious diving off a live aboard dive boat.
Steve Bragg
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0 of 1 people found the following review helpful:
4.0 out of 5 stars
for the non-finance manager,
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This review is from: Mergers and Acquisitions: A Condensed Practitioner's Guide (Hardcover)
The book seems directed best towards a non-finance manager in a firm contemplating being a buyer or seller of another firm. It walks through the topics involved in such negotiations, explaining clearly for both sides the implications.For example, if the deal is structured as all cash, then for the seller this has the advantage of liquidity, with the disadvantage of not participating in any future gains from synergies in the merger. Conversely, if the buyer anticipates such synergies and can raise enough cash to fully pay the seller, then the buyer might opt for this. For the seller, the worst case by far is the debt instrument, where it does not get cash or equity, but accepts a note. This has little liquidity and no upside. Many other aspects are covered, but the above seemed the most pertinent.
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Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
Inside This Book
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Key Phrases - Statistically Improbable Phrases (SIPs):
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special clauses, synergy realization, acquisition process flow, acquiree employees, selling entity, hostile buyer, implied fair value, goodwill impairment testing, closing memorandum, due diligence team, integration manager, merger section, synergy gains, warranties section, white squire, buying entity, integration team, term sheet, reverse triangular merger, revenue synergies, appraisal rights, overhead personnel, financial buyer, acquisition team, negative goodwill Key Phrases - Capitalized Phrases (CAPs): (learn more)
Effective Time, United States, Types of Acquisitions, Gidget Company, The Basic Acquisition Process Flow, Government Regulation, All Seller, Seller Disclosure Schedule, Selling Stockholders Browse Sample Pages:
Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
special clauses, synergy realization, acquisition process flow, acquiree employees, selling entity, hostile buyer, implied fair value, goodwill impairment testing, closing memorandum, due diligence team, integration manager, merger section, synergy gains, warranties section, white squire, buying entity, integration team, term sheet, reverse triangular merger, revenue synergies, appraisal rights, overhead personnel, financial buyer, acquisition team, negative goodwill Key Phrases - Capitalized Phrases (CAPs): (learn more)
Effective Time, United States, Types of Acquisitions, Gidget Company, The Basic Acquisition Process Flow, Government Regulation, All Seller, Seller Disclosure Schedule, Selling Stockholders Browse Sample Pages:
Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
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