M&A Advanced
Develop a rigorous deal lens: tell revenue synergies from cost synergies, test whether they are credible, turn deal data into implications for the decision, and know which organizational levers make or break an integration. Then apply it to three contested acquisition cases, one intermediate and two advanced.
Built for candidates preparing for the final round. Develop a rigorous deal lens: tell revenue synergies from cost synergies, test whether they are credible, turn deal data into implications for the decision, and know which organizational levers make or break an integration. Then apply it to three contested acquisition cases, one intermediate and two advanced.
Concept steps are short reads you mark as read. Case steps are scored case interviews - only the cases count toward your readiness.
- Concept13 MINSynergies: Revenue vs Cost
Most deal cases turn on synergies. Learn why cost synergies are usually more bankable than revenue synergies, and how to test both.
- Concept8 MINImplication vs Observation
Deal data only matters for what it means for the decision. Practise saying "so what" for every number you read.
- CaseApex Software - M&A
An intermediate acquisition case. Separate the stand-alone value of the target from what the deal adds, then decide.
- Concept12 MINMcKinsey 7S
Value is won or lost after the deal closes. Use the 7S lens to name the integration risks that a spreadsheet misses.
- CaseSterling Aero - M&A
An advanced acquisition case. Weigh every source of value, decide which you would underwrite, and defend the recommendation.
- CaseCascade Works - M&A
A second advanced acquisition case in a different industry, to check the deal lens transfers rather than the answer.