The upside of an M&A transaction is tremendous, but the strategy must be sound – from idea generation to deal close and beyond. Marsh McLennan has deep expertise across all stages of the lifecycle. We specialize in building and executing the strategy, defining and managing risks, and implementing a plan to optimize the most vital deal value-driver: its people.
M&A Advisory Perspectives
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Read morePerspective Why Cyber Risk Should be Quantified in M&A Transactions More and more dealmakers consider cyber risk during their due diligence processes. Yet there is often a lack of insight into the potential financial impact of acquiring an asset that may have previously suffered a cyber-attack/incident, or could suffer one. -
Read morePerspective Transactional Risk Insurance 2019: Year in Review The value of global mergers and acquisitions (M&A) in 2019 was roughly US$3.3 trillion across 19,322 deals, down 6.9% from 2018 -
Read moreJournal 2020 M&A Handbook A selection of perspectives from our businesses offering insights from their work helping to navigate through M&A activities. -
Read morePerspective What Half A Decade of Data Tells Us About The Rising Need for W&I Coverage Deep Dive: W&I Insurance Claims Trends in Asia -
Read morePerspective How Traditional Financial Services Players can Evolve and Thrive “Super apps” such as Grab and Go-Jek have risen in Southeast Asia, and we can expect some of these to dominate their markets over the next couple of years. The apps use a flywheel approach, starting with a core business proposition and expanding into ancillary and complementary services, both financial and non-financial. -
Read morePerspective Warranty and Indemnity Insurance in Distressed Sales In an environment where distressed sellers want to close the transaction quickly, buyers may have heightened concerns regarding its ability to obtain sufficient recourse against the distressed seller for a breach of a warranty or an indemnity claim under the acquisition agreement (Agreement).. -
Read morePerspective Social Listening: The Revolution in Understanding What Your Customers Want New techniques better capture consumer intelligence in real time. -
Read morePerspective Emerge Stronger From A Crisis Five Near-Term Moves to Accelerate Growth -
Read morePerspective Making Good Decisions in Bad Times Critical Capabilities For Effective Liquidity Management During COVID 19 -
Read morePerspective COVID-19: What are the impacts on M&A activity As confirmed cases of COVID-19 continue to escalate around the world, so too does the economic impact. Worldwide, we have seen the rapid developments in the disease cause a significant decline on global share markets and businesses of all different sizes being forced to shut their doors, contributing to a rising unemployment rate. -
Read morePerspective Emerge Stronger From A Crisis, Part 2 Exploring the practical applications of our near-term growth plays -
Read morePerspective How Brand Paves the Way to Merger Success In a merger, chief executive officers and leadership teams are confronted with countless decisions and challenges. The checklist overflows with operational issues pertaining to cost rationalization and integration of finance, tax, HR and IT functions. -
Read morePerspective Supply-chain Optimization: Levers for Rapid EBITDA Supply chains are at the core of moving physical goods within and between companies. Yet, across industries they often represent one of the largest unaddressed cost blocks, where operational efficiencies are not targeted in a systematic way. That’s because most supply chains are not considered a source of value creation and differentiating advantage, but rather as an execution element. Furthermore, they are inherently complex —a melting pot of operational constraints that have developed organically over time. This often leaves significant untapped EBITDA and cash-flow potential for most companies moving physical goods as well as providing services. Depending on the industry, supply-chain costs range from 10 percent to more than 20 percent of revenues (see Exhibit 1). Mid-sized companies ($0.5-$5B revenue) often overlook these costs, and larger companies ($5B+ revenue) have highly complex operations. In either situation, focused supply-chain optimization can reduce costs by up to 25 percent, more than double what you can expect from most other operational improvement initiatives. -
Read morePerspective The Great Coronavirus Restructuring An opportunity to reinvent -
Read morePerspective As M&A Strategy is Reshaped, Unlocking Deal Value Depends on Retaining and Motivating Talent -
Read morePerspective Talent Assessment in M&A Talent decisions often involve more complexity than other integration decisions (e.g., products, markets, customers) yet may be made with less rigor, discipline, and data. For M&A leaders to be successful, they need to “raise their game” in talent assessment.