sorry the last part should read (ensure you don't inherit creditors)

On Sat, Jun 5, 2010 at 3:04 PM, Joseph McDonald <mcdonaldoj@gmail.com> wrote:
I think the due deligence should be driven by why you want to buy the company in the first place.

France Telkom saw a company with lots of physical assets,good infrastructure which was under-utilised,So Telkom was bought not because of its performance but because of its potential.

They should have done an asset based due diligence to counter check all important physical assets and the infrastructure before buying.And lastly the list of creditors.(ensure you do inherit the creditors).




On Fri, Jun 4, 2010 at 11:25 AM, aki <aki275@googlemail.com> wrote:
Have been reading about the TKL/Orange situation, there are many
lessons to be learnt from the current saga. The problem is due
diligence based on financial records may not be enough to justify
partnerships. Books can be cooked, assets can be
over-estimated/under-estimated as is the case with each parties case
etc. Due diligence should also be based on performance, management and
a proven track record to deliver.

Which takes me to the next point : When local public companies take on
board members, who performs the due diligence on such people? What
criteria is used to say " ok, so and so is a top manager/ceo at so
place and is therefore a candidate for the board position who will
take the public entity to a new level "?

Rgds.

( Am away for some weeks, so reading mails very randomly.)
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