Post deal services

In many ways, a deal only really starts at closing because it's from that point on that the benefits and value the deal was designed to deliver need to be realised.

• Deals often fail to deliver forecast value for a variety of reasons. Often, part of the cause lies in a lack of integration between the business and its newly-acquired asset. Delivering the business plan used to justify the acquisition requires considerable resources.
• A transaction represents a significant change to the business, and one that requires careful management if the flow of anticipated benefits is to be turned on quickly.
• We have extensive experience in helping businesses integrate new acquisitions. Our teams comprise many individuals with "in-line" industry experience.
• We have developed specific tools and techniques that have already proved their worth in many transactions. Applying them early can save you considerable time and money.

If this is your situation

• You're integrating an acquisition and you are concerned that it will consume valuable time and resources, detracting from the focus on the core business. Any number of factors could explain why a transaction is slow to bed down and start creating the value that was projected for it.
• You have issues with employee relations. Successful management of employees is essential to effectively tapping into the benefits of a transaction. Where competition for talent is keen, attracting, motivating and retaining employees can be difficult.
• Because of the increasingly complex employee benefits and compensation programmes that exist, companies need to have a clear picture of how these programmes integrate.
• Your deal is not delivering the potential value forecast when it was originally put together.

How PwC can help

• Synergy reviews, performed together with your team during the due diligence phase, provide you with a coherent overview of the business's operations (e.g. supply chain, manufacturing and/or commercial activities) the potential offered by operational synergies along with the associated risks and the plan and costs associated with realising those synergies.
• Our dedicated teams of professionals work on site to help manage the changes that a deal generates in an existing business.
• We address the immediate concerns of the acquirer over the first 100 days from acquisition and produce detailed action plans to deliver value from the deal.
• We also carry out post-deal reviews after 6 to 12 months to assess whether objectives are being met and, if not, how to get them back on track.
• Our broad knowledge of HR issues enables us to give practical advice on employee management. We help our clients navigate the wide variety of employee programmes used and choose the best ones to achieve all potential synergies.