Martín Gil Strategy & IntelligenceMARTÍN GIL STRATEGY & INTELLIGENCE
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Martín Gil Strategy · Executive Resources · ET-016

Decision support tool

Preliminary Business Acquisition Assessment

Test whether an acquisition can create value before advisers and sunk costs take over.

Assess a business, unit or equity acquisition before committing full due-diligence resources.

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Editable XLSX file compatible with Excel, Numbers and Google Sheets.

On iPhone: tap “Download”, not “View”, then open the file in Apple Numbers to edit it without Microsoft 365. Safari Quick Look may not represent the workbook correctly.

When to use itBefore committing significant management time, advisers or capital to a possible acquisition.
What to prepareAvailable financial and commercial information, indicative price, debt, dependencies, synergies, risks and alternatives.
What you will obtainFilter opportunities before committing management time and capital.

What problem it helps solve

Assess a business, unit or equity acquisition before committing full due-diligence resources.

Questions to answer before deciding

  • Does the target reinforce a real buyer priority?
  • Are revenues recurring and defensible?
  • Does profit convert into cash?
  • Is there critical concentration or dependency?
  • Does the business depend on specific people?

How the result is interpreted

The 0–100 result is calculated only from confirmed rows. Document completeness is shown separately so that a completed worksheet is not confused with a favourable decision.

What it does not replace

The tool structures a decision. It does not replace financial, legal, tax, technical or human review when specialist verification is required.

User guide

How to use the tool

1

Define the scope

Specify the decision or situation being assessed.

2

Record evidence

Use verifiable data and documents.

3

Score from 1 to 5

Use one consistent and justified scale.

4

Close with accountability

Assign a condition and owner before confirming a row.

Within the framework

Decide

This tool forms part of the MGS Strategic Intelligence Framework™ and should be interpreted together with evidence, limits and the review mechanism.

Further reading

  1. Porter, M. E. (1980). Competitive Strategy. Free Press.
  2. Porter, M. E. (1985). Competitive Advantage. Free Press.
  3. Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. Free Press.
  4. Kaplan, R. S. y Norton, D. P. (1996). The Balanced Scorecard. Harvard Business School Press.
  5. Christensen, C. M. (1997). The Innovator’s Dilemma. Harvard Business School Press.

Review methodology criteria, scoring and limitations.

Next step

When the tool identifies material exposure

Convert material gaps into a decision question, a verifiable scope and an expected outcome.

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