Integration/separation planning and execution.Exit strategies, divestments and carve-outs. Revenue and cost synergy identification and quantification.Buy-side commercial due diligence (CDD).KPMG’s Strategy practice provides strategic support with decisions on where to invest, uncovers new opportunities, and provides rigorous M&A support pre, during and post deal: What does market research and horizon scanning reveal as key disruptions for which management need a clean plan and potentially strategy support?.How significant are integration challenges/costs likely to be?.Which opex and capex synergies are really achievable and by when?.Are the targets, capabilities and infrastructure well understood?.In what direction could this deal take the new organisation?.How valuable and overlapping is the customer base? Are sales channels profitable?.How will the target really enable new, sustainable growth?.This reflects the range of uncertainties going into an M&A process: Successful execution of M&A, however, is elusive – many mergers and acquisitions fail. Refining corporate portfolios through disposals also creates value to re-orient and re-invest. While organic growth takes time and often requires development of new capabilities, M&A enables faster growth through access to new markets, sales and distribution channels, new capabilities, or by simplifying and optimising infrastructure, operations and costs. Mergers & acquisitions (M&A) accelerates growth.
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