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The Journal of Private Equity

The Journal of Private Equity

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Primary Article

Beyond the Number Crunching

“Doing” Diligence Right

William A. Wexler and James Connor
The Journal of Private Equity Spring 2007, 10 (2) 80-82; DOI: https://doi.org/10.3905/jpe.2007.682346
William A. Wexler
A managing director and corporate advisory group lead at international business advisory firm BBK in New York, NY. wwexler@e-bbk.com
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James Connor
A managing director at international business advisory firm BBK in Southfield, MI. jconnor@e-bbk.com
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Abstract

Thanks to an oversupply of capital, and to the increasing presence of both traditional and non-traditional M&A players, we are in the midst of a hyperactive deal environment, in which the supply of qualified deals can't meet the demand. Companies, private equity firms and even hedge funds intuitively know that some transactions don't make good business sense. But in their rush to move forward, they often forget about due diligence. That oversight can lead to financial disaster. Due diligence, when done right, can differentiate those companies for which an infusion of capital makes sense, from companies where more capital will simply paper over fundamental deficiencies. Though financial due diligence is critical, the process is still incomplete if one also doesn't perform operational and strategic due diligence.

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The Journal of Private Equity
Vol. 10, Issue 2
Spring 2007
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Beyond the Number Crunching
William A. Wexler, James Connor
The Journal of Private Equity Feb 2007, 10 (2) 80-82; DOI: 10.3905/jpe.2007.682346

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Beyond the Number Crunching
William A. Wexler, James Connor
The Journal of Private Equity Feb 2007, 10 (2) 80-82; DOI: 10.3905/jpe.2007.682346
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More in this TOC Section

  • What Drives PE? Analyses of Success Factors for Private Equity Funds
  • Examining the Performance of Venture-Backed Companies in the Hong Kong IPO Market
  • What Should Investors Know About Social Ventures?
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