In many ways, a deal starts at completion; from here the benefits and value that the deal was designed to deliver need to be realised. Deals often fail to deliver the value forecast for them, for a variety of reasons. One such reason is often lack of integration between the business and its newly acquired assets. 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 anticipated benefits are to be reached quickly.
PricewaterhouseCoopers has extensive experience of helping businesses integrate new acquisitions. Our teams comprise many individuals with "in-line" industry experience that can help to establish that transactions are handled with speed, focus and attention to detail. As a result, opportunities and problems are clearly highlighted and steps can be taken to address these quickly and efficiently, so that you can concentrate on your core business.
Our post-deal services can help you with following:
- Taking control by quickly assessing immediate concerns of an acquirer and providing an integrated plan in order to address them over the first 100 days, thereby promoting momentum and minimising the disruption to the business;
- Accelerating change through developing, implementing and project managing detailed action plans to deliver value from the deal;
- Post-deal/portfolio reviews generally undertaken after 6-12 months in order to establish whether the initial objectives of the deal have been met and, if necessary, to identify how to get it “back on track”; and
- Carve-out planning which provides vendors/acquirers with specific information in addressing the whole spectrum of operational carve-out issues (eg. service level agreements, transition service agreements and business-critical risk identification).
