Thinking about making an acquisition or acquisitions?

Do it right, or don't do it at all. A properly conceived and managed acquisition can propel you into a position of leadership in your industry, while an ill-conceived or poorly executed acquisition can leave you in serious difficulty. There is much more to making a successful acquisition than the standard model. An acquisition involves a major strategic development. It requires a solid strategic foundation.

Full Day Acquisition Strategy Planning Workshop

April 22, 2009 - Orlando, Florida
with Robert Bradford

Robert BradfordRobert Bradford is the uniquely creative and insightful CEO of the Center for Simplified Strategic Planning and author of Simplified Strategic Planning. Over the past 20 years, Robert has worked with hundreds of companies by stimulating great strategic thinking. A nationally acclaimed speaker, Robert's seminars are engaging, full of great tips and entertainment and build on years of real-world strategic decisions. Seminar participants describe him as brilliant, funny and thought provoking.

You're looking to acquire another company - congratulations! But remember - making no acquisition is still far better than making a bad acquisition.

When you start looking to do acquisitions, it's a lot easier to get people to tell you to say "yes" than to say "no". But sometimes, NO is the right answer! In this workshop, Robert will cover tools for spotting poor strategic and cultural fit, as well as the basic economics of bad acquisitions. Robert will also cover the most common warning signs of a poor acquisition target - and how to spot them BEFORE you make an offer!

If you are thinking of acquiring another company, this workshop could be worth MILLIONS to you. Invest a day of your time to learn some tools that could save you from painful mistakes!

Acquisitions can be a powerful tool for building the strategic resources of your business - but they are also a source of great peril. A well-managed acquisition can propel you into a position of leadership in your industry, while a poorly executed acquisition can leave you in serious difficultly. The fact is, most acquisitions end badly.

If you are considering an acquisition to help grow your business, it would be well worth your while to learn the things that "experts" in banks and accounting firms won't tell you. You see, most players in the mergers and acquisitions market only make money when you make a deal - and the easier the deal, the better - for them. For your company, however, the BEST deal might not be any deal...and it might be NO deal - or it might not be the easiest deal. The key to making this work is knowing -

  1. When to pursue acquisitions
  2. When NOT to acquire
  3. Whom you should be targeting - and not
  4. How you will integrate the acquired company AFTER the banks and advisors have made their money and gone home

The Center for Simplified Strategic Planning has compiled important information about how to do a better job at acquisitions both BEFORE and AFTER the deal makers get involved, based on our involvement with client acquisitions over the past 25 years. If you are considering a strategy of growth by acquisition, you owe it to yourself and your company to attend this one-of-a-kind workshop about how to avoid being an acquisition statistic.

Strategic Acquisition Planning

  1. Does an acquisition make sense?
    1. Answers the question - when should we think about acquisitions?
    2. How core strategy should drive acquisitions
    3. Evaluating your acquisition-readiness
  2. Who should we acquire?
    1. Answers the question - what kinds of targets should we consider?
    2. How do we find our targets?
    3. How to pre-evaluate targets
  3. Who should we NOT acquire?
    1. What targets look good - but are not?
    2. What are warning signs for a bad acquisition?
    3. How to decide if you can fix a poor acquisition target
  4. The acquisition team
    1. Who needs to do what when we start down the acquisition path?
    2. How much time should the team expect to spend on the acquisition?
  5. Strategic acquisition valuation
    1. How do we figure out what a company is worth to us?
    2. Validating your assumptions about the acquisition
    3. How to put a value on intangibles
  6. Deciding not to acquire
    1. What kinds of things should make us pull the plug in due diligence?
    2. How do we gracefully exit when we decide to stop?
  7. Acquisition courtship
    1. What are the key activities that will make the acquisition work in the courtship phase?
    2. Messages you should - and should NOT send
  8. We've made the acquisition - now what?
    1. What steps should we take once we have done the deal to make the acquisition work well?
    2. How to get everyone thinking "us" instead of "you"
    3. The most common kinks in the process AFTER the acquisition - and how to work through them
  9. Getting the most out of the acquisition
    1. How do the best acquisitions work, in the first year?
    2. Critical steps taken by the most successful acquisitions
    3. Making your assumptions turn into reality
  10. Making the acquisition work long-term

The hours are 8:00am to 5:00 pm with an hour off for lunch.

Your complete satisfaction is guaranteed. No catch - if you are not totally satisfied we will refund your entire fee.

Because registration is limited, there will be no registration without payment and there will be no refund for non-attendance.

Registration Form

If you have registration questions, please call 734-665-2971

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Yes, please register me/us for the Full Day Acquisition Planning Workshop at $995 per person.

In-house Acquisition Planning Workshops with Robert Bradford are available for $6,000. Call Robert at 734-665-2971 to discuss this option.

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