Buy a business

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View > Best tactic; intervention, integration?: Tuesday, 24 June 2008 Taking on a business could be viewed as buying modular furniture. You can rearrange the seating configuration until you are comfortable. TOM McKASKILL

View > Bargain! But will it float?: Tuesday, 10 June 2008 When buying a business, it can be a good idea to have a bale-out plan – just in case. By TOM McKASKILL

View > Use benchmarking to check the upside: Tuesday, 27 May 2008 When we buy a business we not only want to know what we are getting, but we want to know what we can do with it – that is, what potential it has. By TOM McKASKILL

View > Buying a turnaround? Have the right game plan to implement critical changes: Tuesday, 13 May 2008 Often, inherent capacities or capabilities just need fertile ground to flourish. Targeting a business that offers just that is a skill every acquirer needs to learn. By TOM McKASKILL

View > Stripping out assets for growth: Tuesday, 29 April 2008 Just because you buy it as part of a bigger deal doesn’t mean you are lumbered with an asset that has no place in your business plan. Taking the knife to non-core assets can be a boost. By TOM McKASKILL

View > Well enough? Leave alone: Tuesday, 15 April 2008 Change for change’s sake can be anathema to good business, especially when the business acquired is in good enough shape to be worth buying anyway. By TOM McKASKILL

View > Don’t take on more than you can handle: Tuesday, 1 April 2008 Buying a business can be a tempting day-dream, but be realistic if you want to stop it turning into a nightmare. By TOM McKASKILL

View > Buy a business: Do you have what it takes?: Tuesday, 18 March 2008 A key part of buying any business, and one that is frequently overlooked, is to determine if you have what it takes to make a successful acquisition. By TOM McKASKILL.

View > Successful acquisitions: A boost to your core activity: Tuesday, 26 February 2008 Acquiring a business, by whichever means, is more likely to be a success if the new enterprise can be tied to your primary business’s core strategy. By TOM McKASKILL.

View > Unlock your value, and find what you can offer: Tuesday, 12 February 2008 Acquisitions do not always have to involve an act of takeover, or even the usual concept of merging operations. A tailored approach can lead to lower risk, and higher growth. By TOM McKASKILL.

View > A smart buying plan has no place for ego: Tuesday, 29 January 2008 There are far too many instances of companies buying out another business more on the decision of an inflated ego than on the strength of investment credentials. By TOM McKASKILL.

View > Make your acquisitions matter: Tuesday, 15 January 2008 Don’t let a poor evaluation of benefits make your next acquisition a flavourless fizzer. By TOM McKASKILL.

View > The culture shock of mergers: Tuesday, 11 December 2007 A lot of the literature you will read about ‘cultural fit’ seems far removed from the realities of company mergers and acquisitions. Managing change is often a case-by-case skill. By TOM McKASKILL.

View > Failure rates are high, so test the water: Tuesday, 27 November 2007 Buying a business can be highly disruptive to both the acquirer and the business being purchased – no wonder few companies get through it unscathed. Here are some survival tips. By TOM McKASKILL.

View > Every acquisition should be strategic: Tuesday, 13 November 2007 Buying a business ‘on the side’ will get similar sideline support; marginal at best, neglectful at worst. Consider the purchase in your long-term strategy to make it successful. By TOM McKASKILL.

View > Break out of growth constraints: Tuesday, 23 October 2007 There are several good reasons to buy a business – even if you already have one. By TOM McKASKILL.

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