We work with our clients on mergers, acquisitions, divestitures, and alliances
PwC’s Strategy& provides its clients with a unique blend of strategic perspective and execution insights. Our broad range of capabilities is particularly relevant for deals. Strategy& brings to the table an integrated advisory team that can draw on the experience, skills, and thought leadership of more than 15,000 professionals located on six continents. We provide a better deal outcome and a more robust process that helps clients transform their business through deals that realize strategic goals, capture value, and deliver to shareholders.
Gerald Adolph and Paul Leinwand in conversation: What role do capabilities play in successful mergers and acquisitions?
Strategy& provides guidance on which deals can achieve clients’ strategic goals and how and when they should be undertaken, and we work alongside clients to activate that vision across the entire deal spectrum.
Our integrated advisory team draws from strategy, operations, valuation, diligence, IT, transformation, tax, and capital markets specialists to help clients enter into the right deal. We close with speed and certainty, while minimizing risks and business disruption.
We help our clients plan, prepare, and position a business for sale — be it in a carve-out, spin-off, or IPO — to help ensure maximum value capture and a smooth transition at and post-close.
Strategy& assists clients in evaluating, planning, and managing — and sometimes exiting — joint ventures and alliances to ensure the desired goals are achieved.
Strategy&'s Deals thought leadership spotlight
In this two-part Mergercast series Thomas Flaherty, a principal with PwC’s Strategy&, discusses a popular method of value creation – divestitures.
With regulatory and competitive pressures rising, and profits falling, the U.S. banking industry must consolidate to gain scale and lower its cost structure.
Leading practitioners of Strategy&, PwC's strategy consulting business, Randy Starr and Hunter Hohlt discuss how in recent years companies across all sectors have been the target of activist investors. Citing examples in the Aerospace and Defense industry, they outline some of the business strategies employed by companies that make them particularly vulnerable, and tactics they can employ to decrease their attractiveness to activists.
Mature food companies need to use aggressive cost reduction, portfolio simplification, and substantially new approaches to growth to deliver competitive returns.
In episode 52 of Strategy&'s Mergercast, Larry Jones and Joe Duerr, leading practitioners in the strategic value consulting group of the PwC U.S. deals practice, discuss how companies can best utilize their most potent weapon against shareholder activists: insider knowledge.
Over the past two decades, U.S. hospitals have undergone a continuous wave of consolidation, seeking to become more profitable through mergers, partnerships, and other strategic alliances. Yet most transactions have failed to deliver the promised benefits. Healthcare systems can improve this performance, but to do so, they will need to standardize procedures and revamp their operating models.
M&A in the global automotive supplier sector occurred at an unprecedented level in 2015, according to the Strategy& seventh annual “Consolidation in the Global Automotive Supply Industry” report. The authors believe the M&A boom in the supplier industry still has room to grow.
Twelve years of data shows that mergers and acquisitions that apply or enhance capabilities produce superior returns.
Megadeals in the technology sector pose a unique set of challenges. But when executed correctly, these transactions can boost efficiencies, increase revenues, and propel a company ahead of competitors.
Today’s activist shareholders are ramping up pressure on companies and their boards to maximize value. A number of activists have advocated the divestiture or break-up of one or more business lines as a way to unlock shareholder value. In this paper we take a hard look at a number of important questions for any company that finds itself the object of a shareholder activist’s advances.
Food companies, faced with challenging market forces, are changing their strategic approach to growth. This is underscored by a focus on capabilities as a driver of how to operate their businesses for competitive advantage. For winning companies, this focus on capabilities is informing their growth path, including how they approach mergers, acquisitions, and divestitures.
Company executives have become quite good at releasing trapped value through the divestiture of noncore businesses, but they often overlook the significant value that can be had by correctly separating corporate functions shared by the parent and spin-off companies.
Companies that realize the power of their capabilities can shape how industries evolve.