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
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. The challenges associated with technology megadeals are significant and vary with the type of deal. Even so, we believe that megadeals are worth doing as long as the acquirer acknowledges these challenges and tackles them head-on. 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.
In this episode, Paul Leinwand, a Senior Partner at Strategy&, discusses the emergence of the supercompetitor, new type of company that changes the very dynamics of its business environment.
Companies that realize the power of their capabilities can shape how industries evolve.