By Peter Howson
Advertisement Due Diligence (CDD) is set telling the variation among enhanced companies and negative companies, that's why this ebook is a mix of enterprise process, advertising and marketing research and industry learn. besides the fact that CDD isn't really concerning the bland software of analytical thoughts, it's approximately knowing how companies and markets paintings and what's quite vital for gains and progress.
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Extra info for Commercial Due Diligence: The Key to Understanding Value in an Acquisition
As the furniture market was growing at around 4–5 per cent, there was no worry about the market dynamics as long as the UK economy continued to be healthy. Furniture is an impulse buy that relies on a strong economy. 5, and vice versa. Furthermore, the ﬂat-pack market in the UK was extremely underdeveloped. Penetration levels were below 10 per cent 26 Commercial Due Diligence CASE STUDY 8 – continued compared with 34 per cent in Germany and 40 per cent in Scandinavia and Holland. The worry was not the market, but the customer concentration and the type of customer.
A written engagement letter should set out: 40 . . . . . . Commercial Due Diligence the scope of the due diligence work to be carried out – incomplete scope is often a major obstacle to getting the best out of advisers; a full scope is set out in Checklist 2 in Appendix A, which would need to be adapted to the speciﬁc transaction; the CDD timetable and the deal timetable; whether an interim report or presentation is needed; fees; headings to be covered in the report (Checklist 2 in Appendix A suggests terms of reference for a CDD exercise); who will manage the assignment; conﬁdentiality; the rights to the results; assignability of the results; liability insurance (if appropriate); what happens if the deal is abandoned and the work is terminated early.
Competitive position improves if the target company’s proposition is speciﬁcally targeted for each sub-market (see Chapters 3 and 5) and if the target focuses on understanding and delivering the beneﬁts expected by customers in each sub-market both now and in the future. Are there unmet needs? Are there likely to be changes in buying behaviour? What are customers’ switching costs? TYPICAL ACTIVITIES . . Segment customers. Identify key decision makers. Interview a representative sample of customers.