Developing, evaluating and successfully implementing a purchase decision is complex and presents you with numerous challenges. We help you to set the right focus at every stage of the purchasing process and thus maximise the potential for value enhancement. Our integrated consulting approaches allow us to analyse both integration and stand-alone scenarios.
Company acquisition
- How does a potential acquisition increase the value of my company?
- Which are the right target markets?
- Which target companies fit my target image?
- What value will the target company add to my portfolio?
- How do I make sure I pay the right price for the transaction?
- How do I plan for a successful Day 1?
- What does my integration plan look like?
- How do I maximise the value of the company?
As your consultant...
- we support the further development of an acquisition strategy aimed at increasing value based on your current capital structure.
- we search for potential takeover targets and contact the companies of interest to you.
- we analyse the target company and the value drivers of the business and determine a realistic value, taking into account synergies and future benefits.
- We support you in the negotiations and advise you on the development of a suitable negotiation strategy, taking into account the balance between the priced-in risks and the desired securities.
- We address potential risks from the integration at an early stage and show you a targeted implementation plan. In doing so, we focus on your goal of keeping the company operational and securing control at home and abroad.
- we identify a possible target operating model for each function and support you in its implementation.
- we identify optimisation potential and synergy effects and support your teams involved in defining concrete measures for implementation.
- we help you to minimise the risk on your side from the separation of the business and support the preparation and implementation of the transition agreements with the acquirer with the aim of reducing your residual costs for the remaining business.
Securing a business acquisition as a growth strategy
A business acquisition can accelerate growth, open up new markets or fill gaps in capabilities. To ensure that an acquisition or takeover delivers the expected value contribution, clarity is needed at an early stage regarding strategic objectives, potential synergies, integration capabilities and possible deal risks. It is crucial that management and transaction teams not only evaluate the target company, but also prepare their own organisation for the requirements following signing and closing. KPMG supports corporate acquisitions with an integrated approach to strategy, due diligence, valuation, negotiation, integration and operating model. This enables opportunities to be realistically assessed, purchase decisions to be well-founded and implementation to be managed effectively from day one.
Company sale
Thanks to our integrated advisory approach, we involve the right experts in the various phases of the transaction and thus prevent the erosion of the value of your transaction property during the process. We also minimise the risks from the transaction for your remaining business.
- How do I maximise the company value in the existing portfolio?
- How can I further increase the company value through an exit strategy?
- How do I prepare the company for sale?
- Am I prepared for the closing of the transaction?
- How can I increase my portfolio value with the remaining parts of the company?
As your consultant...
- we analyse and evaluate the current and potential value of your portfolio and assess opportunities, risks and the feasibility of strategic options.
- identify and contact the right interested parties with you.
- we support you in providing the relevant information at the right time to minimise potential impairments until closing and during the separation phase
- we plan the transaction process thoroughly in advance and guide you through the process by anticipating the questions of interested parties before they even ask them.
- we identify the regulatory requirements, separate the business unit according to your wishes and check to what extent the buyer needs to be supported.
- We help you to minimise the risk on your side from the spin-off of the company and support you in drawing up and implementing the transition agreements with the acquirer with the aim of reducing your residual costs for the remaining company.
Strategic preparation for a business sale
Selling a business is often a pivotal decision for owners, shareholders and management. In addition to the target sale price, key factors include timing, transaction readiness, buyer outreach and a robust exit strategy. Assessing early on which business areas are suitable for sale, which value drivers need to be highlighted and which risks potential buyers will address, creates better conditions for a structured process. KPMG helps you to examine the sale of your business from the perspectives of capital markets, strategy, finance, tax and separation. This provides a clear picture of how the business can be positioned, prepared and managed in a value-oriented manner right through to closing. Please feel free to contact us.
Company acquisition / sale
Dr. Steffen Wagner
Partner, Deal Advisory, Head of Corporate Finance, Head of Transport & Infrastructure
KPMG AG Wirtschaftsprüfungsgesellschaft
Frequently asked questions
The right time to sell a business depends on the market environment, the company’s performance, its strategic position and the owners’ objectives. An early exit strategy helps to identify value drivers and address potential risks before the sale process begins.
An exit strategy defines which business units are to be sold, which buyer groups are relevant and how the business to be sold is positioned. This also includes a timetable, preparation of information, carve-out issues and measures to enhance value.
When acquiring a company, strategic fit, a realistic valuation, robust due diligence and a clear integration plan are crucial. Only when synergies, risks and the effort required for implementation are transparent can management make an informed decision to proceed with the acquisition.
Integration plays a key role in determining whether the expected value contributions following a company acquisition are actually realised. Processes, organisation, systems, governance and communication should therefore be planned at an early stage and managed consistently following the closing.
KPMG supports both buyers and sellers throughout the entire transaction process. This includes strategic preparation, valuation, due diligence, process management, negotiation support and the planning and implementation of integration or separation. In addition, Mergers & Acquisitions expertise can help to prepare and execute transactions in a structured manner.