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Due Diligence: Beyond the Financial Statements

By Patrick Taylor
December 27, 2004

Due diligence of an acquisition always begins with the careful examination of the financial statements, but now demands a complete evaluation of internal controls and transaction integrity. Unlike finely polished financial statements, internal controls and transaction integrity are hard to spin; any varnish quickly wears off when scrutinized.

After living through failed acquisitions and now an increased regulatory environment, corporate risk executives are refining their due diligence processes. By measuring transaction integrity and the effectiveness of internal controls, this new due diligence provides a view into the selling company's operational discipline and overall culture for tolerating policy violations.

This new emphasis on due diligence is directly linked to deal-making executives who recognized their past mistakes or to avoid others' mistakes. For example, after HFS Inc. merged with CUC International Inc. in 1998, the newly formed Cendant found accounting irregularities inflated CUC's earnings by $500 million and accounting errors masked another $200 million. When the scandal broke, Cendant lost more than $13 billion in market value and spent $2.83 billion to settle nearly all of the litigation. While Cendant has stabilized, the scandal damaged the reputation of its CEO and its brand-name subsidiaries to the point that its future was questioned; getting the company back on track was a huge business distraction.

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