Taking the Stress Out of Distressed Carve-Outs
By taking three actions, companies can shave off about 40% of the time it takes to close a deal while maximizing value creation.
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.
Companies are increasingly turning to innovative approaches to corporate collaboration to meet the challenges of the current crisis and adapt to disruptive megatrends.
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.
The advance of digital technology is changing organic growth strategy. Successful post-merger integrations now start by uniting the new enterprise around common tech platforms.
BCG Managing Director & Partner Ib Löfgrén defines the concept of full-potential PMI—a powerful way to help clients deliver value by creating a platform for future growth—and shows how BCG is supporting clients beyond typical benchmarks for traditional PMIs.
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.