Mergers, Acquisitions & Divestitures

Software to easily and quickly handle the necessary Oracle® E-Business Suite (EBS) realignment so you can get the most value out of the deal

A merger, acquisition, or divestiture has many challenges.  eprentise Software helps the transition team get ready for Day 1 and helps your post-merger integration team meet the challenges after the deal is done.

Standardize Operations While Reducing Uncertainty, Risk, and Costs

Obtain Synergies Quickly to Focus on the Business Rather than the Deal

Minimize Spreadsheets and Customizations to Facilitate Regulatory Reporting

Achieve Strategic and Operational Fit to Accelerate Value Recognition and Increase Shareholder Value

The Valuation Risk

Hundreds of deals for Mergers, Acquisitions, and Divestitures fail to matriculate every year because the seller wasn’t able to accurately determine the value of the company, or the buyer felt that the price was inflated to an unrealistic valuation. Proven tools from eprentise can accurately assess the value of the business by allowing both the buyer and seller to drill down to transaction level detail to validate the actual value of the business operations. Different than valuations derived from multipliers of revenue or EBITDA, eprentise software can be used by your Oracle® EBS clients to segregate, combine, or restructure actual data so that both the buyer and seller know exactly what is being bought or sold even before the deal is closed.

M, A, & D challenges where eprentise can help:

Agility by Design

eprentise software has been used to support more than


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in merger, acquisition, and divestiture transactions for Oracle® EBS customers

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Mergers and Acquisitions: Realizing the Value

There are few things that generate excitement and speculation like the announcement of a business combination. Almost without exception, the management promise of every merger and acquisition is to increase stakeholder value. However, it seems that this is not what typically happens. As evidenced by a 2019 survey by Deloitte, 40 percent of survey respondents say that half their deals fail to generate the value they expected at the onset of a transaction. It begs the question— what is going so terribly awry? More importantly, what must be done to ensure that M&A deals do in fact deliver the maximum value possible? This article is meant to answer both of these questions.

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