Acquisitions, strategic alliances, investments and joint ventures

croissanceExternal growth is a means of accelerating market share and ensuring a presence in foreign markets. A successful action requires complete synergies with the target company.

We will accompany you in 4 important stages :

1/ Approaching the client

Determining the profile of the target companies

  • Depending on whether or not the sale of companies in the target market is a normal process,
  • Depending on whether or not there is a significant “deal flow” in the target market,
  • Depending on your own unique selling points regarding sales/markets and technology/know-how in order to ensure real synergies.


  • A detailed and qualified long list,
  • A short list depending on the expected synergies and the likelihood of the target companies showing interest …

Direct contact to the target company

Establishing an AIDA diagram

  • A Attention: what we offer, our plus, our advantages
  • I Interest: what interests us the most about you
  • D Desire: the expected synergies for both parties
  • A  Action : depth of financial integration; purchase, participation, etc. …

2/ Negotiations

  • Phase 1: Presentation – the strategic and human fit
  • Phase 2: Analysis of the compatibility of technology and processes – the organizational fit
  • Phase 3: Contract preparation – evaluation, LOI
  • Phase 4: Shareholder package preparation phase – sales planning – business plan

3/ Due Diligence / Audits

Hard facts, of course, contracts, employment contracts, finances, accounting etc. …
Soft facts must also be taken into account.


  • Gaining a personal assessment of each key person in relation to their professional and social competencies
  • Analyzing the conditions for their retention with the company with regard to tasks, management environment, compensation and benefits, future guarantees by means of contracts or transfer of shares.
  • Providing a career plan for the staff: Positions/functions, training.
  • Preparing a PMI integration program
  • If necessary, adapting the company structure:
         Determining the positions to be filled
         Considering replacements as a solution
  • Budgeting : If necessary, severance pay ; Financial and practical resources for recruiting
  • Composing an integration program for new employees

We work with external partners to complete audits and draw up contracts.

4/ Integration and intercultural management workshops

International cooperation and integrating companies requires the preparation of all actors involved in order to avoid a “conflict of cultures”.

If people from different cultures want to work together effectively, this usually calls for us to adapt our behavior and customs. This can be experienced as a personal challenge and can be unsettling for some people. Our goal is to support the necessary developments by explaining them in way that legitimizes them.

In this area ACCT has also been able to provide valuable guidance to many companies in order to successfully complete the necessary change processes.

From country to country, socio-economic and cultural factors differ completely. In addition, business activities often do not run smoothly in an intercultural environment. The competition never sleeps, and you must permanently put your own strategy and operational approach into question. This implies changes that are often not sufficiently explained and can trigger dysfunction or even resistance.

In order to keep the activities from grinding to a halt due to hidden conflicts given the differences but rather ensuring they become synergies and enhancements to promote cooperation and team spirit and to optimize the performance of the teams, you should advise or train the actors involved. This will also help to create positive behaviors by highlighting complementarities and synergies.

This applies on the one hand to all actors in a company who are in contact with their foreign colleagues and on the other hand in particular to executives who are delegated to the company.

In an international context, management practices often contradict each other on many levels.

This must be taken into account especially for the Franco-German markets, where each respective type of behavior can be downright antagonistic.

  • Management development: Internal promotion vs. external recruitment
  • Authority: Delegating and finding a consensus (bottom-up) vs. Centralization (top-down)
  • Innovation: Incremental planning vs. Radical change
  • Decision-making: Secure decision vs. Restricted rationality
  • Project management: Sequential project management vs. open approach
  • Managing meetings: Agenda vs. Brainstorming
  • Communication: Highly formal and literate culture vs. very verbally oriented culture
  • Team management and leadership
  • Forecasts, target agreements, reporting
  • Conflict management: Directness vs. indirect/diplomatic addressing of conflicts