Transaction negotiations today are aggressive, competitive, predatorial, and generally manifest as winner-take-all outcomes. Under these circumstances, dismissing and/or relegating the posture and standing of key intangible assets to mere hope and trust is fiduciarily suspect at best.
Mergers and Acquisitions
Any company initiating, or even contemplating, a M&A (merger or acquisition) would be well served if a ‘company culture assessment’ was included in their due diligence strategy!
I am inclined to characterize ‘multipliers’ as originating in distinctive/competitive knowhow and/or thinking.
When decision makers attach undue expediency to transaction execution absent thorough due diligence makes deals susceptible to intangible asset hemorrhaging!
Research consistently paints a convincing picture that if and/or when a merger, acquisition, or other type of transaction ‘goes south’, the problem and/or challenge will likely originate in intangible assets which is why a transaction (asset) impact analysis is necessary.
It’s important to recognize that merely because a deal or transaction has progressed to the due diligence stage, there is absolutely no guarantee the projected values, synergies, and competitive advantages the targeted intangible assets are projected to bring will sustain those projections.