We attend the AM&AA (Alliance of Merger & Acquisition Advisors) annual conference. These conferences brought 500+ lower middle market M&A professionals (Investment bankers, Private Equity Groups, Accountants, Lawyers and other transactional professionals). AM&AA members represent sellers and buyers of businesses ranging from $5 to $500 million in transaction value. We met in person Private Equity Groups and Family Offices that are actively seeking equity investment opportunities in Canada. The AM&AA conference provides us with a network of knowledgeable professionals with whom we can share information, resources, and deals
Business strategy mandates at Devcas revolve mainly around strategic planning exercises, organizing and leading business retreats, and coaching on specific strategic issues.
Business strategy mandates are increasingly likely to be an integral part of merger & acquisition mandates. In fact, they may take place either before the merger & acquisition process (strategic planning) or, in a more restricted form, during the merger and acquisition process (coaching on a specific strategic issue, such as a business development plan for a particular market).
Devcas’s strength lies in our ability to design, develop and implement effective, practical business strategies that promote organizational growth and longevity. Our approach elicits the full participation of all the managers in your organization. This participatory approach facilitates the development of constructive and timely responses to the challenges your company is facing and creates optimal conditions for the implementation of the strategies identified
Effective and timely solutions
Congratulations! You have just acquired your main competitor: what a brilliant move! You are now a leader in your market. The only problem is that your financial structure is now less solid. Plus, you need to integrate your competitor into your company quickly and efficiently. What should you do? The following is an overview of a proven integration process.
For many small and medium-sized businesses, strategic planning is somewhat of an obscure process. Who should be involved? How is the process initiated? Where does operational planning end and strategic planning begin? What is the scope and timeframe for the process? Should everything be brought into question?