How To Do A Deal

• Prioritize the strategic over the opportunistic. In acquisitions, deals driven by the strategic priorities of the acquirer’s business following, say, a review of its existing asset portfolio are more likely to succeed than opportunistic transactions arising from the sudden availability of a target.
• Prioritize value creation right from the start. Ruthless prioritization and tracking of the areas that will have the most impact — in both value and potential barriers to delivery — enable you to focus resources and hit the ground running.
• Create a broad and detailed value creation plan. Though important, prioritizing value creation is not enough. The most successful acquisition blueprints are both detailed and broad.
• Focus on people, culture, and intangibles. As companies become more dependent on talent, technology, and intellectual property and less on physical assets, issues involving people and intangible assets steadily become more important in planning how to realize value from an acquisition.
• Invest in integration spending, which pays dividends. Our research shows that companies that spend more time and money on integration of the acquired entity — and focus on it early in the process — achieve better outcomes.

• Negotiate the process. We often have difficulty closing the deal in negotiations because we failed to negotiate an explicit process at the beginning of talks, according to Harvard Law School professor Robert C. Bordone.
• Set benchmarks and deadlines. When designing the negotiation process, set short-term benchmarks as well as a realistic but ambitious final deadline, recommends Bordone.
• Try a shut-down move. If you anticipate that a more attractive offer from a competitor may be an obstacle to closing the deal, you might attempt a shut-down move, suggests Harvard Business School and Harvard Law School professor Guhan Subramanian.
• Take a break. It may sound counterintuitive, but adjourning negotiations until the following day, week, or even longer may assist you in closing a negotiation faster.
• Bring in a trusted third party. Sometimes negotiations get stalled because one or both parties are reluctant to put their best offer on the table. If so, you might suggest enlisting a trusted, neutral third party.

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