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.
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.
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.
In Mergercast 58, principals with PwC US Tom Hansson and Abhijeet Shekdar discuss the growth challenges for mature food companies.
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 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.
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.
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.
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.
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.
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.