M&A deal mechanics, regulation and entire markets evolve constantly—and sometimes at breakneck speed. Below is a selection of our resources and latest insights on the state of M&A.
Click here for M&A Top Trends 2016, our top 10 trends exploring how dealmakers will work to find new opportunities, solve governance issues, and close deals in 2016.
Activists and management are increasingly collaborating on improving shareholder value, and there has been a decline in Canada of activist initiatives reaching the point of formal proxy contests.
Investors are looking for new ways to invest their capital and one example of this is the Special Purpose Acquisition Company, or SPAC, which has emerged as a novel way to do M&A in Canada.
Electricity businesses are drawing attention from investors as attractive M&A targets, with governments looking to consolidate assets in this sector.
Investors are allocating more capital to infrastructure investing. Competition in this sector is encouraging investors to look for investments not only in core infrastructure assets, but also in businesses that support them.
In a special feature of this year’s report we interview Ed Clark for his thoughts on what’s in store for business in 2016.
Parties are opting more and more to resolve regulatory intervention, such as blocked mergers, through litigation in order to get the deal done.
In the Canadian market, targets attracting investor attention include distressed businesses in the oil and gas sector, who are feeling pressure from the weak Canadian dollar and low commodities prices.
Creative business combinations are being used to drive deal activity; either as a way for investors to pool resources, access financing, or enter new markets.
We expect that Canadian buyers' appetite to pursue M&A in international markets will continue alongside foreign investors’ interest in Canadian assets.
Dealmakers are increasingly focused on tech-related issues and assets "in the cloud" to ensure deal success.
The changing corporate governance landscape is influencing boards’ traditional approach to executive compensation in M&A. Practices are evolving from being primarily focused on severance to being focused on retention and the long-term best interests of the company.