Mergers are the most common way to gain market share, reduce operating costs, expand into new territories, merge common products, increase revenue and increase profits – all of which should benefit corporate shareholders. Following a merger, the shares of the new company will be distributed to the current shareholders of the two original companies. Upon due diligence, the parties will be able to establish a final agreement, depending on the structure of the transaction, called a “merger agreement,” “share purchase agreement” or “asset purchase contract.” These contracts generally have a length of 80 to 100 pages and focus on five key types of terms: [10] Despite the objective of improving performance, the results of mergers and acquisitions (M-A) are often disappointing compared to expected or expected results. Numerous empirical studies have shown high rates of failure of research and development contracts. Studies focus primarily on individual determinants. A book by Thomas Straub (2007) “The Reasons for Frequent Failure in Mergers and Acquisitions”[49] develops a global research framework that compresses different perspectives and promotes an understanding of the factors underlying merger and economics performance. The aim of this study is to help leaders make decisions. The first important step towards this goal is the development of a common framework of reference, including contradictory theoretical hypotheses from different angles. On this basis, it is proposed to put in place a comprehensive framework to better understand the origins of performance in the field of AM and to tackle the problem of fragmentation by integrating the main competing perspectives in the field of studies on DMs. In addition, according to existing literature, the relevant determinants of the company`s performance are deduced from each dimension of the model. With regard to strategic size management, the six strategic variables characteristic of the market, market complementarities, similarity of productive activities, production complementarities, market power and purchasing power were identified as a significant impact on the performance of AM. The experience of variables, relative size and cultural differences were considered important for the organizational behaviour of the dimensional dimension. The relevant determinants of AM performance in the financial field were acquisition premium, tendering process and due diligence.

Three different ways of measuring performance according to m-A are identified: synergy, absolute performance and finally relative performance. A strategic merger generally refers to long-term strategic participation in target companies (Acquired). This type of AM process aims to create long-term synergies through increased market share, a broad customer base and a corporate strength. A strategic acquirer may also be willing to pay a premium offer to meet the value prospects of the synergy created after the ATM process. The terms “split,” “spin-off” and “spin-out” are sometimes used to indicate a situation in which a company splits into two parts and produces a second company that may or may not be listed separately on a stock exchange. Based on the fifth wave of mergers (1992-1998) and until today, companies are more likely to acquire in the same business or near companies that complement and strengthen an acquirer`s ability to serve their customers. When negotiating a merger and acquisition contract for a private company, it is important to consider a number of issues, including, but not only: in the long run, demtos has had the advantage of keeping costs low, benefiting for companies to merge and reduce their transportation costs and produce and transport from a site rather than transporting them from a different sites , as in the past.