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Most deep-tech startups don’t fit comfortably into corporate-venturing systems. Here are six areas in which corporate sponsors need to assess their readiness for deep-tech collaboration.
Large companies that want to bring deep-tech startups into the fold need to consider carefully the particular needs of these young operations.
By taking three actions, companies can shave off about 40% of the time it takes to close a deal while maximizing value creation.
Deciding to divest is the first decision. Determining how to unlock the full value of the asset being shed is an additional, often more complicated, step.
Companies that sell only existing shares enjoy higher total shareholder returns than those attempting to raise fresh funding—across multiple time horizons.
IPOs offering only existing shares outperform those seeking fresh capital due to the signaling effect associated with a public listing.
Some factors generally regarded as important, such as timing and the number of underwriters, appear to have little or no influence on the IPO valuation.
There is plenty to do before the CEO of a newly public company can ring the bell. The key to minimizing the risks of underperformance is to get the preparation right.
M&A dealmakers can take advantage of downturn opportunities to position their company for profitable growth during the recovery.
Less visible sources of value—such as scientific acumen and social media influence—are critical to justifying the high price of digital assets.
Downturns can be excellent times for M&A, especially for bold and experienced dealmakers.
The new US tax law is likely to reshape corporate portfolios, provided buyers and sellers can overcome the new big uncertainty that the regime introduces—its own duration.
M&A can play a major role in helping companies survive the crisis. Preparation, steady nerves, and a willingness to be bold are the keys to success.
Investors increasingly want more than low-single-digit savings from acquisitions. Procurement is in a position to deliver.
With a disciplined approach, merging companies can aim higher, achieve more, and realize postmerger synergies faster—and thus fulfill the true promise of integration.
Divesting assets that no longer fit with corporate strategy can create substantial value. The right exit strategy often determines whether a divestiture is a success.
We reveal five success factors that put companies in a strong position to profit from these collaborations.
Joint ventures remain popular as a valuable approach to global business alliances, but with a distinctly new look. Previously, they were viewed primarily as a way to reduce risks or costs, or to expand into new markets.
Auto companies are making deals to jump-start innovation, expand into new products, futureproof their business, and stay ahead of activist shareholders.
Market conditions are favorable for M&A. Expect a lot of deals, and expect most to destroy value—until companies learn how to turn the tide and create value.
Companies should plan now for how they might seize opportunities to establish new platforms in the US defense market.
A market study delivers an independent, objective assessment to potential buyers of the market, the competitive position, and the growth prospects of a divestiture candidate. It also helps private equity firms prep portfolio companies and their senior management for transactions, in many cases revealing possible strategic moves that could make a company more desirable.
