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Corporate Development 2012 – Leveraging the Power of Relationships in M&A


By the numbers, M&A activity appears to be declining in 2012. The many flavors of uncertainty, including fiscal and political instability in the Eurozone, the seemingly endless stream of new regulation and legislation coming from the U.S. government, and slowing growth in emerging economies like China and India, all appear to be conspiring to depress deal flow.

Yet behind the scenes, our experience with clients reveals that corporate development teams are working harder than ever to deliver value and growth to their companies. The mandate these days is about doing more with less; creatively finding ways to grow with controlled investment funds. Smaller deals, strategic alliances, and smart divestitures appear to be the result, with corporate development teams tasked to exercise their business planning skills as much as their deal-making skills.

In Deloitte’s Corporate Development 2012 study, we explored how corporate development teams are handling the external and internal pressures they face to deliver value. We garnered input from over 300 professionals who oversee or are involved in corporate development and who responded to our 2012 annual survey, and the perspectives of five notable players who sat down with us for in-depth interviews, we take a look at five core areas:

The findings in this report make it clear that corporate development teams can make or break a deal’s value and that to be successful, corporate development teams must acquire some new skills that are often outside the core competency of the classic deal jockey. So what do these findings mean in real life? How should professionals involved in corporate development think about reshaping their roles and partnering for success? Read Corporate Development 2012 – The power of relationships for key insights

Click here for more information about the survey and the respondents.

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