With solid planning, preparation and smooth execution, divestitures can help companies achieve both their strategic and financial goals, as covered in Executing Effective Divestitures.
Regularly seen as the less exciting branch of the merger and acquisition (M&A) landscape, corporate divestitures can nevertheless assume equal importance for a company when it comes to preserving and generating shareholder value. From spinning off segments of a business no longer in tune with the beating heart of a company to offloading parts of a company suffering from sustained underperformance, divestiture can also be carried out to free up financial resources for better investment opportunities elsewhere or simply to raise cash during hard times. Whatever the reason for divestiture, unloading parts of a business is not for the faint of heart. Research by McKinsey & Company has found that sellers can sometimes take up to three years to fully recover from a divestiture. Executing Effective Divestitures, part two of four in this white paper series, focuses on the key elements of any divestiture—from being thoroughly prepared at the outset to being able to successfully navigate the entire process in the most efficient manner, ultimately gaining optimal value for a selling company.
- Essential ingredients when preparing for and driving an effective divestiture
- The role of regulators in divesture, with Anheuser-Busch InBev’s acquisition of SABMiller as an example
- The merits of using a market-leading virtual data room (VDR) to conduct due diligence and shorten divestiture transaction cycles