Strategic Fit
Does the target strengthen a market position, capability, supply chain, technology base or cash-flow platform?
ACQUISITION STRATEGY
Good acquisitions begin with disciplined rejection.
Acquisition strategy is not the process of finding the largest number of targets. It is the discipline of identifying the small number of situations where ownership, economics, governance and execution can create durable value.
At OZER GLOBAL HOLDING, screening begins with strategic relevance: what capability, market position, cash flow, asset base or optionality could the transaction add? Only after that question is answered should valuation, financing and structure move forward.
SCREENING FRAMEWORK
Six questions before deeper diligence.
Ownership & Control
Are ownership, voting rights, governance and change-of-control mechanics clear and enforceable?
Operating Economics
Are revenue quality, margins, cash conversion and capital requirements understandable and defensible?
Capital Structure
Can the transaction be financed without creating an unacceptable burden on the acquiring balance sheet?
Downside Protection
What protects value if growth assumptions are wrong or the operating environment deteriorates?
Closing Path
Is there a realistic route through diligence, documentation, approvals, funding and transfer of control?
DECISION DISCIPLINE
Underwriting starts before the data room.
Public information, seller claims and headline valuation can identify a lead, but they do not make an opportunity investment-ready. A credible acquisition process progressively verifies ownership, financial performance, liabilities, legal rights, technical assets, management quality and capital requirements.
The objective is simple: move quickly where the evidence improves, and stop early where it does not. That is how management attention and capital remain concentrated on transactions with a credible path to value creation.
