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In analyzing both successful and failed acquisitions, one insight that has emerged is the strategic due diligence process should also focus on the overall market in which the acquisition candidate operates and link insights that emerge to the capabilities of the acquiring firm itself. Quite a few of the problems of failed acquisitions had nothing to do with the firm that was acquired. Rather, they could be traced to changes taking place in the broader business environment the acquiring firm was ill-prepared to address.
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George F. Brown Jr.
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