M&A Advisory vs IB M&A Question

Can anyone briefly answer the difference between what someone would do in an M&A Advisory at consulting/Big 4 compared to IB M&A work? Sort of a how is it different, and how is it similar? Thanks if anyone could answer. 

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The M&A work within the realm of consulting really breakdown into the different functions: There is Due-Diligence before an acquisition, there is valuation advisory held by the Corp. Fin. arm of the Consulting groups (like Deloitte/EY Corporate Finance), and then post-merger integration: merging HR Benefit plans, merging IT Systems and Data Integration, Cultural integration, Operational integration.

What I've seen is that M&A in the consulting realm refers to the wholistic process of merging a company with another aside from the financial analyses/rationale that make up about 20% of the M&A work. 

I have not worked in IB, and do not have the best understanding, but from what I've seen, IB M&A team focuses more on the strategic and financial rationale of the companies, they help define why the merger makes sense, prepare a comprehensive valuation model that capture and quantifies the strategic rationale (shared distribution channels, cross-selling capabilities, cost savings from administrative capabilities). 

From what I've seen, the IB firm does not aid in the post-merger integration as a consulting firm would. 

 

The actual M&A team focuses on the execution/structuring of the deal whereas the coverage group will help define the actual rationale / strategic part. The bankers will lean on the M&A advisory consulting firms for financial/commercial diligence during the deal but the company will lean on them far more for the integration process across all functions

 

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