企業轉變中的機會-亞洲並購的製勝方式(pdf 12頁)(英文)

Although every merger and acquisition is different and governed by its own singular and compelling rationale,all hold the ultimate promise of increasing shareholder
value. Despite this common goal, well over half of all deals consummated in the past 20 years have failed to deliver on that objective. If executive leadership is once again motivated toward aggressive M&A activity, the implicit imperative is to vastly improve execution, realize effectual synergies and deliver value to shareholders.
CRE leaders also have an opportunity to improve. Among those who have experienced a merger or acquisition, nearly a quarter believe that the resulting real estate integration under-delivered on value relative to the full potential(Fig 4). Narrowing this gap by successfully managing the real estate portion of the merger – and thereby emerging as a winning team – forms the premise of this paper.
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