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Operational due diligence (ODD) is the process by which a potential purchaser reviews the operational aspects of a target company during mergers and acquisitions, private equity investments, or capital raising. Its purpose is to ensure that the business model and operations of the target are suitable to the goals of the buyer.
Due diligence can be a legal obligation, but the term more commonly applies to voluntary investigations. It may also offer a defence against legal action. A common example of due diligence is the process through which a potential acquirer evaluates a target company or its assets in advance of a merger or acquisition. [1]
Integration Planning is one of the most challenging areas to address pre-close during a merger or acquisition. Even though culture clash between companies can cause integration problems, only 4% of the executives in a survey by Pritchett, LP reported that their organizations include culture-specific questions in their due diligence checklists. [2]
Management due diligence is the process of appraising a company's senior management—evaluating each individual's effectiveness in contributing to the organization's strategic objectives. [ 1 ] Assessing company management is crucial when closing business deals.
A leveraged buyout (LBO) is the acquisition of a company using a significant proportion of borrowed money to fund the acquisition with the remainder of the purchase price funded with private equity. The assets of the acquired company are often used as collateral for the financing, along with any equity contributed by the acquiror. [1]
Brooklyn Edison Company New York and Queens Light and Power Company 1.2 21 2 1948 Central New York Power Corporation [28] New York Power and Light Corporation Buffalo Niagara Electric Corporation 0.500 6.5 3 1945 Pittsburgh Coal Company [29] Consolidation Coal Company: 0.160 2.8 4 1948 Long Island Lighting Company [30] Queens Borough Gas and ...
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