Firm Merger & Alliance Strategy for PSF

Assist firms developing their merger & alliance strategy and finding ways to make it happen.

Assessing whether the studied merger is a real opportunity for both firms (go/no-go decision, opportunities and threats)
Finding the right target that fits your strategy, positioning and culture
Setting clear and fair rules related to governance, compensation and benefit system for the newly-formed entity in order to avoid inequity and discontent among partners
Identifying all the impacts of such merger and the related actions to be taken in order to make it a success

Analyzing both firms’ current clients portfolio, influencers’ network and level of relationships (CEOs, CFOs, GCs, etc.) in order to map direct growth opportunities or loss threats related to the merger/alliance and set a development strategy
Driving individual partners interviews as well as altogether workshops, in order to set a clear and shared vision for the newly-formed entity as well as to identify potential partners reluctance and address them
Building the most-suitable governance, compensation, and benefit system for the newly-formed entity (based on our benchmark of most commonly used systems and their advantages/disadvantages)
Defining all impacts of the merger/alliance regarding positioning, client development, human capital, organization, and knowledge, and the related actions to be taken

Analysis of the studied merger/alliance in terms of: growth expectations, market perception, opportunities and threats, shared/unshared vision, etc.
Construction and drafting of the governance, compensation and benefit system
Identification of main merger impacts on positioning, client development, human capital, organization, and knowledge sharing, and definition of related action plan

4 priorities to improve valuation (67 PSF answered)

5 intangible assets to carry out a cost-effective transaction