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Planned Outcomes

Divestiture planning and execution


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Successful surgery relies on a combination of detailed examinations, effective medical practices and surgeon experience and intuition. The same is true when a company decides to sell all or part of the business — a transaction can go horribly wrong without accurate and extensive due diligence information. Worse yet, significant value can be lost if deal execution falters post-closing.

Deloitte’s Divestiture Planning and Execution practice brings an outside-in perspective to the divestiture process based on thousands of transactions across industries. Understanding that each transaction time frame differs, Deloitte’s divestiture practice can help companies balance speed with elegance to manage transaction risk, minimize transition service agreements (TSAs), maximize deal value and address potential stranded costs.

Featured insights:

us_ma_lanpins_56x56_022414.jpg Top ten issues for technology M&A in 2014
What should technology companies be considering when developing their M&A strategies? Learn about top issues which are expected to influence deal activity in 2014.
us_cfo_fish_jumping_56x56_092410.jpg Divestitures and carve-outs: Becoming a prepared seller
As CFOs review their business unit portfolio, they should consider not only which businesses to grow, but also which non-core assets to shed. What challenges and surprises might a CFO face in their journey to becoming a prepared seller?
us_ma_colorpalette_56x56_121611.jpg How to prepare for a carve out
Read more of Jeffery Weirens' viewpoints in his article published in Business Finance.

 

As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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