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We recently completed a successful acquisition of a consumer electronics manufacturing company. It was a tough job; although the company has been in a harsh situation for the past two years, stakeholders were aware that its on-going projects and products under development had hidden value. Yet, the actual management was incapable of leveraging the intellectual capital and the performance was progressively poorer. The shares’ price fell almost irremediably and the media started voicing of possible winding up of the company. Employees were even more concerned than shareholders and some of them (those in strategic positions) left to join competitors.
It was a good acquisition for a good price, and yet..
At day one, we discovered the poisoned apple; the company was in a much worst situation than we initially thought. equity partners became immediately nervous, as they did not trust the company from the very beginning. Now they have complete evidence of its weakness.There is a lot of wo...
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