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regularly revisit their corporate and portfolio strategy to understand the drivers of advantage and identify attractive avenues for future growth. A mergers-and-acquisitions (M&A) strategy
that is well thought out can be a source of competitive advantage and is an important part of any company's long-term value-creation plan. As more and more companies take a systematic look at their corporate portfolios, divestitures—the selling off of pieces of the portfolio—are quickly rising to the top of the corporate agenda. Especially when a company pursues opportunities for growth in uncertain situations, joint ventures and alliances become an increasingly important—and complex—part of corporate strategy.
strategies involve regularly identifying attractive growth avenues through a carefully developed long-term value-creation plan and
management of the end-to-end transaction process, from target screening to final integration.

Divestitures entail taking a systematic look at the corporate portfolio to determine which businesses no longer fit the strategic agenda of the company and subsequently pursuing the best approach for selling them. We advice our clients on where to grow and where to shed. Sometimes, by divesting non-core assets, management can better focus its attention on its core business

We help companies improve their odds of successful M&A through an integrated, battle-tested approach that links acquisition strategy, diligence and merger integration. We will then facilitate the formal approach; advise on an optimal execution process and timetable; coordinate the work of other advisors, leveraging their specific knowledge and contributions; and play the center-forward role in deal structuring, valuation, due diligence and elaboration of the joint industrial plan.
 
Our work in the mergers, acquisitions, and divestiture involves:
  We identify where M&As can accelerate a company’s growth and profitability prospects, including any “gaps,” and target companies that could fill those gaps. We help companies succeed in M&A by first developing an investment thesis. The question behind every deal should be: "How will buying this asset make my existing business more valuable, and how will I bring value to the asset I am buying?”
  Successful deal making requires a well-defined strategy and experience. We work with our clients to develop and define a clear view on their growth opportunities and M&A needs. Depending on the requirements of our clients we review alternative structural solutions—from full merger to alliance/commercial agreement and then select the optimal configuration.
  We help clients appraise the total additional net value potential of the transaction. This includes an estimate of their own valuation, of the partner’s stand-alone valuation, and of the synergies ranked by ease of achievement.
  We have worked alongside the best private equity partnerships. We take an active part in the due diligence process, playing a leading role in the review of the industrial/commercial capabilities of the transaction partner. It is important to know what you are buying and how you will make the business more valuable.
  The key to effective acquisition integration is to integrate where it matters. We work together with clients to ensure that the merger is successful.
  We make sure that we provide the full support, from the beginning till the goal defined is achieved. We work with the management throughout the transaction. As we move on with the negotiations, we review our value-creation estimates, strategies and then provide our clients with the details with value-risk involved.
  If the deals results in lot of changes in the Company, we help our clients in redesignng their governance principles, mechanisms, and infrastructure.
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