The best way to start a merger or acquisition is to make sure the deal is a good possible result for everyone involved. To do that requires due diligence. A great merger evaluation should include almost all possible post-merger adjustments. Additionally, it takes into account the long term effects of the offer on staff morale, the probability of a errant merger, plus the impact of your merger on the firm’s balance sheet. The aforementioned components must be well balanced against the reality a combination can have a short-run adverse effect on the fiscal performance within the merged firms. Combination and acquisitions of all types will result in some degree of financial dysfunction to the businesses involved, nevertheless there are numerous solutions to mitigate the effects, such as informing staff members and ensuring that all parties are recorded the same page about the implications on the merger.