{"id":16248,"date":"2015-06-08T12:05:06","date_gmt":"2015-06-08T12:05:06","guid":{"rendered":"https:\/\/www.sisinternational.com\/?page_id=16248"},"modified":"2026-05-05T14:23:10","modified_gmt":"2026-05-05T18:23:10","slug":"identification-des-cibles-des-fusions-et-acquisitions","status":"publish","type":"page","link":"https:\/\/www.sisinternational.com\/fr\/solutions\/conseil-en-strategie\/identification-des-cibles-des-fusions-et-acquisitions\/","title":{"rendered":"M&#038;A Target Identification for Industrial Acquirers"},"content":{"rendered":"<div class=\"sis-hero-preserved sis-injected-hero\" data-sis-injected=\"hero\">\n<h1 class=\"wp-block-heading\">Recherche en fusions et acquisitions<\/h1>\n<figure class=\"gb-block-image gb-block-image-18df4b3b\"><img loading=\"lazy\" decoding=\"async\" width=\"1456\" height=\"816\" class=\"gb-image gb-image-18df4b3b\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-39.jpg\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-39.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-39-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-39-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-39-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-39-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\" alt=\"\u00c9tudes de march\u00e9 et strat\u00e9gie internationales SIS\"><\/figure>\n<\/p>\n<h2 class=\"wp-block-heading\">La recherche en fusions et acquisitions peut constituer une strat\u00e9gie cruciale pour la croissance et l\u2019avantage concurrentiel.<\/h2>\n<p>Si vous cherchez \u00e0 trouver un candidat potentiel \u00e0 une fusion ou \u00e0 une acquisition, ce n\u2019est pas si simple pour plusieurs raisons.<\/p>\n<ul class=\"wp-block-list\">\n<li><span class=\"s1\">De nombreuses cibles potentielles ne savent peut-\u00eatre pas qui serait int\u00e9ress\u00e9 \u00e0 les fusionner ou \u00e0 les acqu\u00e9rir. <\/span><\/li>\n<li><span class=\"s1\">D\u2019autres n\u2019ont m\u00eame pas r\u00e9fl\u00e9chi aux synergies d\u2019une fusion ou r\u00e9alis\u00e9 qu\u2019elles valaient la peine d\u2019\u00eatre acquises. <\/span><\/li>\n<li><span class=\"s1\">Enfin, les entreprises qui souhaitent fusionner ou \u00eatre acquises ne voudront peut-\u00eatre pas rendre ce fait public car cela pourrait perturber leurs activit\u00e9s actuelles. C\u2019est diff\u00e9rent d\u2019un employ\u00e9 qui recherche activement un autre emploi : la discr\u00e9tion et la confidentialit\u00e9 sont courantes.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Comment les entreprises font-elles face aux complexit\u00e9s des fusions et acquisitions pour assurer leur survie et leur croissance ? Cette question ouvre la voie \u00e0 l\u2019exploration du monde nuanc\u00e9 de la recherche sur les fusions et acquisitions, un domaine qui est devenu la boussole pour naviguer dans les eaux turbulentes du march\u00e9 mondial. <\/span><\/p>\n<\/div>\n<h1>Mergers and Acquisitions Target Identification: How Industrial Acquirers Build Winning Pipelines<\/h1>\n<p>The best industrial acquirers treat mergers and acquisitions target identification as a continuous intelligence discipline, not a transaction event. They build proprietary pipelines years before bankers arrive with pitch books. They know which competitor&#8217;s installed base is aging, which family-owned supplier faces succession, and which bolt-on closes a capability gap before the seller knows it is for sale.<\/p>\n<p>This is the work that separates compounders from serial overpayers. The frameworks below reflect what SIS International Research has observed across four decades of buy-side mandates in industrial markets.<\/p>\n<h2>Why Proprietary Sourcing Beats Auction Processes in Industrial M&#038;A<\/h2>\n<p>Auction-led deals carry a structural premium. Sellers run competitive processes precisely to compress diligence windows and inflate bids. Strategic acquirers who source proprietary targets pay meaningfully less and integrate faster because the thesis was built before the negotiation began.<\/p>\n<p><span style=\"color:#216896;border-left:3px solid #216896;padding-left:0.5rem;\"><span class=\"sis-injected-quote\" data-sis-injected=\"quote\" style=\"color:#216896;border-left:3px solid #216896;padding-left:0.5rem;\">According to SIS International Research, industrial acquirers with the strongest five-year return on invested capital share one operational habit: they maintain a live target map of 80 to 200 private companies per platform thesis, refreshed quarterly through expert interviews and primary intelligence rather than database scrapes.<\/span><\/span><\/p>\n<p>The map is not a list. It is a living document tracking ownership structure, customer concentration, aftermarket revenue mix, installed base age, and key engineering talent. When a triggering event hits \u2014 a founder&#8217;s health change, a private equity hold-period maturity, a tariff exposure \u2014 the acquirer is already at the table.<\/p>\n<h2>The Four-Layer Framework for Industrial Target Identification<\/h2>\n<p>Effective mergers and acquisitions target identification operates across four analytical layers. Each layer filters the universe and sharpens the thesis.<\/p>\n<figure class=\"wp-block-table sis-injected-table\" data-sis-injected=\"table\">\n<table>\n<thead>\n<tr>\n<th>Layer<\/th>\n<th>Analytical Focus<\/th>\n<th>Sortir<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>Strategic Fit<\/td>\n<td>Adjacency mapping, capability gaps, geographic whitespace<\/td>\n<td>Thesis-aligned universe of 200-500 companies<\/td>\n<\/tr>\n<tr>\n<td>Operational Quality<\/td>\n<td>Bill of materials economics, installed base analytics, aftermarket revenue strategy<\/td>\n<td>Shortlist of 40-80 viable targets<\/td>\n<\/tr>\n<tr>\n<td>Ownership Readiness<\/td>\n<td>Succession signals, sponsor hold periods, balance sheet stress<\/td>\n<td>Priority tier of 15-25 actionable targets<\/td>\n<\/tr>\n<tr>\n<td>Synergy Realism<\/td>\n<td>Procurement overlap, supplier qualification audit, channel cannibalization<\/td>\n<td>Top 5-8 targets with quantified value creation plan<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/figure>\n<p style=\"font-size:11px;color:#666;margin-top:4px;\"><em>Source: SIS International Research<\/em><\/p>\n<p>Most corporate development teams excel at layer one and stall at layer three. They cannot see ownership readiness because it lives in human conversations: a controller&#8217;s offhand comment about the founder&#8217;s grandchildren, a regional sales manager&#8217;s note that the owner skipped the trade show. This is where primary research moves the work.<\/p>\n<h2>Where Industrial Acquirers Find Differentiated Signal<\/h2>\n<p>The sharpest acquirers in industrial markets \u2014 Illinois Tool Works, Roper Technologies, Constellation Software, Dover, and the Berkshire Hathaway industrial portfolio \u2014 share a sourcing model built on operator networks rather than intermediary relationships. They cultivate former plant managers, retired channel executives, and subject-matter engineers who surface targets the data providers miss.<\/p>\n<p>SIS International Research builds these networks through structured B2B expert interviews across procurement, engineering, and aftermarket service functions. A typical industrial buy-side engagement involves 30 to 60 conversations with channel partners, OEM procurement leads, and former employees of candidate targets. The signal density is an order of magnitude higher than what database screens produce.<\/p>\n<p><span style=\"color:#216896;border-left:3px solid #216896;padding-left:0.5rem;\">In SIS International&#8217;s competitive intelligence work for a Fortune 500 industrial conglomerate, structured interviews with distributor principals across three regions surfaced four founder-led targets actively considering exits, none of which appeared in any subscription deal database.<\/span> Two became proprietary acquisitions at multiples 2.5 turns below comparable auction transactions.<\/p>\n<h2>The Diligence Questions That Predict Integration Success<\/h2>\n<figure class=\"wp-block-image size-large sis-injected-img\" data-sis-injected=\"img\"><img loading=\"lazy\" decoding=\"async\" width=\"1456\" height=\"816\" class=\"gb-image gb-image-3256883f\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-7.jpg\" alt=\"\u00c9tudes de march\u00e9 et strat\u00e9gie internationales SIS\" title=\"Business (7)\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-7.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-7-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-7-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-7-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-7-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\"><\/figure>\n<p>Target identification quality is measured at year three post-close, not at signing. The acquirers who compound capital ask different questions during the screening phase.<\/p>\n<ul>\n<li><strong>Customer concentration durability:<\/strong> Are the top 10 accounts contractually anchored, or are they relationship-anchored to a departing founder?<\/li>\n<li><strong>Installed base economics:<\/strong> What is the attach rate of aftermarket revenue, and how does total cost of ownership compare against the next-best alternative?<\/li>\n<li><strong>Engineering bench depth:<\/strong> Does product roadmap execution depend on two people, or on documented systems?<\/li>\n<li><strong>Supplier qualification risk:<\/strong> How many tier-one customers require requalification under change of control?<\/li>\n<li><strong>Reshoring feasibility:<\/strong> If the target&#8217;s footprint is offshore, what is the realistic cost and timeline to dual-source?<\/li>\n<\/ul>\n<p>These questions cannot be answered from a confidential information memorandum. They require ethnographic site visits, anonymized customer interviews, and channel triangulation conducted before the LOI, not after.<\/p>\n<h2>How Macro Conditions Reshape the Industrial Target Pool<\/h2>\n<figure class=\"wp-block-image size-large sis-injected-img\" data-sis-injected=\"img\"><img loading=\"lazy\" decoding=\"async\" width=\"1456\" height=\"816\" class=\"gb-image gb-image-72d8c05d\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-2.jpg\" alt=\"\u00c9tudes de march\u00e9 et strat\u00e9gie internationales SIS\" title=\"Business (2)\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-2.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-2-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-2-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-2-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Business-2-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\"><\/figure>\n<p>The current industrial M&#038;A environment favors disciplined acquirers with patient capital. Higher rates have compressed sponsor-driven competition. Tariff volatility has surfaced supply chain vulnerabilities that change strategic value calculations. Energy transition mandates have created acquisition urgency around electrification suppliers, battery thermal management, and grid-adjacent components.<\/p>\n<p><span style=\"color:#216896;border-left:3px solid #216896;padding-left:0.5rem;\">SIS International&#8217;s analysis across industrial buy-side engagements indicates that acquirers winning today&#8217;s proprietary deals are those who reframed their target universe around three vectors: reshoring beneficiaries, aftermarket revenue compounders, and engineering teams with electrification IP.<\/span> The companies still screening on legacy revenue multiples alone are losing the best assets.<\/p>\n<h2>Building the Internal Capability<\/h2>\n<figure class=\"wp-block-image size-large sis-injected-img\" data-sis-injected=\"img\"><img loading=\"lazy\" decoding=\"async\" width=\"1456\" height=\"816\" class=\"gb-image gb-image-b8b8dee1\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Commercial-real-estate-business-comapny-3.jpg\" alt=\"\u00c9tudes de march\u00e9 et strat\u00e9gie internationales SIS\" title=\"Commercial real estate business comapny (3)\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Commercial-real-estate-business-comapny-3.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Commercial-real-estate-business-comapny-3-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Commercial-real-estate-business-comapny-3-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Commercial-real-estate-business-comapny-3-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Commercial-real-estate-business-comapny-3-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\"><\/figure>\n<p>The strongest corporate development functions blend three capabilities: a thesis-driven sourcing team, an embedded primary research function, and a post-merger integration office that feeds learning back into target screening. The integration office is the part most companies underweight. Its pattern recognition \u2014 which target attributes predicted synergy realization, which destroyed value \u2014 is the most valuable input to the next deal.<\/p>\n<p>Acquirers who treat mergers and acquisitions target identification as a continuous capability, rather than a project activated when capital is available, build durable advantage. The pipeline compounds. The thesis sharpens. The relationships mature into proprietary access.<\/p>\n<h2>Key Questions<\/h2>\n<figure class=\"wp-block-image size-large sis-injected-img\" data-sis-injected=\"img\"><img loading=\"lazy\" decoding=\"async\" width=\"1456\" height=\"816\" class=\"gb-image gb-image-4a6c6eb8\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/CEO-woman-business-woman-9.jpg\" alt=\"\u00c9tudes de march\u00e9 et strat\u00e9gie internationales SIS\" title=\"CEO woman business woman (9)\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/CEO-woman-business-woman-9.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/CEO-woman-business-woman-9-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/CEO-woman-business-woman-9-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/CEO-woman-business-woman-9-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/CEO-woman-business-woman-9-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\"><\/figure>\n<p>For VP-level corporate development leaders evaluating their target identification process, three questions clarify where investment yields the highest return: How many of our last five acquisitions were proprietary versus auction? What percentage of our current pipeline came from primary research versus intermediaries? Which integration learnings from year-three reviews are now embedded in our screening criteria?<\/p>\n<h2 id=\"about-sis-international\" style=\"font-family:Arial,sans-serif;color:#1a3d68;\">\u00c0 propos de SIS International<\/h2>\n<p><a href=\"https:\/\/www.sisinternational.com\/fr\/\">SIS International<\/a> propose des recherches quantitatives, qualitatives et strat\u00e9giques. Nous fournissons des donn\u00e9es, des outils, des strat\u00e9gies, des rapports et des informations pour la prise de d\u00e9cision. Nous menons \u00e9galement des entretiens, des enqu\u00eates, des groupes de discussion et d\u2019autres m\u00e9thodes et approches d\u2019\u00e9tudes de march\u00e9. <a href=\"https:\/\/www.sisinternational.com\/fr\/a-propos-de-la-recherche-internationale-sis\/contact-sis-international-market-research\/\">Contactez nous<\/a> pour votre prochain projet d&#039;\u00e9tude de march\u00e9.<\/p>\n<p><!-- sis-hreflang-start -->\n<link rel=\"alternate\" hreflang=\"en-US\" href=\"https:\/\/www.sisinternational.com\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"ar\" href=\"https:\/\/www.sisinternational.com\/ar\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"zh-CN\" href=\"https:\/\/www.sisinternational.com\/zh\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"zh-HK\" href=\"https:\/\/www.sisinternational.com\/zh_hk\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"nl-NL\" href=\"https:\/\/www.sisinternational.com\/nl\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"fr-FR\" href=\"https:\/\/www.sisinternational.com\/fr\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"de-DE\" href=\"https:\/\/www.sisinternational.com\/de\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"it-IT\" href=\"https:\/\/www.sisinternational.com\/it\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"ja\" href=\"https:\/\/www.sisinternational.com\/ja\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"ko-KR\" href=\"https:\/\/www.sisinternational.com\/ko\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"pl-PL\" href=\"https:\/\/www.sisinternational.com\/pl\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"pt-BR\" href=\"https:\/\/www.sisinternational.com\/pt\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"es-ES\" href=\"https:\/\/www.sisinternational.com\/es\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"en\" href=\"https:\/\/www.sisinternational.com\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"zh\" href=\"https:\/\/www.sisinternational.com\/zh\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"nl\" href=\"https:\/\/www.sisinternational.com\/nl\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"fr\" href=\"https:\/\/www.sisinternational.com\/fr\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"de\" href=\"https:\/\/www.sisinternational.com\/de\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"it\" href=\"https:\/\/www.sisinternational.com\/it\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"ko\" href=\"https:\/\/www.sisinternational.com\/ko\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"pl\" href=\"https:\/\/www.sisinternational.com\/pl\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"pt\" href=\"https:\/\/www.sisinternational.com\/pt\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<link rel=\"alternate\" hreflang=\"es\" href=\"https:\/\/www.sisinternational.com\/es\/solutions\/strategy-consulting\/mergers-and-acquisitions-target-identification\/\" \/>\n<!-- sis-hreflang-end --><\/p>\n<section class=\"sis-related-recovered\" data-sis-recovered-section=\"1\">\n<h3>Related SIS Resources<\/h3>\n<ul>\n<li><a href=\"https:\/\/www.sisinternational.com\/fr\/la-presidente-de-la-sis-ruth-stanat-nommee-finaliste-du-cercle-dexcellence-du-magazine-smartceo\/\" class=\"sis-link-recovered\">SIS International is committed to thought leadership<\/a><\/li>\n<li><a href=\"https:\/\/www.sisinternational.com\/fr\/recherche-a-grande-echelle-pour-les-petites-entreprises\/\" class=\"sis-link-recovered\">research is foundational in crafting strategies<\/a><\/li>\n<li><a href=\"https:\/\/www.sisinternational.com\/fr\/paque-de-paques-et-linevitable-lapin-en-chocolat\/\" class=\"sis-link-recovered\">SIS conducts rigorous market research<\/a><\/li>\n<li><a href=\"https:\/\/www.sisinternational.com\/fr\/\" class=\"sis-link-recovered\">market research and strategy<\/a><\/li>\n<li><a href=\"https:\/\/www.sisinternational.com\/fr\/fintech-market-research-trends\/\" class=\"sis-link-recovered\">Researching market trends<\/a><\/li>\n<li><a href=\"https:\/\/www.sisinternational.com\/fr\/solutions\/conseil-en-strategie\/planification-dun-scenario\/\" class=\"sis-link-recovered\">strategy consulting plan<\/a><\/li>\n<li><a href=\"https:\/\/www.sisinternational.com\/fr\/transporteurs-low-cost-dans-lindustrie-aeronautique\/\" class=\"sis-link-recovered\">Globalization and Market<\/a><\/li>\n<li><a href=\"https:\/\/www.sisinternational.com\/fr\/entrer-sur-le-marche-latino-americain\/\" class=\"sis-link-recovered\">Latin American markets<\/a><\/li>\n<li><a href=\"https:\/\/www.sisinternational.com\/fr\/couverture\/etude-de-marche-en-asie\/evaluations-des-opportunites-du-marche-asiatique\/\" class=\"sis-link-recovered\">opportunit\u00e9s de march\u00e9<\/a><\/li>\n<\/ul>\n<\/section>","protected":false},"excerpt":{"rendered":"<p>La recherche en fusions et acquisitions (M&amp;A) peut identifier de nouvelles opportunit\u00e9s de croissance. Apprenez-en davantage sur les \u00e9tudes de march\u00e9 et les recherches strat\u00e9giques en mati\u00e8re de fusions et acquisitions.<\/p>","protected":false},"author":1,"featured_media":62795,"parent":14567,"menu_order":6,"comment_status":"open","ping_status":"open","template":"","meta":{"footnotes":""},"class_list":["post-16248","page","type-page","status-publish","has-post-thumbnail"],"_links":{"self":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/16248","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/comments?post=16248"}],"version-history":[{"count":14,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/16248\/revisions"}],"predecessor-version":[{"id":87087,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/16248\/revisions\/87087"}],"up":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/pages\/14567"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media\/62795"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media?parent=16248"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}