You've found the right
target.
Now make sure you're right
about it.
M&A is the highest-stakes financial decision most organisations make. The difference between a value-creating acquisition and a value-destroying one is almost always the quality of the advisory process — not the quality of the idea.
The deal closed at ₹80 Cr. Eighteen months later, the business was worth ₹30 Cr. The issues were visible in the data room.
Most acquisitions fail to create value. The research is consistent — between 50% and 70% of M&A transactions fail to meet their stated objectives. The reasons are almost always identifiable in advance: overpayment, hidden liabilities, integration failure, or key-man risk.
Overpayment
EBITDA multiples applied to earnings that were inflated, non-recurring, or dependent on the exiting promoter. Business cannot service the acquisition debt.
Hidden Liabilities
Tax demands, employee liabilities, and vendor disputes that were visible in the data room — but the buyer's team didn't look in the right places.
Integration Failure
Cultural incompatibility, systems mismatch, and key talent departure within 6 months of closing — destroying the value the acquirer paid for.
Key-Man Risk
The business was built around one person who negotiated a 12-month earnout and then left — taking the client relationships with them.
Regulatory Exposure
Target operating in a regulated sector without all required licences — discovered post-close when the regulator identifies the acquirer as the new responsible party.
Target Identification & Screening
Identifying and screening acquisition targets against your strategic, financial, and cultural criteria — before resources are committed to detailed diligence.
Buy-Side Advisory & Negotiation
Advising on valuation, structuring, and negotiation — ensuring commercial terms reflect the risks identified in due diligence.
Deal Structuring & Documentation
Advising on deal structure — asset vs. share purchase, earn-out mechanics, representations and warranties — to protect your interests post-close.
Integration Planning
Pre-close integration planning — identifying day-one priorities, key retention decisions, and systems integration requirements before signing.
Strategic Acquirers
Companies pursuing acquisitions as part of their growth strategy — needing end-to-end advisory from target screening through deal closure.
PE Funds & Family Offices
Investors making acquisitions in Indian mid-market companies — needing local advisory expertise combined with institutional rigour.
Companies Receiving Acquisition Approaches
Businesses approached by potential acquirers — needing independent advisory on value, terms, and process to ensure they don't undersell.
Companies Pursuing International M&A
Indian companies acquiring overseas targets — needing cross-border advisory covering valuation, structure, and regulatory approvals.
Northrop has advised on transactions in the ₹10 Cr — ₹200 Cr range across manufacturing, services, and financial sectors — providing buy-side and sell-side advisory combined with in-house FDD capability.
The best M&A advisors don't just help you do the deal. They help you decide whether you should.
Every engagement starts with a confidential conversation. No obligation — just clarity on your specific exposure and how Northrop can help.