Introduction:
　　What do you want to achieve or avoid? The answers to this question are objectives. How will you go about achieving your desire results? The answer to this you can call strategy.

　　Managing changing market conditions is never easy, but turmoil also presents unique opportunities to acquire previously unobtainable targets. However, acquirers must understand today's credit limitations, new competition and investment legislation, increasing shareholder activism, and merger and acquisition (M&A) litigation issues.

　　The downturn may present many acquisition opportunities, but which fit best with your long-term business strategy? Leading strategic planners will describe how to develop an effective investment strategy, identify potential targets, and efficiently evaluate opportunities. Through this training you will explore how to identify and assess strategic targets, evaluate investment opportunities, navigate today's deal hurdles, and successfully integrate an acquired business to deliver real results and real value.

　　Topics Will be Covered:
　　▼Corporate development strategy vs. M&A strategy
　　 √Stable development strategy
　　 √Defense strategy
　　 √M&A categories
　　 √Transaction valuation
　　 √M&A Financing methods
　　 √Case studies

　　▼Ensuring the new business conforms to company's objectives
　　 √Differentiating Transaction Success & Deal Success
　　 √Understanding the main factors for value creation
　　 √Reorganizing, reconstructing and adjusting the business system
　　 √Recommendation for PMI (Post Merger Integration) strategy

　　▼Strategic M&A and corporate core competitiveness
　　 √What is the corporate core competitiveness
　　 √Foster and enhance the core competitiveness of the strategic thinking
　　 √Why should we enhance the core competitiveness
　　 √Lacking of the core competitiveness
　　 √Cultivating the core competitiveness through corporate M&A
　　 √Two methods of obtaining the core competitiveness
　　 √Core competitiveness has been the sourcing power of merge activities

　　▼Analyzing the key considerations before entering into cross border M&A
　　 √Defining key factors that play a significant role in M&A flows
　　 √Managing multi- jurisdiction due diligence
　　 √Knowledge of geographic and industrial sectors have proven most attractive and the places future opportunities lie
　　 √Understanding cultural considerations in cross border deals

　　▼Decision making process of strategic M&A
　　 √Characteristics of strategic M&A
　　 √M&A decision making process
　　 √Opportunity analysis stage
　　 √Preliminary analysis stage
　　 √Detailed analysis stage
　　 √Evaluation and decision making stage
　　 √Target selecting

　　▼Understanding the differences between business valuation on local and international M&A transactions and negotiating the best deal
　　 √What are the differences of business valuation when merging or acquiring local companies and international companies?
　　 √Similar area, finance, legal, IP, HR, etc, but with different areas of concerns
　　 √Difference in accounting, legal/IP, labor issues
　　 √Key considerations in evaluating a target company
　　 √Acquirer's business strategy vs. target business
　　 √Products & marketing
　　 √Identify synergy & improvement
　　 √Management team
　　 √Middle management
　　 √Corporate Culture
　　 √Optimizing a valuation----How to reach common understanding of the business valuation and transaction price on both sides of the fence?
　　 √Communication
　　 √Cultural factors
　　 √Trust
　　 √Control misunderstanding and misleading information
　　 √Case studies-Lessons learned

　　▼Examining the synergies after strategic M&A-Case study from listed companies
　　 √Management synergy
　　 √Operating synergy
　　 √Diversification synergy
　　 √Financial and tax synergy
　　 √Intangible assets synergy

　　▼Case Study-Advancing the negotiation and closing the deal
　　 √N(yùn)egotiating tactics: How to position your company from the opening offer to final agreement
　　 √Using due diligence to enhance your advantages
　　 √Understanding the strengths and the weaknesses in the other side's position
　　 √Identifying the key value drivers

　　▼Management Buyout
　　 √The development of MBO
　　 √The purpose of MBO
　　 √The financing method of MBO
　　 √The pricing strategy of MBO
　　 √Case study