Operational Due Diligence: This evaluates how well the target company operates. It includes looking into supply chains, production capabilities, and IT and operational processes. It highlights areas where the company might be underperforming operationally or potential places where two companies can find synergies and how smoothly they could come together, plus opportunities for better efficiency or teamwork after integrating.

Market and Commercial Due Diligence: This involves figuring out the target's strategic position, and analyzing competitors, customer interests, and growth potential in its sector. It includes looking at industry trends, market demand, and how a company can find its spot in the marketplace. From this, it gives insights into how much the company can grow long-term and stay afloat, providing a look at whether or not it’s a smart investment considering growth potential.

Human Resources (HR) Due Diligence: This checks out the workforce of the target company—things like pay and benefits, employment contracts, and HR policies. HR due diligence assesses the talent and leadership within the company, considering if they might face cultural integration issues after the merger or if they could turn into an HR headache (like having big employment liability risks).

IT Due Diligence: Assessing the IT elements is a key part of figuring out the potential risks, costs, and issues that could arise with merging IT systems. This helps spot any changes or capital expenses needed to align the IT systems with the vision of the combined company.

Tax Due Diligence: This checks how well the target company follows tax laws, examines its tax setup, and looks at any potential tax liabilities or benefits.