M&A framework
Mergers and acquisitions cases ask whether a client should buy, or merge with, another company. Test the numbers, test how well the two fit, check the facts with due diligence, and plan what happens after signing.
The setup
What a typical prompt looks like
Int
Interviewer“A mid-sized FMCG company is considering acquiring a regional competitor. Advise them on whether to go ahead.”
You
Your moveBefore touching the deal itself, ask five questions to understand both companies and what the client is really after.
Question 1 of 5
What is the client trying to achieve with this deal: growth, a new capability, cost savings or something else?
1
Question 2 of 5
What does the client do today: its business, geographies, value chain and customers?
2
Question 3 of 5
What is the target: its market, share, profitability and competitors?
3
Question 4 of 5
Is it a merger or an acquisition, and is it a full or a partial stake?
4
Question 5 of 5
Has the client done deals like this before, and what are the timeline and budget?
5
01 The big picture
Does the deal create more value than it costs?
Every M&A case comes down to one question: once price, risk and the effort of joining two companies are counted, is the client better off? Four areas answer it.
M&A
M&A
Hard fit
Soft fit
Due diligence
After the deal
The full tree
Everything in one view
Tap any box to light up its path and see what to check there.
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