Может, у кого есть какие идеи? Что-то ничего в голову стоящего не приходит. Я так понимаю, что смысл у этого bolt-on следующий "attachable as an extra without affecting or requiring change to the rest".

Спасибо.

возможно, речь идет о "избирательном приобретении дополнительных/профильных активов (,которые могут быть легко интегрированы в существующие бизнес-процессы)" (или "с целью их интеграции в существующие бизнес-процессы = или "с целью расширения блаблабла")
Вот довольно прозрачный коньтекст
In 2002, continued difficult economic conditions led many chemical companies to look for smaller, strategic acquisitions rather than building through major business purchases or mergers. These bolt-on acquisitions allow the companies to enhance their product portfolio, technological position, market reach and customer service capabilities with much lower levels of investment.
еще один текст, где deals, очевидно, = acquisitions
CRH spends on acquisitions
Sunday, January 21, 2001
Will Goodbody

CRH certainly wasn't stingy with its spare cash last year. The building materials group's bill for acquisitions reached e1.5 billion, e400,000 more than the company spent on acquisitions in 1999. In return for this huge spending spree CRH assembled a pretty eclectic mix of 27 businesses -- from Finland to Florida and from Warsaw to Washington.

"I think it is just evidence really that the group is continuing to generate a lot of the traditional size bolt-on deals, and an increasing number of those as we grow in size," Myles Lee, general manager of finance at CRH, said.

"Everything we do gives us further platforms for growth. We are also capable of doing larger deals," he said. And indeed they did.

The biggest and most important deals for the company included the purchases of the Swiss cement company, Jura Group, for e268 million in November and the purchase of US asphalt and paving company, Shelly Company, for $362 million, Lee said. Since buying it, Shelly has completed a further four bolt-on deals.

Also significant, according to Lee, were the acquisitions of the European Yule Catto company in March for e77 million, and the US Northern Ohio Paving Company and the US Dolomite Group in June for a total consideration of $172 million in cash, assumed debt and deferred payments.

Another e18.7 million was spent on seven development initiatives in the materials division in Europe in the second half of last year. Five of these were in Finland and two were in Poland. "Our strategy really is to grow the Polish business," said Lee. "We see a lot of opportunity in Poland as it moves towards EU membership."

The company also aims to build on its existing European products and distribution division, and spent e69.2 million on acquisitions in Holland, Belgium, France and Poland in the second quarter.

The materials businesses in North America expanded through e69.8 million worth of purchases in the west around Washington and Wyoming and the mid-west in Ohio. Finally, the North American products and distribution division expanded to the tune of e196.2 million in the second half, with purchases in the precast group, the architectural products group and the glass group. Despite spending the equivalent of nearly one fifth of its market capitalisation of e8.3 billion on acquisitions last year, CRH does not intend to slow down its growth.

"We have 14 development teams out in the field looking for acquisitions," said Lee. "They are equally spread: about seven in the Americas, six in North America, one in South America and we have another seven teams on this side of the Atlantic.

"The resource input is well balanced between the Americas and Europe. If you look back over the last three years at our total spend, which is of the order of e3.5 billion, that is pretty well split: 45 per cent Europe, 55 per cent in the Americas."

CRH is always looking at a range of opportunities, according to Lee. Bolt-on acquisitions tend to deliver better value than large deals because they are not contested and the deal can be tailored to owner-entrepreneurs who, in many cases, would like to stay on in the business, he said.

Finance is not a problem either. "We have a strong balance sheet because we have a very strong cash flow of the order of e300 million or e400 million a year of cash flow after meeting all our needs for capital expenditure," said Lee. "So that can immediately go towards acquisitions."

Interest cover is strong, with analysts estimating it at six or seven times earnings before interest tax depreciation and amortisation.

"We have shown over the last couple of years that, as the group gets bigger, we can generate an increased number of these small and mid-sized opportunities," said Lee. "I think the evidence is that the scale of spending in the two updates relating to 2000 is just under e700 million. The equivalent updates for 1999 would have come to just over e300 million."
Ириша?

Severstal’s ability to maintain its strong financial profile, while pursuing selective bolt-on acquisitions is balanced by its less aggressive acquisition strategy than was initially expected.
Дискляймер - писал не я. но - "унушаеть" (с) Хрюн.

Cеверстали удается поддерживать хорошие финансовые результаты, поскольку компания придерживается политики избирательного приобретения дополнительных активов вместо ожидавшейся ранее агрессивной стратегии, ориентированной на крупные приобретения активов.