As the market changes, so do the key success factors of a transaction. We keep abreast of market trends and align our services to ensure we are supporting you in assessing your transaction options. We understand that every transaction has a distinct profile and assemble the right team to work with you throughout the transaction life cycle.
We can help you to plan and manage your strategic objectives, whether you are acquiring or divesting, restructuring or embarking on a joint venture. We will focus on your need to improve growth, profitability and competitiveness.
Our team of transaction professionals are dedicated to helping you deliver on your promise to your markets and stakeholders.
Optimizing the corporate portfolio in a buyer’s market
Business leaders, investors and academics agree that actively managing the corporate portfolio adds substantial shareholder value and should be a critical business competency. In today’s highly uncertain environment, companies can not afford to be without a well-executed process for deciding which businesses to buy and sell, and when – the essence of portfolio management.
Divesting in turbulent times: Achieving value in a buyer's market
Divesting has always been an important part of corporate development but in today's economic climate it is absolutely central to corporate strategy. Our study (pdf, 17mb) of over 300 companies reveals that more than 50% of businesses are considering selling assets as part of their response to the downturn. Meanwhile, buyers with cash have a rare opportunity to acquire businesses that would not normally be sold at current valuations.
Acquisitions accounting – What's next for you?
Goodwill is more susceptible to volatility and write-downs in the current economic environment, which can have significant impact on investor confidence and a company's financial health. Our survey (pdf, 304kb) looks at how transaction values of 709 companies across 21 countries were allocated. It reveals that goodwill accounted for 47% of enterprise value, while clearly-identified intangible assets like brands represented, on average, just 23%.
What's next for corporate development? Opportunity and risk in the financial crisis
In these unprecedented times, companies need to look at how transactions can shape their future business. CDOs (corporate development officers) play an increasingly-important role as strategic advisors, actively reviewing portfolios, divesting non-core assets on accelerated timelines and pursuing acquisitions to transform market share. Our latest report (pdf, 5mb) reveals that now, more than ever before, CDOs should be at the heart of corporate strategy.
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