PRACTICE AREA

Acquisitions and Business Integration

Acquiring a business means deciding what is being purchased, which responsibilities accompany the transaction and how the company will operate after closing.

Discuss a matter

Two portfolios and documents prepared for a corporate transaction.

THE CONTEXT

Price is one part of a wider agreement. Customers, contracts, people, technology and assets may each involve different conditions for joining a new structure. Information review should follow the investment rationale and concentrate on matters that could change a commercial decision, rather than collecting documents without a defined purpose.

An organized process connects findings with negotiation. Gathering records is not enough: each issue needs an explanation of its significance, who can clarify it and how it will appear in the agreement or transition plan. This gives buyers and sellers a shared basis for considering the alternatives available.

A perspective supporting
every decision.

ADVISORY FOCUS

01
Business review
Organization of corporate and contractual due diligence, coordinating questions from other disciplines and distinguishing issues relevant to price, transaction structure or the continuity of business operations.
02
Negotiation and closing
Development of acquisition, investment and partnership agreements, including closing conditions, responsibilities and mechanisms for addressing differences between the information reviewed and the position agreed by participants.
03
Post-closing integration
Preparation of a transition plan for documents, decisions and key relationships, connecting contractual commitments with the people who will manage the business after the transaction.

Understand. Organize.
Move forward.

HOW WE APPROACH A MATTER

01
Define the rationale
Explain why the transaction is being considered and which assets or capabilities matter. Use that reasoning to focus information requests and management discussions.
02
Translate the findings
Connect each material issue with a decision: clarify, negotiate, set a condition or plan. Keep an understandable record of outstanding matters and owners.
03
Connect closing and integration
Identify who will implement later commitments. Prepare the information handover and the early decisions needed to manage the next stage of the business.

Before we begin

Is due diligence the same for every acquisition?

Its depth depends on the business, available information and proposed structure. Purchasing specific assets and acquiring an interest in a company raise different questions for the review team.

When should integration planning begin?

During review and negotiation. The people who will continue running the business may identify practical dependencies worth addressing before participants agree the closing arrangements and final transaction documents.

Tools to explore

02Transactions

Due diligence checklist

Prepare a business purchase, sale or investment with a tailored checklist of documents, questions and open items for your proposed transaction in Mexico.

6 minutesOpen tool

07Ownership and investment

Ownership and dilution simulator

See how an investment changes ownership for up to four shareholders. Model pre-money or post-money valuation with clear assumptions and a cap table.

3 minutesOpen tool

What should you review before buying a business in Mexico?

Plan acquisition due diligence in Mexico by reviewing ownership, contracts, people, assets and obligations that could affect the deal and its integration.

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