Mergers & Acquisitions
Mergers and acquisitions are part of a logic of growth, transfer or strategic reorganization.
Each project responds to a unique situation: supporting the development of a company, preparing for a succession or adapting to the evolution of its market and its competitive environment.
What is a merger & acquisition transaction?
A merger or acquisition operation consists in bringing two companies together in a logic of growth, transfer or strategic reorganization. It can take various forms: the total integration of a company, the purchase of a stake or the sale of an activity.
Beyond the financial aspect, a merger-acquisition always meets a specific objective: strengthening a competitive position, diversifying activities, securing a succession or adapting to market developments.
Succeeding in such an operation requires rigorous preparation, a precise assessment of the challenges and specialized support to transform the opportunity into sustainable value.
Step 1
Preparation
Define objectives, analyze the business and prepare the sales file.
Step 2
Marketing
Present the project to potential buyers under confidentiality and collect offers.
Step 3
Due Diligence
Allow purchasers to analyze the business and adjust their offers.
Step 4
Negotiation & conclusion
Finalize the terms of the contract, sign and conclude the transaction (closing).
Why and when to carry out a merger & acquisition transaction
Mergers and acquisitions are part of a logic of value creation, transfer or strategic adaptation. Each operation responds to a specific situation of the manager, the company or its environment.
Transfer or transmit
Anticipate family or managerial succession, secure your assets and enhance your work, or even reorient your professional or personal commitment.
Future operation
Conduct an independent assessment, structure financial and legal information, and identify key valuation or risk factors.
Raise funds
Financing organic or external growth, strengthening equity in a key phase, or preparing for an investment or transformation phase.
Acquérir ou se développer
Accélérer la croissance sur un marché, un segment ou une zone géographique, réaliser des synergies opérationnelles ou commerciales, et accroître sa compétitivité ou sa résilience.
Reorder or split
Carry out a carve-out or spin-off of non-strategic activities, refocus strategy or capital, or structure a leveraged transaction.
New environment
Allows the company to react to regulatory, sectoral or technological changes, to face profound changes in the market or its economic model, and to integrate a sustainable or digital strategy.
Advice at the heart of success
Full support at each stage of the operation.
- Define strategy and goals
The advice helps the manager to clarify the reasons for the transaction (sale, acquisition, fundraising, reorganization) and to define a strategy aligned with financial and asset issues. - Conduct financial, economic and operational analyses
He conducts an in-depth analysis of the company, its market and its performance in order to identify value drivers, potential risks and possible synergies. - Structuring and preparing documentation
The board prepares the key documents for the process — teaser, information memorandum, procedure letter — and ensures the consistency and quality of the information provided to investors. - Identify and approach counterparties
It selects and contacts the most relevant buyers, investors or targets in a confidential manner, based on the defined strategy and sectoral, social or geographical criteria. - Manage the process and the negotiation
The board coordinates the entire process, manages the schedule, centralizes exchanges and accompanies the manager in negotiations in order to obtain the best economic and contractual conditions. - Secure and complete the transaction
Finally, he supervises due diligence, coordinates exchanges between the parties (lawyers, auditors, banks), and ensures the proper execution of signing and closing, guaranteeing the success of the transaction.
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Diverse range of clients advised
Family Offices
Executives/Management
Family shareholders
Private equity funds
Family businesses
SMES
operations analyzed
years of expertise
clients advised
Discover our TRACK RECORD
The transactions presented were carried out by, with the contribution of, or with the participation of members of the Hectelion team in the context of functions performed currently or previously.
Frequently Asked Questions
- Strategic analysis/evaluation;
- Looking for buyers/Investors;
- Teaser & memorandum information;
- Receiving non-binding offers;
- Due diligence;
- Signature & closing.
- Teaser : anonymous summary of the opportunity (1—2 pages);
- IM : complete file submitted under NDA (30—60 pages and more).
To centralize key documents, facilitate due diligence, ensure transparency and gain in efficiency and credibility.
- Non-binding (LOI) : expression of interest without legal value;
- Binder (SPA/APA) : legally binding contract subject to conditions.
- SPA (Share Purchase Agreement) : purchase of shares (entire structure);
- APA (Asset Purchase Agreement) : purchase of assets (funds, customers, etc.).
- Term sheet : summary of an investor's entry requirements;
- Pact : a comprehensive legal document governing the rights of shareholders.
A table that shows:
- The distribution of capital;
- The types of actions;
- Dilution levels.
It is a key tool for any fund raising or capital operation.
Yes. We support start-ups (fundraising, valuation), SMEs, ETI and established groups.