An M&A strategy can be defensive (building resilience) or offensive (accelerating business model transformation, unlocking value from the ecosystem, changing the game). Deloitte professionals can help you define an M&A strategy that considers both your corporate objectives and the changing industry landscape to identify opportunities and targets for growth.

For acquisitions, we formalize the target pursuit process by identifying the characteristics of a model target, as well as the drivers and synergies that indicate whether each one has a place on the short list. For divestitures, we review portfolios and assess performance, weigh restructuring versus sale options, and define deal parameters.

Our M&A strategy services include:

Growth and portfolio strategy development 

Strategic and operating model assessment

Buy-side and sell-side capability development

Modeling and strategic alternatives

Buy-side and sell-side corporate finance/investment banking 

M&A innovative technologies

Where you’re going depends greatly on where you begin. Before you can know whether a target fits your M&A strategy, you need to know whether your M&A strategy aligns with your company’s long-term vision.

What are the pathways to growth in a potential M&A pursuit? How can your organization identify them more accurately and reach them more quickly?

Deloitte professionals assist leaders and stakeholders in finding, weighing, and comparing potential targets.

We offer:

Buy-side and sell-side readiness assessment

Target identification and screening

Pre-bid advisory and diligence

Vendor assistance

Value lever identification

Tax and deal structuring

M&A innovative technologies

Deloitte's people, processes, and technologies can support efficient and effective transaction due diligence across financial, operational, and commercial dimensions so you can focus on the big picture.

During the preliminary due diligence phase, we identify and critically examine a deal’s potential financial, operational, and commercial risks and value drivers. For acquisitions, we assist in identifying a comprehensive list of cost and growth synergy opportunities during the synergy and value qualification phase, which are foundational to planning efforts and achieving post-deal-close synergy goals. For divestitures, we support sellers in understanding deal risks to preserve transaction value, identify value-creation opportunities, and explore potential non-complementary synergies with the remaining organization.

Services include:

Bid and negotiation support

Capital/finance advisory

Due diligence: Financial and tax, commercial and operational, HR, IT and cyber, regulatory and compliance, ESG, DEI, and integrity

Valuation and sensitivity analysis

Sell-side virtual data room and clean room management

Synergy and value quantification

Integration/separation planning

Carve–out financials and business plan

IPO readiness and assistance

M&A innovative technologies

From tangible functional concerns like cybersecurity to intangibles like corporate culture, getting everything and everyone ready for Day 1 implementation involves myriad workstreams and milestones. Effectively executing these interrelated elements has lasting implications for long-term, post-deal synergies and performance goals.

Deloitte professionals can help you take control with real-time progress dashboards that facilitate cross-functional collaboration during and after the transaction close period. Together, we can map, track, and manage the processes that are critical to synergy capture, full value realization, and long- term growth.

We provide:

Purchase agreement advisory

Integration management office

Day 1 readiness, planning, and stabilization

Synergy targets and realization

Organizational design; Leadership and workforce transition

Employee experience, change management, and communications

Functional integration: Research & development, sales & marketing, operations, HR, finance, tax, IT, real estate, legal

M&A innovative technologies

Divesting an asset or selling an entire company comes with a long list of challenges—costs, timelines, and disruption to business as usual, to name just a few.

Drawing from our experience with 2,500+ such deals, we help clients navigate complex market and economic conditions to become prepared sellers, incorporating their divestment goals and planning for flawless execution to maximize deal value.

We provide:

Sale agreement advisory

Separation management office

Day 1/IPO/SPAC readiness, planning and stabilization

Transaction Service Agreement (TSA), carve-out and stranded cost support

Employee experience, change management, and communications

Functional separation: Research & development, sales & marketing, operations, HR, finance, tax, treasury, IT, real estate, legal

Organizational design; Leadership and workforce transition

M&A innovative technologies