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The Journal of Private Equity

The Journal of Private Equity

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Primary Article

Outsource a Core Competency?

Why Private Equity Groups Are Outsourcing Business Strategy Due Diligence

Christopher Lisle
The Journal of Private Equity Winter 2003, 7 (1) 72-75; DOI: https://doi.org/10.3905/jpe.2003.320065
Christopher Lisle
A partner at Acclaro Growth Partners, Inc. in Reston, VA.
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Abstract

The M&A world has learned the importance of conducting in-depth legal and financial due diligence, yet many acquisitions still fail to live up to expectations. The most common reasons actually relate to flaws in the business strategy of the acquired company rather than tangible shortcomings that the accountants and lawyers can identify. Broadening the scope of due diligence has turned out to be the answer for many private equity investors. A structured process of evaluating the business strategy of the target company improves the chances of any acquisition's success. Outsourcing is often required to diligently analyze the positioning of the target company relative to market dynamics, competitors’ strategies, management capabilities, customer needs, and brand perceptions.

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The Journal of Private Equity
Vol. 7, Issue 1
Winter 2003
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Outsource a Core Competency?
Christopher Lisle
The Journal of Private Equity Nov 2003, 7 (1) 72-75; DOI: 10.3905/jpe.2003.320065

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Outsource a Core Competency?
Christopher Lisle
The Journal of Private Equity Nov 2003, 7 (1) 72-75; DOI: 10.3905/jpe.2003.320065
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  • Governance Lessons from the Private Equity Industry
  • Buyout Competition
  • Investor Influence on Portfolio Company Growth and Development Strategy
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