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Maximizing Value Through Mergers & Acquisitions @ Kuala Lumpur


Maximizing Value Through Mergers & Acquisitions @ Kuala Lumpur
Maximizing Value Through Mergers & Acquisitions @ Kuala Lumpur
20 February 2019 - 21 February 2019
5 Star Hotel - To Be Announced (Malaysia) - Kuala Lumpur
In House Training , Management , Logistics Procurement and Supply Chain , Legal , Finance , Corporate Training


A Merger & Acquisitions Professional with over 29 Years Experience
Author of Mergers & Acquisitions for Dummies (Amazon 4.6 Stars)
Expert Speaker at Harvard Business School


Bill Snow is a M & A professional, author and speaker with over 29 years’ experience
The Managing Director of Jordan, Knauff & Company
Former Managing Director at Cambridge Partners & Associates and Kinsella Group Inc.

Author of Amazon Bestselling BooksMergers & Acquisitions For Dummies, Networking is a Curable Condition, Venture Capital 101



“I learnt that we need to be flexible when partaking in negotiations. We also need to have personal touches, not be too rigid and understand our clients’ needs. As I am involved in acquiring and selling of companies, the course definitely serves its purpose. I would recommend the course to others as it is an eye opener for those who want to learn about the M&A process. Bill is very professional and experienced. He was able to share with us practical, real-life experiences. Kexxel Group’s staff present at the event were friendly and this is good as we cannot see something like this at other trainings.”
Debbie Cindy Munting – Associate Director, Corporate Development, Axiata Digital Services

“Bill is simply brilliant. He was like Master Yoda trying to explain things ala Russell Peters. The overall concept of M&A was well captured. I am impressed as the event was well structured.”
Azli Nordin – Head, Legal, Cyberview

“This is a new avenue for me so I got to explore and learn in-depth knowledge about M&A. The input can definitely be put to good use, for the sake of the company. By attending this event, I was able to learn about M&A, step by step from an expert. Overall, the course was very informative, fruitful, and interesting. Bill is very experienced and well-versed on the subject matter. His materials were also detailed.”
Yusra Yusoff – Manager, Finance & Corporate Strategy, Alam Flora

“The trainer has vast experience and knowledge. The course was well presented. I particularly loved the tips he shared about negotiating with third parties.”
Siti Zaliha Ahmad – Assistant General Manager, Business Development, Cyberview

“Bill provided us A-Z input about M&A. the main strength of the event was the trainer’s vast experience and in-depth knowledge on the subject matter.”
Shamsul Azham Isa – Senior Manager, International Asset Group, Tenaga Nasional Berhad

“Bill has presented to my Executive Opportunity Forum group of C-suite leaders on numerous occasions. We’ve always found his presentations to be insightful, thought provoking, humorous, and fi­lled with actionable advice.”
Kathy Kilroy, President, The Mentor Group Inc., Deerfield, Illinois, USA

“Bill inspires his audience to develop relationships built on value. By focusing on this approach, I have helped others further their goals and have created ongoing interactions that build relationships. I recommend Bill as an entertaining presenter with a practical message.”
Mark Quint, Vice President, HARMAN International, Novi Michigan, USA

“Bill is passionate, articulate, and seasoned. His ability to synthesize the complex and esoteric ideas into simple stories that are clear, concise, and entertaining yet valuable is one of his gifts. We discussed opportunities for buyers and sellers based on market conditions. He just gets it and makes it sound simple. I recommend Bill as an insightful, quality business resource.”
Gary Grossman, Principal Consultant, Venn Strategy Group Inc.

Picture Gallery

Why You Should Attend:

  • Understand the process of buying or selling companies comprehensively`
  • Become conversant in industry language and nomenclature.
  • Experience deal making lessons from an experienced investment banker.
  • Examine valuation techniques and various insights about successful M & A negotiations.
  • Review the documents used to affect M & A transactions.
  • Learn what is and is not important when hiring an investment banker.
  • Discuss legal considerations, including representations and warranties.
  • Receive a thorough understanding of the mechanics of doing deals.
  • Learn strategies and tactics for making contact with business owners, structuring deals, and successfully closing M&A transactions.
  • Gain insights from anecdotes based on actual deals.

Program Agenda

Day 1

MODULE 1 – Terms, Definitions & Nomenclature

Understanding M&A transactions starts with an understanding of the building blocks of deals. In this section, industry specific terminology, including myriad M&A related acronyms, will be introduced and explained.
  • The language of M&A
  • Brokers, investment bankers, auctions, and negotiated transactions
  • Strategic buyers, private equity firms, and family offices
  • The misconceptions and realities of the M&A world
  • Common pitfalls in M&A deals and how to avoid them

Class Participation: What are your M&A goals?

MODULE 2 – The M&A Process – Two Sides of the Same Coin
M&A deals do not happen in a vacuum, they are the result of a step-by-step process. Understanding the M&A process will enable deal makers to better prepare and position themselves for successful transactions.
  • An in-depth review of the fundamental steps to an M&A transaction will be explained
  • The differences between the roles and expectations of buyer and seller and their respective actions during the process will be discussed and explained
  • How to hire an investment banker and the differences in compensation for sell side and buy side M&A advisors
Case Study: How important is industry experience if the advisor never attends a meeting?
MODULE 3 – Valuation and The Strategic Imperative
Valuation often begins as a science buts ends as an art. The science portion of valuation starts as an academic exercise. Earnings before interest, taxes, depreciation, and amortization (EBITDA) is often one of the main components of valuation, but other important considerations are also examined.
  • Explanation of EBITDA and why it is used as a basis for valuation
  • Alternative valuation techniques to EBITDA
  • An examination of an investment banking pitch book and a detailed analysis of transaction comparables, trading comparables, leveraged buyout analysis, and discounted cash flow analysis
  • Enhancers and detractors to valuation
  • Pro-forma explanations of valuation
  • Finding a strategic imperative and how that can help shape valuation expectations
Case Study: Distribution facilities, accounting systems, and other surprising examples of value in a deal
Group Exercise: Create an acquisition thesis.
MODULE 4 – Documents and Legal Considerations
The role of attorneys in M&A deals will be discussed and a deep dive into the legal documents that are used to affect transactions will be explained.
  • What is a confidentiality agreement and why is it used?
  • A detailed explanation of term sheets, Indications of Interest (IOI), and Letters of Intent (LOI)
  • An analysis of purchase agreements
  • What is working capital in an M&A transaction?
  • What is an adverse material change?
  • Legal discussion, including explanation and examples of representations and warranties, indemnification, and escrow
  • What recourse, if any, does a buyer have if a seller breaches a representation?
Class discussion of an Indication of Interest, Letter of Intent, and Purchase Agreement.

Day 2

MODULE 5 – Buyer’s Folly

In the world of M&A, the roles of buyer and seller are reversed. Buyers far outnumber sellers and as a result, buying a company is
far more difficult and challenging than selling a company.
  • The competitive landscape of private equity, limited partners, unfunded sponsors, family offices, and corporate development
  • initiatives of strategic buyers
  • Other buyers are not the only competitor for acquisitive companies, “stasis” or in other words, a seller not making a
  • decision, can slow or scuttle a deal
  • What is the difference between proprietary deal flow and an auction process? What are the benefits and limitations for buyers
  • and sellers?
  • Buyers should strive to find unique techniques and strategies to differentiate themselves from other buyers. Avoid overused
  • phrases and instead offer a value proposition – in addition to money - that resonates with the seller.


Case Study: The Curious Case of the “Perfect For Me” Buyer
MODULE 6 – Avoiding the “Passive Ask” When Pursuing Acquisitions
Acquiring companies is easier said than done. Reading press accounts of a closed transaction often leaves out the most difficult part of the process: Finding a company to buy.
  • Search, negotiation, and finance, the three main components of buy side M&A, are discussed.
  • Successfully finding a buy side target is improved with a proactive process. Passively asking others if they know of a good opportunity decreases the odds of success.
  • Compiling a buyer’s list and sourcing transactions
  • Approaching acquisition targets is improved when buyers have a thesis. Examples of topics and techniques will be provided.
  • What to look for when visiting an acquisition target, from the appearance of facility to the body language of the business owner.
  • Case Study: A Cornucopia of Bad Pitches
Role-Playing Exercise: Design a pitch and present it to the class
MODULE 7 – Financing Options and Putting A Deal Together
M&A transactions are complicated affairs and a seller can convey a company to a buyer in innumerable ways. What is being acquired by the buyer and what is obtained by the seller in exchange?
  • Cash, stock, and assumption of debts are some of the methods that buyers can use to acquire companies
  • The differences between buying equity and buying assets
  • Cash at closing is king but what other structures may be of interest to sellers?
  • What does “structuring a deal” mean and how can it be used to bridge valuation gaps between buyer and seller
  • Sources of capital for M&A transactions include cash, senior debt, mezzanine financing, and equity investors. What are the pluses and minuses to each of these sources?
Group Exercise: Prepare an offer for a company
MODULE 8 – Negotiating Insights
Negotiating deals is where the science of valuation often morphs into an art. While analogies to poker are apt, successful negotiating is not about bluffing. The key is understanding the relative strength of your hand to the other side.
  • Determining the strength of your position relative to the other side is important. Overplaying a strong hand is just as bad as misplaying a weak hand.
  • Bluffs in M&A will be called, the better approach is honesty, objectively and forthrightness.
  • State your case with evidence and logic. Appeals to the authority of others are a logical fallacy and will be exposed by an experienced counterpart.
  • Avoid line in the sand and “take it or leave it” negotiating ploys.
  • Explain your position and endeavor to understand the motivation of the other side.
  • Everything is capital and can be used in a trade. Give nothing away.
Group Exercise: Craft a response to a counter offer
MODULE 9 – Due Diligence, Integration Planning, and After The Close
A signed LOI is only a starting point for a successful transaction. The buyer must perform due diligence to confirm the seller’s representations and more importantly, the buyer must properly plan to integrate the acquired company.
  • What are the differences between entrepreneurial companies and professionally managed companies?
  • What is due diligence and how should buyers confirm the information provided by the seller?
  • What does the seller want to do post-transaction and does the acquired company have sufficient management to run the business?
  • What is the difference between an audit and a quality of earnings report?
  • Integration issues can be limited with proper planning…and the right checklist.
  • The team an acquirer needs includes personnel from legal, accounting, human resources, payroll, insurance, and environmental.
Case Study: The Buyer Who Weakened a Strong Position With USD 1.6 Million Due Diligence
Case Study: The Tool Company That Lost Money By Selling More

Who Should Attend?

This class is designed for people who plan to be or are involved in mergers and acquisition activities. These include but are not restricted to: 

  • Managing Directors & Senior Management
  • CEOs
  • CFOs & Financial Heads
  • Executives of M&A Team
  • Legal Heads & In-House Counsels
  • Directors of Strategic Planning
  • Financial Managers / Executives
  • Operations Managers / Executives
  • Investment Bankers
  • Corporate Development Professionals
  • Private Equity Professionals
  • Lawyers / Accountants
  • Contracts Executive

  *******For more details, kindly download the brochure*******


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Save up to 50% from in-house courses!

You may wish to consider having an in-house course delivered locally on-site if you have a number of participants with similar training needs. This course can be customised to fit specific requirements. For more information about IHT kindly send your enquiries to   This e-mail address is being protected from spambots. You need JavaScript enabled to view it


5 Star Hotel - To Be Announced (Malaysia)
Kuala Lumpur
Country: my