The purpose of these initial discussions is to obtain as much information as possible and to assess the potential transaction. At this point, the companies usually enter into an NDA or confidentiality agreement, as normally confidential information is exchanged in order to advance the discussions.
For those opportunities that seem to be feasible, a preliminary request is address the company for additional information. This additional information should be used to further evaluate the potential acquisition. Normally, the financial statements are examined without prejudice to others.
First offer, normally non-binding but usually setting out the guidelines for the transaction. Once the initial offer is submitted, the companies start the negotiations in a more detailed manner. Your Privacy Rights. To change or withdraw your consent choices for Investopedia.
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I Accept Show Purposes. Your Money. Personal Finance. Your Practice. Popular Courses. Compare Accounts. The offers that appear in this table are from partnerships from which Investopedia receives compensation. This compensation may impact how and where listings appear. Investopedia does not include all offers available in the marketplace.
Related Articles. Career Advice Acquire a Career in Mergers. Partner Links. Friendly Takeover Definition A friendly takeover occurs when a target company's management and board of directors agree to a merger or acquisition proposal by another company. Richard D. His focus is on Internet, digital media, and software companies, and he was the founder of several Internet companies.
Richard is the author of several books on startups and entrepreneurship as well as the co-author of Poker for Dummies and a Wall Street Journal-bestselling book on small business. He can be reached through LinkedIn. David A. He is a member of the Board of Directors of the Giffords Law Center to Prevent Gun Violence and has served on additional educational and charitable boards. Richard V. He has over 35 years of experience in the areas of mergers and acquisitions, securities law, and corporate law.
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Perhaps even more important, he picked up new interpersonal skills as a result of being paired with a co-integration manager who was in many ways his opposite: a Latina HR director from the other company. But as the two got to know each other and scored some early wins helping struggling transition teams, they began to see their differences as complementary. Richards became more comfortable guiding instead of controlling.
He interacted with all parts of the business and with a wide range of people. Depending on your situation, discussing it with your supervisor might not be the best approach. When companies are in the midst of mergers, some bosses are consumed with their own survival and not inclined to help subordinates.
If you have had a good relationship with your boss and feel that he or she is more likely to support than impede your participation, by all means start a conversation. Otherwise, seek out a trusted colleague in HR or another staff function close to headquarters, talk to current members of the transition teams, or consult the integration manager. If the CEO or another senior executive is making an integration-related road show stop at your location, raise your hand after the speech and ask how to participate.
Better yet, walk right up to the person as the meeting adjourns. No matter whom you approach, sell them on how you can contribute. You have 1 free article s left this month. You are reading your last free article for this month. Subscribe for unlimited access.
Create an account to read 2 more. Mergers and acquisitions. Robert Samuel Hanson. A version of this article appeared in the March—April issue pp. Read more on Mergers and acquisitions or related topics Career transitions and Stress management.
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