One of the pivotal decisions in a company’s cycle is to carry out its first acquisition. The primary prerequisite for this to be successfully executed and completed is that there is a business rational reason for that decision – it can be market expansion, either geographically or by increasing the customer base, gaining a competitive advantage by eliminating competition or through vertical integration, diversifying the offering, reducing costs, or simply providing a good opportunity for acquisition. Every mergers and acquisitions (M&A) advisor will emphasize that, above all, a company that sees its growth strategy in acquisitions must know exactly and precisely what it wants to achieve with them. Therefore, we have dedicated this week’s topic to successful acquisition.
Few who responded to Lider’s inquiry claim that they are either already oriented towards the EU market or that they will relocate their operations to Europe or some third country to mitigate or nullify the effect of American tariffs and countermeasures. In short, the impression is that they are prepared, as much as one can be, for the Trump tariff carousel, so we write about tariffs in the current topic of the new issue.
Owners often identify the company with themselves as it is a large part of their identity, who they are, and what their mission in the world is. After all, that is why they have invested so much in it. Once they relinquish management of the company, they feel lost, so they find reasons to return ‘without anyone calling them back’. In the new issue, we have therefore dedicated several pages to returning entrepreneurs.
