Deal sourcing for prominent medium-sized cross-border M&A projects

Alliance base

Naturally, the larger the M&A project, the more limited will be the possible buyer-seller combinations; therefore, after negotiations begin, the importance of execution (negotiation and documentation work) will grow, as will that of post-merger integration (PMI). In medium-sized and smaller M&A projects, the possible buyer-seller combinations greatly increase and the synergistic effect is also greatly affected by such combinations; thus, the project sourcing and matching stage prior to the start of negotiations is the key to success. We believe that the greatest added value we should provide is that of sourcing prominent domestic and foreign sale projects for companies that wish to buy (acquire), and matching prominent potential buyer candidates for companies that wish to sell (be acquired).

Good M&A projects are not easy to find. Prominent M&A companies have a store of information on good M&A projects. As Japan's largest M&A organization, we have developed a first-class network with many of the leading financial institutions, M&A companies, and consulting firms of not only Japan but the world and chiefly Asia. Also, to improve project quality, we have created a mechanism for successful project sourcing through our unique project development process.

Successful sourcing process
Our unique system

  • ①Development of powerful network
    • Group of prominent members
    • Information sharing and personal interaction within network

    Win-Win relationships from long-term perspective

  • ②Powerful mechanism for setting up projects
    • Hosting of M&A educational events
    • Broad-based information gathering capability, regardless of industry or geography

    Active business operations that make most of exceptional information power

  • ③Handling of exclusive information
    • Conclusion of exclusive/full-time contract with client
    • Limiting of disclosure to reliable members

    Thorough information control after deal opening

  • ④Development of transfer (sale) project
    • Fair price through simple evaluation
    • Improved buyer matching efficiency through understanding of company features

    Sufficient information gathering to prevent deal breaking

  • ⑤Matching process that confirms will of both parties

    Probability of a successful deal increases!!

Often-failing sourcing process
System used by other companies

  • ①Weak network
    • Minor second-rate and third-rate members
    • Token network that does not function

    Conflict-of-interest relationship, motivated only by share of short-term commission

  • ②No mechanism for setting up projects
    • No mechanism for setting up projects
    • Limited information-gathering capability

    Weak information transmitting capability, passive business approach

  • ③Handling of non-exclusive information
    • Acquisition of already-known projects through door-to-door sales/taking orders
    • Disclosure of information to anyone on the spur of the moment

    Deal process that downplays the need for confidentiality and information management

  • ④Routing of information without project development
    • Fair price, transfer perspective not confirmed
    • Spur-of-the-moment buyer matching

    Frequent breaking of deals due to snap decisions made before problems/issues are settled

  • ⑤Process of matching without clarifying the will of both parties

    Deal is made before purpose is determined!!