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Global M and A activity has reached staggering levels. In the past twelve months alone, cross border transactions have accounted for £148.2 billion The task facing senior decision-makers is deciding which companies to invest in. They need to understand how to value companies in order to decide which to acquire. Also they need to know how to develop value from these companies through providing support and eventually regaining the initial investment. Furthermore, disposal or exit strategies are becoming more and more sophisticated as the market develops.

Predators and Prey is your key entry point. This conference will provide you with the unique opportunity to network with an outstanding line-up of international speakers from the world’s top software and IT services companies. Two out of the top three global software companies are presenting at the event and eight corporations from the global top twenty. This is an unrivalled opportunity to gain a comprehensive understanding of the complex issues involved with international mergers and acquisitions and help ensure your future success. Topics include: latest acquisition trends - markets, management and forecasts; strategic investment - determining a portfolio of companies to acquire; assessment critiques; key success factors in valuation, acquisition and disposal and choosing the best exit routes.

As a senior industry executive, you will be aware of both the importance and potential of this subject area. We would therefore like to invite you to register now, before places at this conference are sold out.

Conference programme

8:30 Registration and Coffee

9:00 Chairman’s Opening Remarks

Jason Pontin

Jason Pontin, Editor, Red Herring

9:10 THE STATE OF THE INDUSTRY ADDRESS

Peter Rowell

Peter Rowell, Chief Executive, Regent Associates

  • Large companies – access to technology, markets and skills
  • Small companies – need for “Big Name” umberellas
  • Financial investors – reliable exit mechanisms
  • 9:30 KEYNOTE ADDRESS - MAXIMISING THE VALUE OF ACQUIRED COMPANIES

    Peter Martin

    Peter Martin, Mergers and Acquisitions, IBM

  • Growing the size of the market for your product
  • Creating new markets for your products, new applications and new geographic markets
  • Providing access to other business partners
  • Providing access to further financing
  • The lessons behind the disposal of the Global Network Operation
  • 10:00 OPPORTUNITIES FOR GROWTH IN NEW AND EMERGING MARKETS THROUGH ACQUISITION

    Jay Huff

    Jay Huff, European Director of Advanced Technology, Computer Associates International

  • The benefits of integration
  • Successfully managing mission critical system integration
  • Lessons in reducing product and services overlap
  • Acquisition: the power behind leading edge business solutions
  • Market expansion opportunities
  • 10:40 STRATEGIC INVESTMENT

    Nigel Grierson

    Nigel Grierson, Business Development Programme Director (Europe), Intel

  • Identifying companies that have a strategic fit to your organisation
  • Analysing new trends in technology
  • Core technologies vs new applications
  • Serving niche markets with new technologies
  • 11:00 Morning Coffee

    11:45 BUILDING ENTERPRISE IT MANAGEMENT POWERHOUSE FOR THE NEW MILLENIUM

    Kirill Tatarinov

    Kirill Tatarinov, Vice President Strategic Planning Corporate Mergers and Acquisitions, BMC Software

  • BMC Software: Assuring business availability
  • Customer focussed growth strategy
  • Creating a new era of enterprise management through strong alignment of acquisitions and organic growth
  • Creating and maintaining synergy across the product lines, business units and customers
  • 12:20 STARTING OUT ON THE ACQUISITION TRAIL

    Michael Jackson

    Michael Jackson, Chairman, Sage Group and Elderstreet Investments

  • Finding a fit with the buyer’s strategic plan
  • Integrating two companies and corporate cultures
  • Exploiting and leveraging joint business and sales channel strengths
  • Managing the enterprise and supply chain through acquisition
  • Changing business focus through acquisition
  • 13:00 Lunch

    14:20 VALUING A BUSINESS

    James Walker

    James Walker, Investment Director, 3i

  • What do Venture Capitalists look for when investing?
  • How do they value a business?
  • What motivates them to sell a business?
  • Can they help you acquire a business?
  • 14:50 ASSESSING THE VALUE POTENTIAL OF EARLY-STAGE BUSINESS

    Franchee Harmon

    Franchee Harmon, Assistant Director, PricewaterhouseCoopers

  • Understanding the market opportunity
  • Capturing technology adoption factors
  • Addressing uncertainty
  • Does comparables analysis help or hurt
  • 15:20 Afternoon Tea

    15:40 VALUING, ACQUIRING AND DISPOSING IN THE TELECOM SOFTWARE MARKET

    Philip Marrick

    Philip Marrick, Head of Mobility Market Development, British Telecom

  • Bridging the divide
  • Improvements in customer service
  • Maintaining a competitive edge
  • Understanding future trends
  • 16:20 POST ACQUISITION PERFORMANCE

    Thierry Brunschwig

    Thierry Brunschwig, Director of Strategy EMEA, (Europe, Middle East Africa), PeopleSoft

  • Maximising the ‘honeymoon period’
  • Assessing your strategic considerations
  • Setting legal disputes
  • Integrating human resources
  • Combining company cultures
  • 17:00 Chairman’s Closing Remarks and End of Day One

    8:30 Re-registration and Coffee

    9:00 Chairman's Opening Remarks

    Andrew Wilder

    Andrew Wilder, Director, Software Business Network

    9:10 KEYNOTE ADDRESS - STRATEGICALLY ADDING DIMENSION TO COMPANY ACTIVITIES THROUGH ACQUISITION

    James Kelliher

    James Kelliher, Senior Vice President Business Development, Parametric Technology

  • Expansion of the customer base through acquisition
  • The extension of expertise
  • Furthering the strategy of market growth by acquisition
  • Successful exploitation of synergy between two companies
  • 9:40 LESSONS FROM SUCCESSFUL COLLABORATION AGREEMENTS

    Guy Norgrove

    Guy Norgrove, Director of Software and Technology Northern Europe, Sun Microsystems

  • Sun’s acquisition strategy
  • The provision of a competitive product portfolio through acquisition
  • Anti-trust issues in international software disposal
  • Acquisition as a means to bring the best business practices online
  • Product convergence through acquisition
  • 10:20 MAXIMISING THE POSSIBILITIES OF AN ACQUISITION STRATEGY

    Mark Gallagher

    Mark Gallagher, European Marketing Director, Cadence Design Systems

  • Enhancing current leadership roles through acquisition
  • The competitive environment
  • The lessons behind a successful acquisition strategy
  • Lessons behind Cadence’s UK acquisitions
  • Gaining competitive advantage through acquisition
  • 11:00 Morning Coffee

    11:20 KEY SUCCESS FACTORS IN ACQUISITION

    Paul Lippe

    Paul Lippe, Senior Vice President, Business and Market Development, Synopsys

  • Strategic alignment
  • Integration management
  • Efficient transaction management
  • Early success
  • People retention
  • 12:00 STRATEGICALLY ADDING DIMENSION TO COMPANY ACTIVITIES THROUGH ACQUISITION AND ALLIANCE

    Richard J White

    Richard J White, Vice President of Law and Alliances, NCR

  • Expansion of the customer base through acquisition
  • The extension of expertise
  • Furthering the strategy of market growth by acquisition
  • Successful exploitation of synergy between two companies
  • 12:40 Lunch

    14:00 KEY ISSUES IN THE VALUATION OF TECHNOLOGY COMPANIES

    Glyn Lloyd

    Glyn Lloyd, Technology Director, Dresdner Kleinwort Benson

  • What drives share prices and valuations in technology companies?
  • What segmental differences exist in valuation terms - which segments of technology have the highest associated premiums?
  • How does the City view technology company valuations?
  • How can you optimise your valuation - what is the role of communication?
  • Is the difference between valuation of European companies over US companies justified?
  • How should you value your company and how can you manage for value?
  • 14:40 GLOBAL ASPECTS OF A SUCCESSFUL ACQUISITION STRATEGY

    Jean-Michel Deligny

    Jean-Michel Deligny, Head of European technology Investment, Warburg Dillon Read

  • Anticipating competition - the increasing role of international financial investors
  • Valuation arbitrages across different markets
  • Lessons from experience for cross-border buyers
  • Case studies
  • 15:20 Afternoon Tea

    15:40 ACQUISITION AS AN INTEGRAL PART OF BUSINESS SUCCESS

    Neville Davis

    Neville Davis, Chairman and CEO, Compel Group

  • Acquisition strategy
  • Making the acquisition happen
  • Making the acquisition work within the business
  • Evolving the process
  • 16:20 ASSESSMENT CRITIQUES

    Andre Brown

    Andre Brown, CEO E-Commerce Division, Dialog Corporation

  • Why do acquisitions fail?
  • What are the major reasons for failure?
  • Steps to avoid failure in acquisition planning through commercial due diligence during integration
  • Choosing the right time for a sale to achieve highest market value
  • Acquisition: the drive behind the introduction of new products
  • 17:00 Chairman’s Closing Remarks and Close of Conference

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    Workshops

    Cross Border Mergers and Acquisitions
    Workshop

    Cross Border Mergers and Acquisitions

    The Hatton, at etc. venues
    6th October 1999
    London, United Kingdom

    How to make acquisitions work
    Workshop

    How to make acquisitions work

    The Hatton, at etc. venues
    6th October 1999
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues

    HOTEL BOOKING FORM

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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