The upside of an M&A transaction is tremendous, but the strategy must be sound – from idea generation to deal close and beyond. Marsh McLennan has deep expertise across all stages of the lifecycle. We specialize in building and executing the strategy, defining and managing risks, and implementing a plan to optimize the most vital deal value-driver: its people.
M&A Advisory Perspectives
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Perspective Why Cyber Risk Should be Quantified in M&A Transactions More and more dealmakers consider cyber risk during their due diligence processes. Yet there is often a lack of insight into the potential financial impact of acquiring an asset that may have previously suffered a cyber-attack/incident, or could suffer one. -
Perspective Targeted Attacks: Defending Against an Evolving Threat The FBI and Department of Homeland Security have issued multiple alerts warning of increased cyber attacks on medical research and other organizations that have not traditionally been targeted by advanced threat actors. While targeted attacks are not new, we are seeing the nature and objectives of attackers expand. Threat actors are using increasingly sophisticated technology, tools and techniques, including those produced by nation state militaries and intelligence organizations. -
Perspective Data And Trust Beyond COVID-19 Data and privacy have become perennial topics thanks to media scrutiny on cybersecurity breaches and the introduction of the GDPR. In addition, the pandemic has forced people to reconsider what they would share for the public good of controlling COVID-19. -
Perspective Transactional Risk Insurance 2019: Year in Review The value of global mergers and acquisitions (M&A) in 2019 was roughly US$3.3 trillion across 19,322 deals, down 6.9% from 2018 -
Journal 2020 M&A Handbook A selection of perspectives from our businesses offering insights from their work helping to navigate through M&A activities. -
Perspective Supply-chain Optimization: Levers for Rapid EBITDA Supply chains are at the core of moving physical goods within and between companies. Yet, across industries they often represent one of the largest unaddressed cost blocks, where operational efficiencies are not targeted in a systematic way. That’s because most supply chains are not considered a source of value creation and differentiating advantage, but rather as an execution element. Furthermore, they are inherently complex —a melting pot of operational constraints that have developed organically over time. This often leaves significant untapped EBITDA and cash-flow potential for most companies moving physical goods as well as providing services. Depending on the industry, supply-chain costs range from 10 percent to more than 20 percent of revenues (see Exhibit 1). Mid-sized companies ($0.5-$5B revenue) often overlook these costs, and larger companies ($5B+ revenue) have highly complex operations. In either situation, focused supply-chain optimization can reduce costs by up to 25 percent, more than double what you can expect from most other operational improvement initiatives. -
Perspective Emerge Stronger From A Crisis Five Near-Term Moves to Accelerate Growth -
Perspective Split-ups and Stand-ups Done Right Split-ups and stand-ups account for much of the recent restructuring activity in the marketplace, with companies increasingly selling subsidiaries or carving out noncore businesses. And what’s driving these decisions? The desire to unlock value. -
Perspective How Traditional Financial Services Players can Evolve and Thrive “Super apps” such as Grab and Go-Jek have risen in Southeast Asia, and we can expect some of these to dominate their markets over the next couple of years. The apps use a flywheel approach, starting with a core business proposition and expanding into ancillary and complementary services, both financial and non-financial. -
Perspective Warranty and Indemnity Insurance in Distressed Sales In an environment where distressed sellers want to close the transaction quickly, buyers may have heightened concerns regarding its ability to obtain sufficient recourse against the distressed seller for a breach of a warranty or an indemnity claim under the acquisition agreement (Agreement).. -
Perspective Making Good Decisions in Bad Times Critical Capabilities For Effective Liquidity Management During COVID 19 -
Perspective What Half A Decade of Data Tells Us About The Rising Need for W&I Coverage Deep Dive: W&I Insurance Claims Trends in Asia -
Perspective COVID-19: What are the impacts on M&A activity As confirmed cases of COVID-19 continue to escalate around the world, so too does the economic impact. Worldwide, we have seen the rapid developments in the disease cause a significant decline on global share markets and businesses of all different sizes being forced to shut their doors, contributing to a rising unemployment rate. -
Perspective The Great Coronavirus Restructuring An opportunity to reinvent -
Perspective Emerge Stronger From A Crisis, Part 2 Exploring the practical applications of our near-term growth plays -
Perspective Social Listening: The Revolution in Understanding What Your Customers Want New techniques better capture consumer intelligence in real time.