Improvements in technology force businesses to consider new approaches much more quickly when they want to remain competitive (Day, Schoemaker & Gunther, 2004). Again, setting expectations ahead of time and good project management may minimize the instances and effect of last minute changes. Explain in the very beginning, and remind clients regularly, that last minute changes cannot be quickly accommodated and will negatively impact your own team’s ability to get the project carried out on time and provide the insights they have to make decisions.
These results demonstrate that both buyers plus sellers understand that the business value of a strong is predicated upon the goodwill of the client base; the responses reveal the importance of retaining clients through clear client communications and continued rely on. And one thing’s for certain: client commitment is put to the test during a good M&A transaction. Thus, an functional strategy that places the client encounter front and center is vital with regard to post-M&A success.
At the same time, the seller could provide access to new technology as part of the incentive for your deal. Given today’s seller’s marketplace, larger advisors who have successfully automatic their operations would almost certainly become more attractive to buyers. Professional buyers plus consolidators that either fund or even offer automated solutions stand in order to differentiate themselves, in fact , per Deloitte’s M&A Trends Report 2018, purchase of technology assets now ranks because the number one strategic driver of deal-making. A separate survey from Ernst and Young found that 38 % of corporate acquirers and twenty two percent of private equity professionals positioned a significant emphasis on IT as part of their particular approach to transactions.
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