We can support you in developing a post-deal value creation strategic plan to capture and maximise deal value. We have proven experience in delivering strategic and implementable business plans under an accelerated timelines to fit deals requirements.
One of the most common challenge buyers face upon acquiring a business is to effectively and timely take control of the newly-acquired business while balancing and running their existing business portfolio. Failure to take control may result in the loss of key talents and customers, disruptions to business operations, an inability to track and measure business performance, or non-resolution of regulatory compliance issues.
Have I clearly articulated and communicated my future vision for this acquired business to management and staff?
How do I set up an effective governance and risk management structure to manage business critical risks?
Are my due diligence assumptions still valid given limited information available during pre-signing stage?
What are the operational, financial and regulatory risks inherent in my business?
How can I gain greater visibility into the business performance and meet my internal and external regulatory financial and operational reporting obligations?
What are the cultural differences between our current and the newly acquired business? How do I quickly bridge the cultural gaps to promote collaboration across both organisations?
We have supported many clients to successfully take control of their acquisitions by tailoring and applying our proven global ‘Taking Control’ methodology for each transaction. In doing so, we focus on key risks and value drivers, and help you define and execute a prioritised set of initiatives that deliver measurable benefits whilst minimise execution risks.
Establish a simple and practical governance framework by setting up the right level of governance and control structure for business decision-making and approval, and aligning high-level business direction among key stakeholders
Conduct confirmatory due diligence by identifying the potential operational, financial, regulatory and compliance issues, stopping leakage in deals and setting up mitigations
Design and refine management reporting by understanding the gaps in the two reporting processes, designing and implementing the appropriate financial and operational reporting to monitor business performance on an on-going basis
Transition planning by setting up a transition management office to plan and implement Day1 and first 100-days programs to align any differences between the two companies and implement changes in the business (for example, people, culture, operations)
Integration programs are often viewed as expensive failures, but we have helped many to succeed. Success or failure is closely related to the chosen integration approach in our experience. Get this right from the start of the deal process and you will significantly increase the chances of delivering your business case.
Am I focusing on the strategic, financial, and operational objectives that matter most to me and my company?
How and to what level will I integrate? What are the right operating models within each of my key businesses/functions and do they fit the enlarged group?
How do I capture the deal value and realize the synergies I have already identified?
Does my team have both the experience and the bandwidth to deliver a successful integration program and maintain core business performance?
We can help you address these questions by working with you to evaluate, design, plan and execute your integration strategy. We make sure the approach taken is insightful, objective, pragmatic and flexible, and that we support the entire organisation through the process from the Board to payroll clerk.
Value creation and value capture opportunities by following a well-defined, disciplined, and transparent approach to creating value and tracking synergies. We can help you accelerate the transition and achieve rapid integrations that fully realise desired synergies and allow them to return to a "business as usual" environment as quickly as possible after a deal
Integration planning and implementation by converting your integration strategy into detailed actions that align people, process, and systems with your integration objectives through an effective governance structure
Functional integration for when you require expertise on a specific function. We have a team of functional specialists responsible for integrating core functional areas and reports to individuals responsible for the overall integration
To avoid losing value during the bidding stage when you are separating a business division or a subsidiary from the rest of your business, you will need to ensure you have a detailed and workable carve-out plan ready to present to buyers.
What are the steps I should take to separate the business and how long should it take?
Do I want to provide all the existing services to the buyer(s)? How should I price it and for how long should I provide it for?
How do I prepare the target business to be standalone (as much as possible) prior to deal close in order to make it easier for the buyer to take control?
We have carve-out experience ranging from standalone businesses, to the most complex carve-outs, across a range of sectors, advising on the sell side and buy side. We understand both vendor and buyer perspectives and their impact on value to maximize your ability to deliver deal value.
As businesses seek opportunities to pivot and rapidly capture new market opportunities, joint ventures and strategic alliances are becoming more important venues for CEOs. However, the success rate of partnerships can be low, as the joint models require more communication commitment to build trust, more rigorous planning to drive collaboration, and more forward-looking structure to form equitable risk-sharing.
Have you and your joint venture partner(s) agreed on each party’s financial and operational contributions to the joint business vision, and how you will share risks and benefits?
Is your draft joint venture funding structure legally robust and tax efficient in the set-up and operation stages? Do you have an exit plan?
Have you jointly developed and signed off on a detailed business plan that outlines the financial and operating models?
Have you agreed on the joint venture governance framework to clearly define management level organisational structure, roles and responsibilities, and decision-making protocols?
How would the joint venture accommodate the different corporate cultures among partners, and harness the differences to make the alliance stronger and more innovative?
Develop a high-level financial model by quantifying your business strategy and assumptions into financial forecast that highlights initial investment requirements and future financial returns
Explore the optimized joint venture structuring options by examining the joint venture structuring regulation and tax efficiency in the set-up, operation stages
Establish a clear and practical joint venture governance framework by aligning well-defined board and senior management structure, leadership roles and responsibilities, delegation of authorities and dispute resolution process (secure leg room)
Clarify the critical business processes and organisational capabilities by constructing a high-level target operating model that outlines the key operational processes, systems and organisational structure for Day 1 as well as future state
Design an effective communication program for the employees by documenting the culture differences among partner organisations and providing formal and informal opportunities for all members to develop strong working relationships
Formulate a joint venture launch plan by setting up and training a launch management team to centrally plan, coordinate and track Day-1 readiness and first 100-days programs, and mobilise resources from the joint venture and parent groups.
Partner, PwC Taiwan
Tel: +886 2 27296666, x26157
Partner, PwC Taiwan
Tel: +886 2 27296666, x26703