M&A、トランザクション、PMI（合併後の統合）の価値を実現するには、適切な戦略的意思決定を行い、長期的視点から事業ポートフォリオを積極的にマネジメントすることが重要です。M&AやPMIの半数以上は、価値の破壊に終わっています。こうした取引は複雑であるだけでなく、多くの企業にとっては頻繁に行われるものではありません。BCGはトランザクションの各段階において、クライアントが案件の価値を最大限実現できるよう、専門的知見と組織能力の提供を通じた支援を行っています。
More than half of all M&A transactions and post-merger integrations end up destroying value. These deals are complex—and for many companies—infrequent. We support businesses with end-to-end transaction excellence, including strategic decision making in mergers and acquisitions, preparing and executing divestitures and joint ventures, supporting IPOs and spinoffs, and creating winning strategies for post-merger integration.
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Over the past ten years, we have supported more than 7,000 transactions with a market value of more than $5 trillion. With more than 300 M&A, transactions, and post-merger integration professionals worldwide, we help both corporate and private equity clients execute deals efficiently and, more important, maximize value. Our experts collaborate closely with your own experts to help you navigate the journey we undertake together. They also speak the language of investors, investment bankers, and lawyers.
Our BCG Transaction center combines deep industry experience with real business understanding. We unlock true value through large-scale change while maximizing opportunities for success.
このパンフレットには、BCGの方法論とフレームワーク、さらにクライアントのケーススタディが盛り込まれ、ターゲットの特定から合併後の統合まで、M&Aの道のりを通じたガイドとなっています。
Industrial Goods
Designed a partnership model for a steel maker and a mining company seeking to unlock significant value by joining forces. Provided a sanitized financial model that helped the two companies calculate the prospective partnership’s value.
Automotive
Helped two automotive OEMs set up multiple joint ventures aimed at creating a new global mobility ecosystem and technology platform. Facilitated a $1 billion investment program to support the effort.
Energy
Structured and managed a massive deal in the energy sector, which gave rise to an exceptionally complex PMI. Created full transparency of costs, developed a synergy baseline, and acted as a data broker between the two companies. The discipline paid off: the merger of giants was completed on time and on budget.
Financial Institutions
Helped in the merger of two large regional banks to create the scale and efficiency to invest in critical capabilities. The design of the new organization was a particularly complex and sensitive challenge. Developed objectives and principles to guide the design and then helped define the new operating model. By deal close, the combined organization had strong leadership and was positioned to achieve synergies and build new capabilities.
Many companies are eyeing divestitures in the current environment. Are they likely to create value? What is the best path to success?
No matter how advanced the negotiations, both buyers and sellers can take certain steps to improve deal execution. Creative thinking and agile ways of working are critical.