M&A支援 [+J] l 無料体験デモ l 売買案件閲覧&掲載 l 事業再生 l 

#115発行部数52,399部 2010-10-08

こんにちは、M&Aニュースレター運営事務 局です。

本ニュースレターは、M&Aと事業承継のマーケットプ レイス [+J] を運営するヴェリタス・ パートナーズがお送りします。
This is the information Newsletter from Veritas-Partners. Besides managing and promoting the M&A marketplace, we also offer turn-around and consulting services.

50.000人に配信されるニュースレターにバナー広告を募集しています！メールはこちら

Advertising your business in our Newsletters! Contact us

一押し：ジェネリック製造会社、レジャーホテル

INDEX

【日本語 / Japanese】
1. M&Aは、「縁」？

2. 注目の【買収】案件ご紹介
3. 注目の【売却】案件ご紹介
4. M&Aアドバイザーディレクトリ注目情報のご提供
5. M&Aと事業承継のマーケットプレイス[+J]のご紹介

【English / 英語】
1. Differences in approach?
2. Buy-side weekly Pick-up
3. Sell-side weekly Pick-up
4. M&A advisers profiles
5. Openness and resiliency

1. M&Aは、「縁」？

都内の事業所数は01年に約72万だったが、06年には約69万まで減り、現在も減少傾向が続いているとみられ、新宿区は先代から受け継いだ資本やノウハウをもとに「第二創業」を考える若手経営者の相談に専門家が応じる施設を新設。

http://www.nikkei.com/news/category/article/g=96958A9C889DE3E7EAE6E4E4E1E2E2E7E3E2E0E2E3E29EEAE1E2E2E2;at=ALL

弊社のM&Aマーケットプレイスは、第三者による「第二創業」をも想定しており、より多くの脱サラの方の参加を期待しています。

http://www.vp-xmas.com/plusj/img/2010_8_30.pdf。

1.  Open business-models and resiliency part 1

Some people we work with have very lean and efficient business models based on just-in-time delivery, low labor and overhead costs, quick operations, and a good marketing department. This model is now getting outdated as the environment is becoming prone to sudden and unplanned changes. Many factors affect risks.

Political risks are obvious as the transformation of former developing-countries into adult economies bring more unstable - undemocratic - regimes to the forefront. Those new players have an ever growing impact on the world economy. The problem with the new players is that they are not mature, and prone to huge shifts in attitudes and policies, without appropriate communications. Because they offer the best growth prospects, investors often bet on a hypothetical stability, only to be swiped away with the next change of leader.

Huge risks also lie in our "new" environment, as our impact on climate change does seem to increase pace. Most scientists (GIEC notably) forecast a worsening of extremes. Natural catastrophes frequency and severity will increase, average conditions will worsen, and  business disruptions will increase, as well as damages, potentially deeply harming markets.

The limitations on finite resources to ever more hungry markets will add another layer of human conflicts on existing problems. We already see international tensions on deep sea-resources, north-pole explorations, land acquisitions etc. This could however become a driver toward new frontiers and technologies, and finance could be put back into its primary role of intermediating activities, risks and time.

Finance itself became a systemic risk, in itself as seen in the sub-primes debacle and the Lehman fall-out, but also because of the leverage of those huge sums. Currently, thanks to leverage, small causes have much bigger effects than they used to. A few years ago, a liquidity crisis in Thailand was a crisis in Thailand. Now, a crisis in Korea would severely rock the world - think about Greece.

The last risk is this new global interdependency. The contagion from one area, one industry, one product, is instantly communicated in a feed-back loop to the rest of the system. There used to be more insularity between geographies and activities, and it was easier to find contra-cycles.

How can we prepare for a more uncertain future? Strategic and risk planning have to change. To put it briefly, companies should now aim to build up and take part into different ecosystems, partnering with larger organizations, smaller players, consultancies, free-lances, universities, governments, students, researchers etc. This has several advantages for all players, and mainly it allows for company to detect and adapt to changes by improving redundancy and openness. Risk-avoidance is realized through a more fluid but fatter structure. The parts should be held together by common interests and sense of purpose. We will come back in the coming weeks on what we have in mind as new methods for strategic planning.

注目のアドバイザリーご紹介        -               Advisers Selection

株式会社東京MAパートナーズ  

中小企業（年商1億円~50億円）のＭ＆Ａ仲介、アドバイザリー業務において、10年間で50件近い成約実績を持つプロフェショナルが設立した会社です。後継者問題を抱える中小企業の抜本的な問題解決策として、実績に裏打ちされたＭ＆Ａを成功させるためのベストアドバイスを提供しております。

Tokyo MA Partners Inc 

Specialists of medium companies M&A, introductions, advisory services, 50 successful operations in 10 years. The best consulting partners for your strategic M&A needs.

イーストエッジ・パートナーズ 

国際不動産売買・運営・アドバイザリー・開発・ホスピタリティー

 EastEdge Partners

niche assets advisory, international real-estate sourcing and brokerage, development, and operation, with strong experience in the hospitality and residential sectors

J-STAR株式会社

優れた事業投資は、対象事業の経営陣や従業員のみならず、彼等を取り巻く販売先、仕入先、金融機関、株主などとの洗練された「調和」によって成し遂げられます。我々はこれらの関係者全てが光り輝くスター（STAR）であると考えます。

J-STAR corp.

Superb companies stem from management and employees, but also from harmony with customers, suppliers and shareholders. We create this harmony for our clients.

注目の買収案件ご紹介          -        Selection of buy-side searches

bweb20100618001グロバール最先端テクノロジー企業の日本法人が日本国内のSI、特にSAPなどERP系に強い企業を買収したいです。大手のパイプラインを希望しています。

Bweb20100618001 Global technology leader organization looking to acquire Japanese domestic SI, strong in SAP and ERPs. Pipeline to Japanese big corporations important.

Bweb20101004002 飲食業 レストランウエディング店舗希望。都内近郊。ハイグレード。収支は黒字。

Bweb20101004002 Looking to acquire restaurants or wedding receptions halls. Need to be high-class, profitable and close to large city.

Bweb20101004001 飲食業。調理師・管理栄養士過程を持つ専門学校を希望。規模は大きい方が良い。政令都市。

Bweb20101004001 Looking to acquire nutritional and cooking school. Large scale preferred, needs to be in major city.

売買案件のコンタクト先は 「+J」会員様限定 で公開中
⇒ 新規会員登録はこちら / 会員の方はこちらよりログイン

All Sell-sides and Buy-side companies here
⇒ Register as a new user / Login as a returning user

注目の【売却】案件ご紹介          -         Sell-side Companies Selection

sweb20100702048大学 群馬県、学校の経営権および土地建物 売却。7億円

Sweb20100702048 University in Gunma. Sale of the goodwill, land and buildings. 700.000.000JPY

Sweb20101004002 ソフト開発企業、北海道、ビジネスソフト開発企業、社員20名、売上3億円、利益少々、毎月ｿﾌﾄ代金徴収の安定性あり、株式譲渡。

Sweb20101004002 Business Software development company in Hokkaido, 20 employees, sales of 300000000JPY, profitable, stable monthly software licenses revenues, certificates transfer.

Sweb20101004001 セールスプロモーションのグッズ企画販売、東京港区、セールスプロモーションのｷｬﾗｸﾀｰｸﾞｯｽﾞ企画製造販売（UFOキャッチャー商品等）、売上8.4億円、純資産4億6千万円、社員20名。株式譲渡、株式交換 ２～３億円。

Sweb20101004001 Sales promotions goods planning company, central tokyo, goods characters such as UFO catcher. Sales 840.000.000JPY, net assets 460.000.000JPY, 20 employees. Certificate sales or transfer, between 2 to 300.000.000JPY

売買案件のコンタクト先は 「+J」会員様限定 で公開中
⇒ 新規会員登録はこちら / 会員の方はこちらよりログイン

All Sell-sides and Buy-side companies here
⇒ Register as a new user / Login as a returning user

その他 / Other Information