Corporate Divestitures: A Mergers and Acquisitions Best by William J. Gole

By William J. Gole

Offering useful software of top practices hired within the divestiture strategy, company Divestitures provide you with distinct tips on how what you are promoting may still deal with a divestiture. It offers a based technique that emphasizes disciplined execution and illustrative records and alertness aids that may be tailored to be used in real-world events.

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This approach would not obviate the need for input and some degree of involvement on the part of line management within the selling company, but it would relieve functional managers of the need to get deeply involved in the divestiture process. They would essentially function as internal consultants. In this approach, the project leader plays a critical role, both directing the activities of the various external advisors and, importantly, making the major decisions related to the deal. While external consultants can do more of the work, they cannot supplant the seller’s ownership of the transaction.

Indd 44 Size of the entity. As a general rule, the larger the business being considered for divestiture, the broader the range of divestiture options open to the seller. Obviously, the sale of a $5 billion subsidiary can be expected to have a substantially different impact on shareholder value than the sale of a $50 million product line and, therefore, would warrant a hard look at the full range of options available. Conversely, transactions involving smaller business units rarely will justify the level of management attention (and distraction from the core business) or the legal, regulatory, and advisory cost associated with such transactions.

This approach would require the engagement of an M&A advisor, in addition to an M&A attorney, a financial advisor (broker or banker), and, possibly, an accounting firm. It may also require the engagement of other specialists in areas such as information technology and human resources/compensation. This approach would not obviate the need for input and some degree of involvement on the part of line management within the selling company, but it would relieve functional managers of the need to get deeply involved in the divestiture process.

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