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At Deloitte, we know that every single choice matters. And when it comes to a transaction, there’s no time to second guess. With experience across every stage of a deal, we create, capture and drive maximum value through the combination of our technology and people. Through collaboration, innovation and transformation, we drive outstanding results end-to end, with the right action for every transaction.
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Your competitive advantage

Our focus is clear: we’re here to help corporates, private equity funds, institutional firms and public sector clients end-to-end, along the M&A lifecycle – with the right action, for every transaction.

The right outcome starts with the right deal. Across all areas of M&A it’s critical to explore, evaluate and prioritise growth strategies on a case by case basis. As one Deloitte team, we bring together a powerhouse of expertise to deliver the right action, for every transaction.


#1 Strategy Review

How do I accelerate growth?

#2 Opportunity Assessment

How do I assess the opportunities?


Engage with our solutions:

Once the right deal has been identified, the way in which it is implemented can make or break the outcome. From rigorous preparation to robust due diligence and more, our integrated Deloitte team drives execution of a deal with excellence – putting a spotlight on benefits, outcomes and synergies.


#3 Preparation

How do I best prepare for the transaction?

#4 Due diligence

How can I identify and minimise/mitigate transaction risks?

#5 Completion

How do I address transaction closing risks?


Engage with our solutions:

With synergies identified, now’s the time to ensure that you have a solid plan in place to deliver on the returns from the transaction. We are focused on driving the best outcomes across integration and separation elements – for a successful outcome.


#6 Integration and separation

How do I set myself up for success from transaction close?


Engage with our solutions:

From technology to transformation and more, realising greater value needs to be an on-going area of focus to create exceptional results. Our one team approach puts value front and centre.


#7 Post deal/transaction

How do I evolve my business to realise greater value?


Engage with our solutions:

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The power of an end-to-end approach

The issue: A small to medium corporate* was looking to grow locally and also expand into Asia Pacific. They were facing challenges with their product line and were also wanting to diversify their business – shifting from where they are now to where they needed to be. From a brand and reputation point of view they wanted to establish their point of difference (quickly) and ensure they had the best talent and leaders to take their business to the next level.


There was also a need to transform and be future-ready to tackle the ongoing challenges of keeping their consumers engaged, interested and loyal. This corporate wanted an adviser who could assist them in shaping and refining their strategic thinking as well as providing assistance throughout the process which was relatively foreign to them, across every stage of M&A.

STAGE #1

Identify the right deal


Up front, we brought together the right team to ensure that this client could have all the capabilities at their fingertips throughout the M&A transaction(s). Led by a key Deloitte leader who played a vital navigator role, guiding the business through every stage, our M&A professionals provided the right insights and actions.


Having expressed their interest to diversify, we workshopped the client’s potential growth strategy (organic and inorganic) and also looked at emerging tech as a strategic space for growth. We prepared business case advice in order to address the organisation’s questions around “How do I accelerate growth?” and “How do I assess the opportunities?” overall.


We evaluated and prioritised strategies for achieving organic and inorganic growth. From our research and practical capabilities we identified attractive and plausible targets for this organisation through strategic target-screening. One particular opportunity emerged that would mean this client could venture into diversification while simultaneously using the new acquisition to boost their point of difference in the market.


Having agreed to pursue this acquisition, it was now time to bring the end-to-end experience to life via our Digital Deal Room – helping to facilitate all M&A conversations at every stage in real time. Key factors for success identified in this initial stage were now ready to be tested in Stage #2.


The impact:

We brought together the best capabilities, locally and globally, to tackle each and every opportunity for this client. We focused on creating, capturing and driving maximum value fuelled by our technology solutions and people – providing this organisation with the right action, for every stage of their transaction.


Disclaimer:


*This M&A case study is a hypothetical scenario, bringing to life the actions being taken across an M&A transaction at each and every step. It is inspired by the experience of our cutting-edge M&A team during their industry-leading work across the sector. Throughout the case study we refer to the organisation as a small to medium corporate in the first instance and then as a “client” in the rest of the document – noting that “client” is used in a hypothetical sense for this particular scenario. As always, before considering or accepting any engagement in the M&A Lifecycle, full conflict and independence checks should be undertaken and considered in the nature of work we seek to undertake with our clients.

STAGE #2

Execute the deal successfully


Now that an opportunity for diversification had been identified, our Deloitte M&A team approached the target business to understand the nature of the organisation, express a direct interest in acquisition and gain insights on the broad terms.


We wanted the client to become prepared rather than a reactive acquirer, addressing their needs with action oriented answers to the question of: “How do I best prepare for the transaction?” right now. This meant ensuring they were ahead of the game across every step of traditional due diligence and bringing to the table expertise from an accounting, tax, commercial, ESG, HR, IT, real estate and supply chain focus. We also ensured that we conducted a technology due diligence as a core component.


Throughout the due diligence process we interrogated the deal from an impartial standpoint, providing solutions to the pain points around “How can I identify and mitigate transaction risks as well as identify and quantify potential upsides to the transaction?” “How do I address transaction closing risks?” at this critical stage.


Feedback from the client indicated that their CFO wanted to know whether the deal rationale could be supported strategically/financially and we provided a holistic view, tailored to the objectives and needs stated at the outset. Through iDeal we were able to use the power of data analytics to reveal key business insights – helping the client to identify pockets of value and on-going opportunities.


We also helped craft the documentation to put forward to the board in their board paper. This involved outlining the risks as well as validating these against the potential upside opportunities. We also implemented M&A process procedures and checklists, supporting a well-established and articulated M&A governance model, along with an executive briefing plan.


From a value perspective, we constantly revisited the rationale underlying the transaction to make certain that the valuation reflected the deal strategy and captured the key value drivers. It was a focus on making sure that every stakeholder understood the complete picture end-to-end of the impact, benefits and outcomes from the acquisition including potential synergies at play – to drive the delivery of promised returns in Stage #3. Collaboration was critical and we scheduled bi-weekly calls alongside the Digital Deal Room experience to drive continuous communication at every step.


The impact:

We brought together the best capabilities, locally and globally, to tackle each and every opportunity for this client. We focused on creating, capturing and driving maximum value fuelled by our technology solutions and people – providing this organisation with the right action, for every stage of their transaction.


Disclaimer:


*This M&A case study is a hypothetical scenario, bringing to life the actions being taken across an M&A transaction at each and every step. It is inspired by the experience of our cutting-edge M&A team during their industry-leading work across the sector. Throughout the case study we refer to the organisation as a small to medium corporate in the first instance and then as a “client” in the rest of the document – noting that “client” is used in a hypothetical sense for this particular scenario. As always, before considering or accepting any engagement in the M&A Lifecycle, full conflict and independence checks should be undertaken and considered in the nature of work we seek to undertake with our clients.

STAGE #3

Deliver the promised returns


Having assessed and identified business synergies in Stage #2, we now began putting a plan in place to deliver on them. This involved realistically determining the return on investment (ROI) by running workshops to assess how the sales teams would integrate.


To address the answer to “How do I set myself up for success from transaction close?” we focused on co-developing a solid approach in order to integrate suppliers, employees, systems and processes, through automation and modern technology approaches. When it came to customers, we created a robust communications plan to maintain retention. We also ensured that all the regulatory and compliance obligations were being met throughout this post-merger integration.


From a people perspective we created and designed talent retention programs as well as managed change and communication initiatives to drive a smooth and successful transition. This aligned to one of the initial objectives of the corporate to build their brand and reputation with talent and leaders who could drive continued growth.


The impact:

We brought together the best capabilities, locally and globally, to tackle each and every opportunity for this client. We focused on creating, capturing and driving maximum value fuelled by our technology solutions and people – providing this organisation with the right action, for every stage of their transaction.


Disclaimer:


*This M&A case study is a hypothetical scenario, bringing to life the actions being taken across an M&A transaction at each and every step. It is inspired by the experience of our cutting-edge M&A team during their industry-leading work across the sector. Throughout the case study we refer to the organisation as a small to medium corporate in the first instance and then as a “client” in the rest of the document – noting that “client” is used in a hypothetical sense for this particular scenario. As always, before considering or accepting any engagement in the M&A Lifecycle, full conflict and independence checks should be undertaken and considered in the nature of work we seek to undertake with our clients.

STAGE #4

Realise greater value


Now that the transaction was delivering the promised returns, it was time to address the client’s question around “How do I evolve my business to realise greater value?” as we looked to the future.


This involved bringing our expertise in technology and transformation to the transaction table. From a technology point of view it was interesting to see that the client’s infrastructure and operating framework could do with some improvements and modifications.


Across the company there were vast differences in the systems being used, the processes in place and the technology solutions being used and delivered.


We implemented a company-wide digital transformation, driving greater value at every single stage. This was achieved by streamlining the technology assets currently in place and creating an organisational structure that encouraged seamless outcomes.


The impact:

We brought together the best capabilities, locally and globally, to tackle each and every opportunity for this client. We focused on creating, capturing and driving maximum value fuelled by our technology solutions and people – providing this organisation with the right action, for every stage of their transaction.


Disclaimer:


*This M&A case study is a hypothetical scenario, bringing to life the actions being taken across an M&A transaction at each and every step. It is inspired by the experience of our cutting-edge M&A team during their industry-leading work across the sector. Throughout the case study we refer to the organisation as a small to medium corporate in the first instance and then as a “client” in the rest of the document – noting that “client” is used in a hypothetical sense for this particular scenario. As always, before considering or accepting any engagement in the M&A Lifecycle, full conflict and independence checks should be undertaken and considered in the nature of work we seek to undertake with our clients.

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Get in touch

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Jamie Irving

M&A Leader, Large Corporates

Tara Hill

M&A Leader, Small to Medium Corporates

Aaron Black

M&A Leader, Private Equity

James Riddell

M&A Leader, Institutional Investors