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.

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Gerald Adolph and Paul Leinwand in conversation: What role do capabilities play in successful mergers and acquisitions?

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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.

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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.

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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.

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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

Consolidation in Consumer Packaged Goods
How supersized deals are helping the sector respond to challenges.
Megadeals transforming the entertainment, media and communications sector
In Mergercast 60, John Boxall, Deals Director at Strategy&, PwC’s strategy consulting business; Lori Bistis, Deals Director at PwC and ‎Paul Kennedy, Deals Partner at PwC, discuss megadeals, and their impact in transforming the entertainment, media and communications sector.
Why the Right Mix of Products, Customers, and Markets Is an Overlooked Profits Lever
Companies can increase profits in a low-growth environment better capture synergies in a business it would like to acquire by focusing on the right combination of segments.
The new paradigm for telecoms
In Mergercast 59, Dr. Roman Friedrich, a Managing Director with Strategy& Germany, based in Dusseldorf, and Rolf Meakin, Partner with Strategy& UK, based in London, discuss the risks of a business-as-usual approach for telecoms, and the need to digitize, simplify and consolidate, if they wish to remain relevant.
The Demands on Auto Suppliers
As they adapt to the shifting geography of sales and technological disruption, the companies that provide auto parts, components, and systems must re-evaluate their product portfolios.
Consolidation in the global automotive supply industry
In the midst of a consolidation boom amongst automotive suppliers, successful suppliers will determine how the changes affect their strategic growth priorities, and identify the capabilities they’ll need in a rapidly evolving industry. 
The shareholder value triple play
In Mergercast 58, principals with PwC US Tom Hansson and Abhijeet Shekdar discuss the growth challenges for mature food companies.
How GCC companies can become global competitors
Following a period of growth, globally and locally, Gulf Cooperation Council companies must now focus on capabilities if they want to maintain their growth and improve their positioning. Failure to adopt this new focus will put them at risk of falling into growth traps.
Megadeals transforming the entertainment, media and communications sector
Megadeals are regularly occurring in the EMC sector as companies rush to adapt to the changes sweeping the industry. In this report, we discuss the landscape and review actionable steps for positioning large deals for game-changing M&A success.
Why the bank sector needs $600 billion worth of M&A
In Mergercast 57 Arjun Saxena and Doug Stotz, principals with PwC US, discuss a potentially game-changing dynamic: why the bank sector needs $600 billion worth of M&A.
Private equity and digitization
This Strategy& viewpoint looks at how companies typically evolve into digital maturity and the strategies that private equity funds can use to improve their returns.
Strategy That Works
In Mergercast 55 principals with PwC’s Strategy& J. Neely and Paul Leinwand, who is a co-author of Strategy That Works, discuss how winning companies close the elusive strategy-to-execution gap, and how these relate to choices about M&A.
Reducing your attractiveness to activists
In this two-part Mergercast series Thomas Flaherty, a principal with PwC’s Strategy&, discusses a popular method of value creation – divestitures.
Come Together
With regulatory and competitive pressures rising, and profits falling, the U.S. banking industry must consolidate to gain scale and lower its cost structure.
Reducing your attractiveness to activists
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.
The Shareholder Value Triple Play
Mature food companies need to use aggressive cost reduction, portfolio simplification, and substantially new approaches to growth to deliver competitive returns.
Will You Be Mine In the Digital World?
As digital deals increase, acquirers are faced with challenges that digital M&A present at every phase. strategy+business examines the main types of digital deals, the common challenges associated with them and ways to avoid or overcome them. Plus, infographic: non-digital industries are upping their investments in digital assets.
A potent weapon against activists
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.
Size should matter
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 supply industry
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.
Deals That Win
Twelve years of data shows that mergers and acquisitions that apply or enhance capabilities produce superior returns.
Let’s Megadeal
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.
find out more about shareholder activism
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.
An appetite for M&A
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.
Breaking up is hard to do
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.
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Companies that realize the power of their capabilities can shape how industries evolve.