Fusión de Empresas Colombianas
Simulación avanzada de M&A: estructurar, negociar e integrar la fusión de dos empresas logísticas colombianas con culturas opuestas para competir…
About this simulation
A four-round executive-strategy simulation set inside Atlântica Digital SGPS, a Lisbon-headquartered B2B logistics-software group (EUR 180M ARR, 22% EBITDA, EUR 70M cash, 1,150 staff).
A competitor's AI demand-forecasting launch has just signed two of Atlântica's prospects and put three of its top-ten customers — EUR 16M of at-risk ARR — on a renewal cliff that closes when the AI module must ship by 31 May 2027 (~12 months).
The board hands corporate development three mutually exclusive paths to close the gap and attaches a hard condition: deliver at least EUR 12M of run-rate synergy within 24 months or the capital is clawed back.
Playing the corporate-development team (Head of Corp Dev, CFO, COO, Head of Integration, Head of People & Culture), you (1) choose the growth mode — acquire NordCast AS for EUR 95M, ally with it for EUR 25M, or build organically for EUR 35M — weighed against speed to the cliff, cost, control of IP, and reversibility; (2) build a disciplined synergy bridge and respond to a diligence finding, testing realized synergy against the EUR 12M floor before paying a 9.5x-revenue control premium; (3) set integration depth on the preservation-to-absorption spectrum and a cultural-fit/retention plan, reconciling the tension that deep integration accelerates synergy but triggers the 30–50% engineer attrition that destroys it; and (4) eighteen months in, absorb a live stress event (the lead architect resigns / the rival bids for the partner) and defend the whole call to the board.
Built on Gomes's M&A and strategic-agility research, Haspeslagh & Jemison on integration depth, and the make–ally–buy and winner's-curse frameworks, the math rewards mode fit to the cliff, disciplined synergy valuation, calibrated integration depth, and agility under shock — and punishes the five classic errors: acquiring for boldness, building past the cliff, overpaying without a synergy bridge, over-integrating and losing the talent, and over-preserving and forfeiting the synergy.
Final KPIs track Synergy Captured vs. the EUR 12M floor, Talent Retained, ARR Saved, and Deal NPV.
Who it is for
An advanced simulation for participants used to working with the main frameworks and trade-offs of the subject, designed for executive education and experienced professionals.
How a session runs
- The instructor creates a session from the Eureka dashboard and invites the participants.
- Participants play 4 rounds. In each one they submit their decisions and the simulation calculates the results.
- The instructor follows each participant's progress and results from the dashboard, and uses the class results for the debrief.