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Case Study 03
A large multinational manufacturer decided that, in order to increase its market share and bring added value to its shares, it had to reposition itself closer to its end users. While the target market was showing great promise, it was considered to be a transitional or emerging market and suffered various inherent risks and inadequacies. However, after a thorough internal corporate analysis, the company decided that the best way to secure its long-term objectives in the region was to either merge with or acquire another company already established in the market. SAM was contracted to help them realize this decision.
SAM experts met with the company's M & A team, including both internal staff and outside counsel. The first thing that SAM did was to gain a comprehensive understanding of the capabilities, experience, strengths and weaknesses of the company itself in order to determine potential focus points when researching the target market.
Knowledge of the client and its strategic and operational focus and processes helped direct SAM in how we undertook a series of Strategic Research and Analysis (SRA) probes into the market itself, including:
- Competitive Intelligence (the players and competitors, regulators, competitor activities, emerging technologies and general business trends, etc.)
- Market Intelligence (the regulatory environment, bureaucracy, labor pool, sub-contractors, supplies, logistics, life support, other Hidden Risk Factors, etc.)
- Partner Intelligence (cursory profiles of potential partners and/or acquisition targets, covering areas such as key personnel backgrounds, customer base, associations and links to spheres of influence, competing partnerships and conflicts of interest, financials, reputation, etc.)
- Corporate Responsibility Investigation (implicit and other recommended actions that the company should undertake, etc.)
- Simulation / Deal Support (local awareness, hidden risk factors, supplemental services, inadequate support systems, etc.)
- Socio-Political Analysis (corruption, bureaucracy, cultural protocols, extremism, terrorism, nationalism, etc.)
- Threat Analysis (terrorism, extremism, organized crime, hooliganism, predatory bureaucrats, climate, natural and environmental factors, etc.)
- Adversary Group Profiling (competitors, spheres of influence, insider combatants, etc.)
Once SAM completed its Strategic Research and Analysis, it translated the findings into relevant actionable intelligence. The client was able to directly factor the results of the SRA into its strategic thought process. They decided that they were still interested in either merging or acquiring a company in their target market.
As a result, the client further tasked SAM to supplement the due diligence that was performed by the legal and financial members on the M&A team. SAM's Supplemental Due Diligence included:
- Verification of assets and resources, veracity of filed reports, relations with authorities and regulatory bodies, etc.
- A deeper probe of the specific profiles of proposed partners and/or acquisition targets, covering full background checks on key personnel, verification of customer base and client relations, associations and links to spheres of influence, competing partnerships and conflicts of interest, financials, reputation, etc.
In conjunction with the Supplemental Due Diligence, SAM conducted a cursory Threat and Vulnerability Assessment (TVA) to identify any potential threats to the company staff visiting or working in the target market, and review the Company's vulnerabilities to various types of risk. The results of the TVA allowed SAM to perform a more detailed Vulnerability Assessment and Risk Analysis from which SAM recommended countermeasures that would help the client mitigate any risks associated with their presence in the target market.
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