Certified Merger and Acquisition Analyst Brochure
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Certified Merger and Acquisition Analyst Brochure

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Vskills Certified Merger and Acquisition Analyst

Vskills Certified Merger and Acquisition Analyst

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    Certified Merger and Acquisition Analyst Brochure Certified Merger and Acquisition Analyst Brochure Document Transcript

    • Certified Merger and AcquisitionAnalystVS-1005
    • Certified Merger and Acquisition Analystwww.vskills.inCertifiedCertifiedCertifiedCertified Merger and AcquisitionMerger and AcquisitionMerger and AcquisitionMerger and Acquisition AnalystAnalystAnalystAnalystCertification CodeCertification CodeCertification CodeCertification Code VSVSVSVS----1010101000005555Vskills certification in Merger and Acquisitions provides a brief overview of the techniquesand practice involved in the process of merger and acquisitions. The purpose of the courseis to bring about an understanding of how mergers and acquisitions work. The certificationasses the candidates on the basis of the rationale to select acquisition targets, valuation andcapability to handle complex process such as identifying acquisition strategies, closing thedeal and thinking through integration issues etc. Practicing mergers and acquisitionsrequires a strong proficiency in accounting, finance and business acumen.Why should one take this certification?Why should one take this certification?Why should one take this certification?Why should one take this certification?The certification exam helps working professionals in improving skills and getting betterequipped for the job or for the purpose of proving the employer that you posses the skillsrequired to perform the task. The certification helps build your CV and acts as anadditional qualification that significantly improves your chances of getting the desired role.Who will benefit from taking this certification?Who will benefit from taking this certification?Who will benefit from taking this certification?Who will benefit from taking this certification?Job seekers looking to find employment in the field of M&A of various companies,students generally wanting to improve their skill set and make their CV stronger andexisting employees looking for a better role by proving their employers the value of theirskills through this certification.Test Details:Test Details:Test Details:Test Details:• Duration:Duration:Duration:Duration: 60 minutes• No. of questions:No. of questions:No. of questions:No. of questions: 50• Maximum marks:Maximum marks:Maximum marks:Maximum marks: 50, Passing marks: 25 (50%); There is no negative marking inthis module.Fee Structure:Fee Structure:Fee Structure:Fee Structure:Rs. 3,000/- (Includes all taxes)
    • Certified Merger and Acquisition Analystwww.vskills.inCompanies that hireCompanies that hireCompanies that hireCompanies that hire VskillsVskillsVskillsVskills Merger and AcquisitionMerger and AcquisitionMerger and AcquisitionMerger and Acquisition AnalystAnalystAnalystAnalystVskills Certified Merger and Acquisition Analyst might find employment in all kind ofcompanies, big or small, playing important roles in providing strategic and operationalguidance. The certified candidates may get hired as consultants to companies or investmentbanks to acts as intermediary to broker a deal or serve as an advisor either to the acquireror the target company, and may also help in financing a deal.
    • Certified Merger and Acquisition Analystwww.vskills.inTable of ContentIntroduction to M & AIntroduction to M & AIntroduction to M & AIntroduction to M & A1.1 Understanding Key terms1.2 Motivation behind M&A1.3 Fundamental of M&A1.4 Types of M&A Deals1.5 Stages in M&A1.6 Challenges of M&A dealsSeller’s perspectiveSeller’s perspectiveSeller’s perspectiveSeller’s perspective1.7 Selling Process and Decision Path1.8 Preparing for sale1.9 Preparation mistakes1.10 Understanding seller’s objective1.11 Post closing plansBuyer’s perspectiveBuyer’s perspectiveBuyer’s perspectiveBuyer’s perspective1.12 Building the team1.13 Designing acquisition plan1.14 Approaching for sale1.15 Dealing with the sellerCorporate RestructuringCorporate RestructuringCorporate RestructuringCorporate Restructuring1.16 Meaning and Scope of restructuring1.17 Modes of corporate restructuring1.18 Planning, formulation and execution of corporate restructuring strategiesManagementManagementManagementManagement ProcessProcessProcessProcess1.19 Risk Management1.20 Assumption Management1.21 Dependency Management1.22 Quality Management1.23 Cost Management1.24 Stakeholder Management1.25 Communications Management1.26 Issue ManagementLegal RegulationsLegal RegulationsLegal RegulationsLegal Regulations1.27 Companies Act, 1956
    • Certified Merger and Acquisition Analystwww.vskills.in1.28 Competition Act, 20021.29 Foreign Exchange Management Act, 19991.30 SEBI Takeover Code, 19941.31 Indian Income Tax Act, 19611.32 SEBI (Buy-back of Securities) Regulations, 19981.33 SEBI (Substantial Acquisition of Shares and Takeovers) Regulations, 19971.34 SEBI (Delisting of Securities) Guidelines, 2003Cross Border mergers and acquisitionCross Border mergers and acquisitionCross Border mergers and acquisitionCross Border mergers and acquisition1.35 Trends and Pattern1.36 Reasons for Cross border deals1.37 Intensity of cross border deals1.38 Value involvement and route of acquisition1.39 Inbound and Outbound Cross Border M&ACorporate demerger and reverse mergerCorporate demerger and reverse mergerCorporate demerger and reverse mergerCorporate demerger and reverse merger1.40 Concept and modes of demerger1.41 Demerger and voluntary winding up1.42 Procedural aspects of reverse merger1.43 Tax aspects and relief’s policiesDue diligenceDue diligenceDue diligenceDue diligence1.44 Process and organization for due diligence1.45 Types of Due diligencePricing and ValuationPricing and ValuationPricing and ValuationPricing and Valuation1.46 Key concepts of pricing1.47 Valuation overview1.48 Factors influencing valuation1.49 Methods of valuation1.50 Challenges in valuationFunding MergeFunding MergeFunding MergeFunding Mergers and Takeoversrs and Takeoversrs and Takeoversrs and Takeovers1.51 Financial alternatives1.52 Funding through financial instruments1.53 Funding through Financial institutionsNegotiation and BiddingNegotiation and BiddingNegotiation and BiddingNegotiation and Bidding1.54 Takeover strategies1.55 Styles of negotiation1.56 Negotiation Process1.57 Resistance strategiesPost Merger IntegrationPost Merger IntegrationPost Merger IntegrationPost Merger Integration1.58 Change Management1.59 Integration Planning
    • Certified Merger and Acquisition Analystwww.vskills.in1.60 Integration SuccessPost Acquisition ReviewPost Acquisition ReviewPost Acquisition ReviewPost Acquisition Review1.61 Team Review1.62 Post-deal audits1.63 Role of advisorsPost closing issuePost closing issuePost closing issuePost closing issue1.64 Staffing issues1.65 Corporate culture1.66 Corporate Identity1.67 Postmerger key lessons
    • Certified Merger and Acquisition Analystwww.vskills.inCourse OutlineCourse OutlineCourse OutlineCourse OutlineIntroduction to MIntroduction to MIntroduction to MIntroduction to M & A& A& A& AExplains the motivation behind mergers and acquisitionExplains the cyclic nature of mergers and acquisitionsDiscusses the fundamentals of M&A deals in terms of volumes and valueExplains the motivation behind M&ABriefly describe the stages involved in M&A dealsDiscusses the different categories of M&A deals such as horizontal, vertical andconglomerate mergersExplains the challenges faced in M&A dealsExplains the rationale and objectives of M&A deal from the shareholder’s andmanagerial perspectiveSeller’s perspectiveSeller’s perspectiveSeller’s perspectiveSeller’s perspectiveExplains the common reasons for selling a companyExplains the process involved in selling and decision PathIllustrates the necessary steps involved in sale such as selecting seller’s team,preparing the plan of action, understanding market dynamics and valuation,generating a target list, conducting legal audits, identifying marketing strategies toattract prospective buyer and managing the processIllustrate common preparation mistakesExplains the importance of deal terms and terms that fits the sellers objectiveExplains plans and strategies post closingBuyer’s perspectiveBuyer’s perspectiveBuyer’s perspectiveBuyer’s perspectiveExplains the steps in assembling the team such as lawyers, external auditors,valuation experts etc for external activities and finance, operations, sales andmarketing team for internal activitiesIllustrates the process involved in designing the acquisition plan such as identifyingthe objective, outlining the plan etcExplains the process involved when approaching for saleExplains procedure to deal with the seller’s management teamCorporate RestructuringCorporate RestructuringCorporate RestructuringCorporate RestructuringIllustrates about the meaning and scope of restructuringExplains the modes of corporate restructuringExplains the steps involved in planning, formulation and execution of corporaterestructuring strategies
    • Certified Merger and Acquisition Analystwww.vskills.inManagement ProcessManagement ProcessManagement ProcessManagement ProcessExplains the types of risk, need of identifying risks, relative significance and processinvolved in mitigating riskExplains the process involved in risk management such as understanding thedeterminants of risk behaviorExplains the purpose of assumption management and stage involved such asdefinition, verification and closure stageExplains the purpose of dependency management and stage involved such asdefinition, delivery, verification and closure stageExplains the quality management process such as conducting quality reviews anddeliverables reviewExplains the process of cost management involving tracking and reviewing actualcost, cost variation, analyzing overall performance and reconciliation of thedifferenceDescribes the process involved in managing the resources taking into accountrequired skills, supply, availability and costDescribes the steps involves in stakeholder management such as identifying allstakeholders, constraints imposed and understanding priorities of the stakeholderExplains the steps involved in communications management such ascommunication planning, information distribution and marinating performancereportsDescribes the issue management process and stages involvedLegal RegulationsLegal RegulationsLegal RegulationsLegal RegulationsCompanies Act, 1956Competition Act, 2002Foreign Exchange Management Act, 1999SEBI Takeover Code, 1994Indian Income Tax Act, 1961SEBI (Buy-back of Securities) Regulations, 1998SEBI (Substantial Acquisition of Shares and Takeovers) Regulations, 1997Securities and Exchange Board of India (Delisting of Securities) Guidelines, 2003Cross Border mergers and acquisitionCross Border mergers and acquisitionCross Border mergers and acquisitionCross Border mergers and acquisitionExplains the key drivers for cross border merger and acquisitionsExplains the trends and pattern of cross border merger and acquisitionIllustrates the intensity of cross border dealsExplains the value involvement and route of acquisitionExplains inbound and outbound cross Border M&ACorporate demerger and reverse mergerCorporate demerger and reverse mergerCorporate demerger and reverse mergerCorporate demerger and reverse mergerExplains the concept and modes of demergerExplains the reasons for Demerger and voluntary winding upIllustrates the procedural aspects of reverse mergerExplains tax aspects and relief’s policies
    • Certified Merger and Acquisition Analystwww.vskills.inDue diligenceDue diligenceDue diligenceDue diligenceExplains the key factor and process involved in conducting informative duediligenceExplains different types of due diligence information such as internal and externalinformationExplains the importance and process to conduct financial due diligence with a viewto obtain the previous profits of the company to canvas the financial futuresDescribes the process of legal due diligence which involves scrutinizing corporate ,financial, management and employment mattersIllustrates the use of business intelligence techniques in the process of commercialdue diligence to obtain qualitative insightExplains the process of management due diligence involving the practice foracquirers to investigate to evaluate performances and to ensure the compatibilitybetween the managements of the acquirer and target companyExplains the need and requirement of ethical due diligence to determine theengagement of management in unethical professional actsValuationValuationValuationValuation and Pricingand Pricingand Pricingand PricingExplains the key concepts and lessons of pricingProvides an overview of valuationExplains the basic methods of valuation such as comparable company andcomparable transaction analysis, asset valuation, and discounted cash flow (DCF)valuationIllustrates the challenges in valuation such as valuating small companies etcFunding Mergers and TakeoversFunding Mergers and TakeoversFunding Mergers and TakeoversFunding Mergers and TakeoversIllustrates different financial alternatives for debt-financing including asset basedlending, cash flow financing and equity financingNegotiation and BiddingNegotiation and BiddingNegotiation and BiddingNegotiation and BiddingDescribes the different takeover strategies such as toeholds, casual pass, bear hugs,tender offers, freeze out, fairness opinionExplains the process of negotiation involving identification of the starting point,resistance point, finding the agreement and determining best solutions for bothpartiesExplains the two styles of negotiation - Hard and Soft negotiationIllustrates the different strategies used for resisting hard line attackPost Merger IntegrationPost Merger IntegrationPost Merger IntegrationPost Merger IntegrationExplains the change management process for the acquirerDescribes the process of integration planning to mitigate cost involving high levelmerger planning, initial organization merger planning, post-deal integration andpsychological integrationExplains the key feature to integration success such as communication, leadership,client nurturing etc
    • Certified Merger and Acquisition Analystwww.vskills.inPost Acquisition ReviewPost Acquisition ReviewPost Acquisition ReviewPost Acquisition ReviewExplains the importance of post-deal review and the process therein which involvesreviewing strategies, analyzing the deal process and conducting post-deal auditsExplains the role of advisorsPost Closing IssuesPost Closing IssuesPost Closing IssuesPost Closing IssuesIllustrates staffing level and human resources related issuesIllustrates problems related to attitude and corporate cultureExplains the issues related to corporate identity and legal issuesExplains key lessons postmerger
    • Certified Merger and Acquisition Analystwww.vskills.inSample QuestionsSample QuestionsSample QuestionsSample Questions1.1.1.1. The restructuring of a corporation should be undertaken ifThe restructuring of a corporation should be undertaken ifThe restructuring of a corporation should be undertaken ifThe restructuring of a corporation should be undertaken if ______________.______________.______________.______________.A. the restructuring can prevent an unwanted takeoverB. the restructuring is expected to create value for shareholdersC. the restructuring is expected to increase the firms revenueD. the interests of bondholders are not negatively affected2.2.2.2. By using a __________By using a __________By using a __________By using a __________________, the firm can independently control consid, the firm can independently control consid, the firm can independently control consid, the firm can independently control considerableerableerableerableassets with a very limited amount of equity.assets with a very limited amount of equity.assets with a very limited amount of equity.assets with a very limited amount of equity.A. joint ventureB. leveraged buyout (LBO)C. spin-offD. consolidation3333.... A bidder that offers a higher price to the first fixed quantity of shares tenderedA bidder that offers a higher price to the first fixed quantity of shares tenderedA bidder that offers a higher price to the first fixed quantity of shares tenderedA bidder that offers a higher price to the first fixed quantity of shares tenderedand a lower second price for all remaining shaand a lower second price for all remaining shaand a lower second price for all remaining shaand a lower second price for all remaining shares is engaging in __________.res is engaging in __________.res is engaging in __________.res is engaging in __________.A. a strategic acquisitionB. a financial acquisitionC. a two-tier tender offerD. shark repellent4.4.4.4. A firm can acquire another firm __________.A firm can acquire another firm __________.A firm can acquire another firm __________.A firm can acquire another firm __________.A. only by purchasing the assets of the target firmB. only by purchasing the common stock of the target firmC. by either purchasing the assets or the common equity of the target firmD. None of the above are methods of acquiring the target firm5.5.5.5. How should a successful acquisition be evaluated in the longHow should a successful acquisition be evaluated in the longHow should a successful acquisition be evaluated in the longHow should a successful acquisition be evaluated in the long----run?run?run?run?A. The acquisition is successful if the acquirer is able to increase its earnings per share(EPS), relative to what it would have been without the acquisitionB. The acquisition is successful if the acquirer is able to reduce its debt-to-total asset ratio,and hence risk, relative to what it would have been withoutC. The acquisition is successful if the acquirer is able to diversify its asset base and reduceits overall riskD. The acquisition is successful if the market price of the acquirers stock increases overwhat it would have been without the acquisitionAnswers: 1 (B), 2 (B), 3 (C), 4 (C), 5 (A)