PwC was announced as a leader in Joint Ventures and Alliances Consulting by ALM Intelligence, a company that assesses consulting firms in defined markets on the basis of their breadth and depth of service capabilities and momentum.
Being assessed as a “leader” is defined as a practice at the top of the market in terms of capabilities to create client impact through their depth of expertise and ability to deploy it across a range of engagement models. Leaders are unique in their ability to independently execute end-to-end projects across the full spectrum of client contexts. They range from providers to top quintile in terms of depth of capability for low-complexity engagement models to those that combine above-average depth of capability, with the ability to deploy it across the high-complexity engagement models.
Alliances and joint ventures have typically been used to gain access to new markets, forming a relationship with a “51% guy” in a market with ownership restrictions such as China. But now companies are using alliances and joint ventures to parse out and share risk, as well as to gain access to resources (e.g., talent, process bandwidth, IP, customer segments, etc.), learn new processes or even in divestitures to maintain a reduced but strategic stake in a market or business line. This latter option is often utilized by family businesses facing succession challenges, particularly in emerging markets.
The author of the report, Tomek Jankowski, comments on PwC’s strengths, stating that “PwC was one of the early firms to recognise that acquisitions were just one of many options or strategies in the transaction space, and that firms need to build out other capabilities including in the alliance and joint ventures space, but also extending that logic to divestitures and crisis/restructuring client needs.”
PwC is named ‘best in class’ for Operating System and the report highlights that “PwC brings together multiple technology platforms, not least among them strong data analytics programs which help inform a rigorous decision framework early on in the process, to help clients model out likely structural outcomes and achieve what PwC calls “value capture.”
Tomek goes on to say that “PwC approaches joint ventures as an option or tool in a larger strategic puzzle; what does the client need to grow, and what is the best way to achieve that growth? Alliances & joint ventures are embedded within PwC’s “six client solutions” in its Deals practice: strategy, Acquisitions, Alliances and Joint Ventures, Divestitures, Capital markets, and Crisis and restructuring. Since the object of a joint venture or alliance is to acquire access to resources, markets or other advantages via collaboration with a partner, for PwC joint ventures and alliances services are fairly closely aligned with its acquisitions practice – which is tasked with helping clients find and bring external resources in-house.”
“We are proud to be a leader in Joint Ventures and Alliances and to receive this recognition from ALM Intelligence. We focus on helping our clients arrive at the right tailored solution to achieve their goals. Whether it be through organic growth, acquiring, partnering, or divesting, we can help from strategy through value capture,” said Greg McGahan, US Alliances Leader, PwC’s Deals Practice. “Our market leading practice delivers innovative and technology-enabled deal solutions, providing advice and support, industry and market knowledge. We work to uncover and execute the right opportunities regardless of an organization’s business stage.”
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PwC Global Analyst Relations, PwC United States
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