On paper, the acquisition looked convincing. Strong revenues, a respected brand, an established customer base and direct access to a market the acquiring company had wanted to enter for years. According to Beyond Borders by Dr Uppiliappan Gopalan, that description fits almost every cross border deal that later runs into serious trouble.
The Difficulty Almost Always Emerges After Signing
Cultural differences affect leadership decisions, key employees begin to leave, systems resist alignment and expected synergies move further away from the projections that justified the price. Financial strength remains important, Dr Gopalan writes, yet the eventual outcome also depends on country environment, regulatory conditions, currency exposure, transaction structure and operational compatibility.
Discipline Across the Whole Decision Chain
A compelling target can still produce a weak transaction when the complete decision chain lacks discipline. Country selection, target assessment, due diligence and valuation must remain connected decisions shaped by the same strategic purpose, not isolated steps ticked off in sequence.
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