Acquisition Manuals Contents
Acquisition Manuals Overview
Discounts
Case Studies
Confidentiality
ACQUISITION MANUAL VOLUMES |
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20 Volumes per target Company |
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20 Volumes |
Each volume covers a particular topic and subject critical to the management of a predatory company. |
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The Chairman's Overview 50 pages Financial Forecast Introduction Base Financial & Operational Forecast Best Possible Financial & Operational Forecast Worst Possible Financial & Operational Forecast Asset Sales & Corporate Break-up Divisional + Product Rationalization & Break-up Geographic Rationalization & Break-up
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The Chairman's Overview
Boardroom notes are given in this very short section which is specifically prepared for the Chairman of a predator company and shows a resume of the problems and opportunities associated with the acquisition of the company. Overviews give a Base Financial & Operational Forecast for the company and cover some 100 balance sheet topics. Additionally two other financial and operational scenarios are analyzed for the company and these represent the up-side and the down-side of the acquisition. The Best Possible Scenario is the most optimistic financial forecast and the Worst Possible Scenario is the most pessimistic financial forecast. Each of these financial & operational forecasts cover the items mentioned in Note 1. Realization of liquidity through the possibilities of Asset Sales and Corporate Break-up is then briefly analyzed to isolate those activities of the company which can produce an immediate cash benefit to defray acquisition costs. Direct analysis of the component parts of the company, by product, activity, and geographic division, is given to evaluate the possibilities of Rationalization and Break-up in Divisional and Geographic Terms. The object is to estimate the potential of cash realization through the sale of operating components of the company and to see where cost savings (and thus profits) can be made through rationalization of operating components. Return on Investment (ROI) scenarios (about 100 items) are presented so that a concise overview of all the options and decision possibilities (open to the predator after acquisition) are clearly identified. Operational conditions reflect the stability of the company and their financial results mirror the attractiveness of the company in acquisition terms. On balance this section will give the Board sufficient information to enable them to decide whether they should further investigate the acquisition of the company. Most of the important issues needing initial Boardroom debate will be found here and will enable the Board to quickly view the possibilities of acquiring the company. |
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The Chief Executive's Summary 230 pages
Base Financial + Operational Scenarios Best Market Base Financial + Operational Scenarios Marketing Expenditure Increase New Product Investment Increase Market Segmentation Programmes Plant and Equipment Investment Increase New Technology Investment Increase Distribution Channel Investment Increase Personnel and Staff Efficiency Improvement Worst Market Base Financial + Operational Scenarios Marketing Expenditure Increase New Product Investment Increase Plant and Equipment Investment Increase New Technology Investment Increase Distribution Channel Investment Increase |
The Chief Executive's Summary
Concise information on target company Acquisition in this section is devised to give an incoming Chief Executive all the facts necessary to make the decisions critical for planning post-acquisition strategy. Historic Financial & Operating results of the target company are seen in order that the Company's track record can be established and recorded. Important Balance Sheet forecasts of financial and operating data, which represents all the major areas of problems and opportunities which will affect the company after acquisition, suggest 13 of the most influential strategic scenarios. These scenarios are presented as full Profit and Loss Balance Sheets and the items covered are described in Note 1. Each of these strategic scenarios are explored in greater depth in other parts of the Acquisition Manual and this allows the Chief Executive to get a key oversight of the major concerns which will engage the Chief Executive at this stage. Finally, this part of the manual contains an executive Revenue and Turnover prediction for each of the most important countries and geographic markets in which the company operate. This Revenue projection is essential for all the financial and operational scenarios given throughout the 20 parts of the manual. Detailed Market forecasts are given in Parts 4, 5 and 8. |
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The Financial Controller's Balance Sheets 160 pages Introduction Acquisition Cost Financing Scenarios Bank Borrowing: Base Scenarios Bank Borrowing: 3% Inflation Scenarios Bank Borrowing: 6% Inflation Scenarios Bank Borrowing: 9% Inflation Scenarios Asset Sales: 5% of Assets Scenarios Asset Sales: 10% of Assets Scenarios Asset Sales: 25% of Assets Scenarios Self Generated Funds: Worst Scenarios Self Generated Funds: Best Scenarios Trading Credit Extension & Margin Reduction Scenarios Cost Structure Improvement Scenarios Materials & Energy Cost Scenarios Payroll & Staff Cost Scenarios Plant & Equipment Cost Scenarios Sales & Marketing Cost Scenarios New Product & New Technology Cost Scenarios Depreciation & Capitalization Scenarios Short Term Borrowing Scenarios Financial & Debt Servicing Cost Scenarios |
Financial Controller's Balance Sheets
Primary emphasis for the Financial Controller's is the Operating and Cost Critical activities of the company in terms of Balance Sheet implications. Rigorous examinations of 12 Acquisition Financing Scenarios, being the implication of the cost of capital (for the acquisition) on the future Profit and Loss of the company, enables the understanding of the acquisition capital costs involved. One major consideration for any predator is the cost of acquisition finance in the first 6 years and this section looks at the various possibilities and dangers, the effects of debt interest rates, inflation, revenue failure and cash-flow. Further sections view the possibilities of Cost Structure Improvements which may help to alleviate the cost of acquisition and/or to increase profitability and return on investment. Incisive and frank opinions on the future profitability of the company are shown. The tactics outlined in these scenarios are objectives for all incoming financial management - beware however, sometimes these plans have unexpected consequences when fully observed and all too easily a company can fall into heavy loss. |
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The Marketing Director's Objectives 380 pages Product Distribution Locations Industry Advertising, Sales & Marketing Costs Sales-force & Sales Promotion Objectives Application of Marketing Expenditure and Product Market Share Profitability & Return on Investment Scenarios Fixed Marketing Cost Objectives Variable Marketing Cost Objectives General Marketing Process Cost Objectives Distribution & Product Delivery Cost Objectives Administrative & General Expense Objectives Promotional & Pricing Cost Objectives Research & Product Cost Objectives Market Share Building Objectives |
The Marketing Director's Objectives
Market Summaries in the Acquisition Manual give detailed information on all of the most important national markets for the company. In addition the Geographic Locations of customers and distribution channels are shown for each national market. A comparison is made between company Advertising, Distribution, Sales, and Marketing costs with that of the industry norms in each of the national markets in which the company operates. Relative Competitive Promotional Mix objectives and Pricing objectives are proposed for the company. Knowledgeable discourse of the use of Marketing Expenditure and its effect on Product Market shares is introduced for each product and each national market over three time series. Each potential Marketing Objective is explored in terms of ultimate profitability so that the incoming Marketing Director is able to see all the possibilities available. To conclude this section, a comprehensive range of marketing objectives are analyzed in profit and loss terms to indicate optimum Profitability and Return on Investment scenarios. |
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The Sales Director's Market Targets 360 pages Market Definitions Industry Sales Promotion Expenditure Financial Scenarios for Sales Management Possible Sales Cost Improvement Possible Product Price Cutting Possible Product Price Increase Possible Promotional Expenditure Possible Target Markets Development Possible Order Taking Improvements Possible Product Branding + Multi-Branding Investment Possible Customer / Order Processing Systems Investment Possible Sales Personnel + Staff Improvement |
The Sales Director's Market Targets
Starting with a highly detailed Market analysis of all the most important national markets for the company. The market data covers up to 30 products or market sectors and is given - for each year - historically (since 1997) plus a forecast to the year 2028 and beyond. Average Industry Sales Promotion Costs and Expenditure is given for all the national markets and these are compared with the cost and expenditure at the company. Likely Financial Scenarios for Sales Management at the company is shown as the consequence of 12 possible sales critical investment and/or expenditure decisions. Each of Product and Market sector areas for the company are analyzed, by country, by product and over time. Sales-force problems and decisions for the company are seen through a number of perspectives and the term "Sales-Force" is applied in its widest sense and does not only refer to salesmen, but all those engaged in contact with the customer or client.
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Corporate Development Stratagem 310 pages Historic Financial + Operational Data Base Financial + Operational Scenario |
Corporate Development Stratagem
Strategic performance and the medium and long term future of the company is discussed explicitly in this part of the manual. The Corporate Development section contains a substantial amount of information on the strategic issues which affect the company. Relating the historic balance sheet data with the industry norms in each of the countries in which the company operates gives a proper perspective of the current situation. A large scale Strategic Analysis of the company and all its corporate activities assess the effects of Market Share and Return on Investment relative to each of the corporate pursuits of the company. The Strategic matters discussed in this section produce a detailed analysis of each aspect of the operational procedures in the company and view these activities in terms of their medium and long term impact on profits. Each item evaluated exhibits the interaction between critical factors which combine to constitute the corporate situation at the company. General corporate options are reviewed and this furnishes an extended number of Return on Investment Scenarios for each of the major strategic decisions open to the company. Yields for the future can be calculated and quantified for the company as a result of solid corporate development planning. |
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Product Management Tactics 160 pages Product Orientated Financial & Operational Scenarios & Planning Product & Market Segmentation Factors |
Product Management Tactics
Product management is a key consideration after any acquisition, as it presents an opportunity to delete out-dated products and introduce more effective products. Such an opportunity for large-scale product rationalization is not always possible at other times due to vested interests within the company and the ingrained attitudes of existing senior management. A new management can however cut through the dead wood to reach new growth. Relative tactical options for product management begin with a Financial forecast of the consequences of a Market Segmentation Scenario. Over time the Product Development of existing and potential company products is then deliberated. This shows a product consumption, time and geographic matrix which enables one to see the development of products historically and in the future. Demographic, Geographic and Psychographic Product Segmentation targets are then discussed in order that Product Managers in the company can fully and practically assimilate market needs. Using Tactical sighting of Marketing Targets for the placement of marketing resources, the objectives for the company are investigated. Current Branding and Product Mix Strategies form medium term tactical objectives for the company and the possibilities for each of the company's existing and potential products are examined. This section is largely devoted to explore the past, present and future development of company products and to evaluate tactics for future product penetration. |
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Overseas Development Guide 240 pages Overseas Turnover Improvement Scenarios Guide to over 200 potential overseas target markets Market Manuals
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Overseas Development Guide
Exports of products and services will help the company to defuse the risks inherent in concentrated national customer bases and the development of new geographic markets will inevitably produce long term turnover improvements. Xenophobia often serves the prejudices and purposes of sales management who, wrongly, plead the inaccessibility of overseas markets. Problems associated with the development of overseas markets for the company are presented (by country) in this section. In total over 200 countries are covered. One market spreadsheet per country analyzed is given in this section. The full World Overseas Development Guide is called a "Market Manual" and is a separate document of some 900 pages. Resource and cash availability coupled with economic growth is implicit to the attractiveness of any overseas market, thus this section provides details of macro-economic activity and factors. Turnover Improvement through Overseas sales scenarios are also shown to demonstrate the financial impact of overseas markets on company profit and loss and / or the overall benefits of capacity utilization through the sales of obsolete or die-hard products in less developed countries. |
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Product Distribution & Customer Service Planning 150 pages Distribution & Customer Service Costs & Margins Physical Distribution & Objectives National & Geographic Variations Distribution Channels & Customer Servicing Financial Scenarios |
Product Distribution & Customer Planning
Reviewing the Distribution and Customer Servicing activities of the company is a crucial aspect of this manual and this section thoroughly probes the actual and potential product distribution channels. Organisational and Logistic issues delineate many of the tactical solutions which the company has to recognize when planning distribution and customer servicing topics. Unambiguous distribution channels and a clear product path from the company to its customers are vital for effective marketing; and this part of the report surveys all those facets. The relative Industry norms for Distribution Costs and Margins are given and can be compared with costs at the company. This data is given for the national markets important to the company and the company's captive distribution channels. Existing or static distribution channels embody potential stagnation; and the company must actively seek new and unique methods to attack their current and realizable customer bases. Scenarios of the influence that an investment in Distribution Channels has on the balance sheet of the company are given in this section. The development of product distribution and customer servicing will substantially enhance the routes to the market and thereafter will greatly improve turnover and profitability. |
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Advertising & P.R. Department Management 90 pages Comparative Industry Advertising Advertising Message Generation
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Advertising & P.R. Department Management
Media spending is largely wasted by most companies as money is applied to nonexistent or saturated targets. The objective and planned application of the company advertising budget is a catalyst which will ensure success; and this is especially the case during and after an acquisition battle when the customer base is unsure about the company. Endeavouring to obtain maximum benefit from advertising and P.R. spend must be the base goal of advertising management and in this regard the company must use the sophisticated analytical tools available and which are described in this section of the manual. During a contested acquisition it is imperative that the investor, whose equity or funding one is seeking, is addressed at the same time as the customer base. New advertising campaigns are useful to fulfil objectives other than the normal objective of communications with the customer. In this part of the Acquisition Manual all the calculations, analysis and issues pertinent to the efficiency and productivity of the company Advertising and P.R. is shown. The section looks at the effects of expenditure over time, the effects of competitor spending, and the effects of good and bad choices of media and message. Advertising Agencies are frequently left in sole and unhindered charge of advertising budgets and this is an extremely unwise practice. Whilst the bulk of the routine and creative work should be done by advertising agencies a strict control of coverage, sales response and sales decay must be exercised by the management at the company. This section provides the controls, systems and tools for the job of ensuring the cost-effectiveness of the company Advertising & P.R. Department. |
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Market Research Issues 940 pages |
Market Research Issues
Information goals have been set by the publishers to provide all the necessary Market Research for the Acquisition Manual. This section of the manual will provide complete data on all the market research perspectives necessary for a full understanding of all the most important national markets in which the company operates. Since the future performance and success of the company is irrevocably linked to the market-place, the profitability of any acquisition attempt must first establish the long term future of the company in market terms. Substantial Market data is provided in both historic and forecast terms. The company markets are analyzed by Product and by country for each year until the year 2028 and beyond. Understanding the competitive and overall industry situation for the company is important and is probed in great detail. Essential data is given for each of the products groups which the company currently supply or may possibly supply in the future. This data is produced for the base country and over time. Surveys of all market aspects from the distribution channels through to the customer bases of the company are provided in this section. The research includes company performance at various levels, the needs & perceptions of the distribution channels and customer base opinions. The data is complete and comprehensive.
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Administration & Customer Handling 100 pages Customer Handling - Relative & Competitive Performance Operating Procedures & Systems Accounting Practices & Procedures Order Delivery or Contract Satisfaction |
Administration & Customer Handling
One of the primary mistakes made by companies is the lack of thought and investment put into the administration and processing of orders and the handling of customers. The significance of a stable and repeat customer base is pertinent for the company. Repeat sales are extremely cost-effective and yet companies fail to properly train and supervise all the staff which interface with the customer. This section analyses the efficacy of the repeat sales and business at the company and their relative performance with their competitors. Design of operating procedures and systems which control and guide company staff is discussed in this part of the Acquisition Manual. Every contact between the Customer and the company is surveyed in order to identify problems needing to be solved as well as opportunities likely to be exploited. Reductions in the costs and expenses of administration and customer processing at the company, as demonstrated in this section, can lead to almost immediate contributions to profitability and productivity. |
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Human Resources Director's Screening Manual 80 pages Supervisory or Boardroom Management Senior Marketing Management Performance Senior Product & Process Management Performance Senior Financial Management Performance Senior Administrative Management Performance Middle Marketing & Sales Management Performance Middle Sourcing, Process & Distribution Management Performance Middle Financial & Accounting Management Performance Middle Administrative & Personnel Management Performance Sales & Customer Service Personnel Performance Buying, Process & Distribution Staff Performance Credit & Accounting Staff Performance |
Human Resources Director's Screening Manual
Screening, selection and remuneration of company personnel both during and after acquisition is an integral part of the prospects for company profitability. An improperly screened, badly selected and poorly remunerated personnel, at all levels, will drastically reduce company profitability. Training is the most important aspect contributing to the efficiency of company personnel; specifically issues of initial job training and continuous training whilst on the job. Analysis of all levels of the manpower resources of the company is given in this section and an aggressive and critical appraisal is made. This is done in relation to the competitors of the company as well as the industry norms in the country/s of operation. Fundamental issues, often involving painful surgery throughout both management and staff, may be applicable in the company especially when one compares the relative strengths and weaknesses of the company with that of their competitors. Finally this section looks at the financial ramifications of investment in Personnel & Staff Improvement scenarios. The financial performance of the company is ultimately dependent on the attainment of their personnel and staff. |
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Quality & Product Control Handbook 100 pages Setting Quality Goals & Objectives |
Quality & Product Control Handbook
Quality Improvement Financial scenarios are the first topics covered in this part of the Acquisition Manual. This section yields a profit and loss view of the benefits of improving product quality. Ultimately any product or services which the company offers has to be of a good quality, otherwise in the long-term the company will fail. Achieving a high quality product will involve the company in short term costs, however these will be rewarded by long term gains. Long term and lasting profitability at the company is based on generous commitment to product quality, product control and quality of service. Increasing competition and competitive products will raise product quality in each of the markets in which the company operates. This section analyses all the aspects germane to the pursuit and hopeful capture of high quality products by the company. Year-on-year product and service quality improvements are essential for the company if they are to generate sustained sustained profits. |
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New Product Development Blueprint 130 pages New Product Development Financial & Operational scenarios |
New Product Development Blueprint
Uniqueness is the goal of all New Product development and this is particularly the case for the company. New Products represent the corner-stone of the long term growth and existence of the company. This section scrutinizes all the aspects of new product screening and control. In that the competitive position of the company is under threat, it becomes increasingly necessary to accelerate new product introductions. The exploitation and market penetration of new products must be realistically evaluated if the company are to form concrete plans. Quantification of the levels of new product investment needed at the company and the consequent financial results in balance sheet terms are shown. Underlying industry comparisons are found to facilitate comparisons with the company figures. Commercialization depends on the competitive situation and competitive new product development as the company operates in a highly aggressive marketplace. Essentially the entire survival of the company depends on the generation of a successful flow of innovative new products. Failure on this account means failure for the company. |
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New Technology Primers 70 pages New Technology Investment Financial & Operational Scenarios |
New Technology Primers
Technology investment is one of the most dynamic strategic options open to the company. The result of such an investment is shown in profit and loss projections. Evolution of process and product technology is essential for cost structure improvements and the increase of added value. This is especially critical for an acquisition target. Competitor and Industry new technology investment is given for comparison with the position at the company. High expenditure technology situations may require co-operative projects or joint ventures for the company. New Technology criteria is examined and evaluated in relation to the strategic needs and prospects for the company. Operational improvements based on technological innovation are a logical application of capital funds at the company and should be encouraged as part of the acquisition package. |
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Physical Process & Order Handling Schema 110 pages New Plant & Equipment Investment Financial & Operational Scenarios Profit Impact from Materials Cost reduction Profit Impact from Payroll Cost reduction Profit Impact from Process Cost reduction Profit Impact from Distribution Cost reduction Profit Impact from Customer Handling Cost reduction Capital Investments Options: Process Plant & Equipment Capital Investments Options: Premises Capital Investments Options: Distribution / Handling Capital Investments Options: Customer Handling Systems |
Physical Process & Order Handling Schema
Physical processes are the bane of most companies, not least the target company, as systems quickly becomes obsolete and processes more complex. Reduction of materials, payroll and other costs at the company depend on the introduction of new systems. On-going capital investment programmes are vital if the company is to compete during the medium and long term. Costs and margins and the impact of this on process costs and profitability at the company is shown in this section. Each investment option available to the company is investigated in detail and shown against potential benefits and profits. Success in the industry in which the company operates will be based on process efficiency and the ability of companies to effectively control and reduce operating costs, improve product quality and availability, and generate greater customer satisfaction. Serious consideration must be given to ensure the enhancement of physical process procedures and customer handling systems at the company. |
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Competition Analysis 740 pages Competitor Marketing Standing : Products Competitor Marketing Environment : Corporate Competitor Advertising + Marketing Issues Short-term company Marketing Issues Competitor Advertising + Marketing Consideration Short-term company Marketing Consideration Physical Process Considerations Product Process Considerations |
Competition Analysis
Knowledge of the specific competitive position is imperative for the company and this section gives information on named major competitors, plus various national markets. No company can hope to compete in their industry sector unless they have clear and unambiguous information on their competitors and how the customers perceive them in relation to their competitors. This section answers those questions which correlate the company and their most dangerous competitors. Opportunities for aggressive intervention and incursion into the territory of competitors are a substantial inducement for the company to attack the competition and thereby gain market share. Whether in the medium and long term an acquisition target will be able to effectively compete and succeed against the opposition depends on the quality and consistency of marketing management, which in turn must be fully supported by all other departmental management at the company.
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Product Perceptions 250 pages Analysis of 15 product groups and market sectors of the company Analysis of the most important 16 national markets. The products and services offered by the company are analyzed in this part of the company Acquisition Manual. The section looks at the major products, product groups, and market sectors which the company currently supplies. |
Product Perceptions
Critical perceptions of the target company products are analyzed in this section, from all angles and all aspects. Orientation of company products in relation with that of competitors is essential and comparative data is given here. Numerous product factors combine to form an aggregate customer opinion of the company and their products. Subtle changes in the relative customer perceptions of the company, their products and their competitors can significantly affect the sales and profitability of the company. Unless the company is fully aware of these customer perceptions of their products they will be less than adequately equipped to handle the competitive position. Mirrored in the consumer perceptions of the company products are consumer criticisms and doubts which have to be recognized and countered by the company's management. Enthusiastic reaction by the company to product perceptions will help the company to maintain, and ultimately gain, market share and product penetration. Realisation by the company that they cannot disregard customer attitudes and perceptions towards their product will greatly help swift solutions and remedies. |
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Customer Perceptions 240 pages Data on 15 operating divisions/ regions/ subsidiaries of the company Analysis of the most important 16 national markets. This part of the Acquisition Manual looks at the perceptions of the company held by their customers. The section considers some 200 critical questions which analyze each operating division, operating region, subsidiaries and companies which together form the company.
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Customer Perceptions
In the final analysis the company can only survive if customer perceptions of the company are positive. Many perceived notions and attitudes to the company may not be based on fact but on intangible and superfluous suspicions and hearsay. The company must strenuously counter negative attitudes. Aggressive marketing policy tends to strengthen and reinforce positive customer perceptions. Conversely the existence of persistent negative customer attitudes reflects on the defects of the past marketing policies of an acquisition target. Great skill must be exercised by the company in the transformation and formulation of customer attitudes of the company and its performance. This skill is a measure of management strengths. Every effort must be made to precisely quantify and evaluate customer perceptions if the company is to know what pitfalls are ahead, how to rectify defects, and where to go next. |
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Readers of the ACQUISITION MANUAL may find the following complementary products useful:-
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Products may be returned (within 10 days of receipt) for a full credit. Returned products must be in a re-saleable condition; and to ensure this, should therefore be in their original shipping packaging. |
PRICES & AVAILABILITY Acquisition Manuals are available as either printed books consisting of 20 volumes (6,000 pages) or as a DVD-rom. The DVD-rom version of the Report is roughly half the price of the printed books due to the relative costs of the publication and distribution. Acquisition Manual - on DVD-rom Cost: £19500 ACQUISITION MANUALs are usually available off-the-shelf and delivery is usually within 3 working days. The price includes shipping by Courier and Insurance.
OPTION TO BUY SERVICE An OPTION to BUY service is available to clients whereby the client can inspect and read a particular ACQUISITION MANUAL at a cost of £995. If the client decides to subsequently purchase the Report the option cost (£995) will be deducted from the full purchase price. Consult your Data Institute dealer.
FULL CONTENTS + INDEX A CONTENTS & INDEX service is available to clients whereby the client can buy a Full Contents & Index volume (consisting of 160 pages on an ACQUISITION MANUAL at a cost of £95. If the client decides to subsequently buy the Report this cost (£95) will be deducted from the full purchase price.
PAYMENT Clients are invoiced in the month following delivery. Clients wishing to make payment with order can deduct 5% from the cost of the products ordered. |
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