Inorganic growth is usually only one of many available strategic options. So when companies are thinking about M&A, managers need to have very clear aims—and be prepared to reconsider how best to achieve those aims as situations evolve.
Company Project A: Establishing and implementing a capital policy for a large-scale company
Company Project B: Devising a strategy to increase enterprise value at a listed subsidiary and advising on subsequent divestments
Company Project C: Advising on special situation transaction, such as the sale of a subsidiary of a company undergoing court-directed rehabilitation
For a company to undertake a truly successful M&A process, its business strategy and M&A strategy must be consistent. When management teams fail to align these strategies, even the most promising M&A project can lead to the destruction of value.
Company Project A: Creating business strategy and implementing capital injection from a strategic partner
Company Project B: Advising on business strategy and business spin-off
Company Project C: Advising on debt-equity swaps for listed companies undertaking business restructuring and capital increases
Company Project A: Advising on acquisition in Asia by Japanese company and providing full on-site PMI support, including creation of a medium-term business plan
Company Project B: Advising on transaction and providing PMI support for M&A by a major systems integrator
Company Project C: Planning and implementing PMI for an acquisition by a real estate developer