The world of mergers and acquisitions (M&A) has gone global. Twenty years ago, much activity was focused on the domestic or local market; now, companies are as likely to be seeking targets far beyond their borders.

The collective Private Equity and Mergers & Acquisitions Practice (PEMA) at Marsh, Mercer and Kroll are pleased to be publishing a global thought-leadership report entitled, M&A Beyond Borders: Opportunities and Risks

The report highlights the Economist Intelligence Unit’s survey results from 670 C-suite/senior executives from organizations around the world about their attitudes to cross-border M&A, and is accompanied by the very best thought leadership from over 25 subject matter experts around the globe across MMC.

The report is a truly global piece and covers attitudes to risk around investing in the geographic regions of Africa, Middle East, Asia-Pacific, Eastern Europe, Western Europe, Latin America and North America.

To receive an excerpt of the report, please send an e-mail to anne.masson@marsh.com

Mergers and acquisitions continue to be popular with business. Yet many high-profile failures illustrate the dangers of an unplanned approach to risk, where managers are prevented from anticipating problems and achieving their original business objectives.

A coherent and co-ordinated methodology for dealing with risk, at any point in the 'deal cycle', is an essential ingredient for success.

Through this, managers can better understand the value of the assets they are buying in the pre-deal phase, have greater success structuring and valuing the deal, and be in a better position to integrate corporate processes and cultures after the deal is completed.

Critical questions you need to consider

• Have you identified a company that you would like to acquire but are facing stiff competition from either trade or financial buyers? How can you win and secure the deal?

• Are you certain that you are paying the 'right price' for the asset?

• Are there any particular liabilities, such as pending litigation or environmental risk, which are proving to be 'deal-breakers'?

• How are the past liabilities of the directors being indemnified? Is the cost being borne by the vendor or purchaser?

• Do your insurance policies cover the risks facing the new entity?

• Have you identified the employee benefits issues of the merged company?