Transaction Advisory Services

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Operational Transactions Services

Effective integration and/or divestment can significantly enhance the value of an enterprise and its capital flexibility. An effective inorganic growth strategy and integration process can accelerate growth, and divestments of non-core assets can generate cash flows and flexibility to pursue strategic transactions.

Many successful enterprises constantly review their portfolios to identify opportunities for strategic investments or divestments of assets that are no longer core to their business strategy. However, without a rigorous planning and execution strategy from both financial and operational perspectives, the risks and challenges associated with a transaction can quickly erode the value of the deal.

During the due diligence process, we start with assisting clients to identify the potential integration challenges. Our extensive experience in developing robust “Day 1” and “100 Day” plans assist clients to accelerate the realization of value and their strategic objectives.

In a divestment or carve-out situation, we assist clients with the development of a separation strategy to reduce disruption to the daily operations of the business. We also provide functional expertise for operational upgrades and improvement, and assist with the assessment of potential impact to key business functions during the separation to better position our clients during the negotiation process.

Our clients also seek our advice on the identification of synergies, improving the operational and business performance of their investments, and identifying other value creation opportunities.

EY - Operational Transaction Services

Our services include:

  • Post-merger Integration
    • Pre-closing: Assist clients in integration planning, Day 1 readiness assessment, communication preparation, employee and customer retention, synergy realization and external resource support
    • Post-closing: Support clients in functional integration such as finance, human resources, operation and assessment on overall integration effectiveness
  • Divestiture
    • Help clients realize value, accelerate closing and minimize business disruptions
    • Help clients reach their strategic goals, optimize their portfolio, and evaluate divestiture risks and rewards
    • Prepare clients to execute the transaction and potential IPO
    • Execute strategy/portfolio management, separation planning, negotiation and optimization of the remaining business
  • Operation Restructuring
    • Help clients plan and execute the carve out or spin-off of an under-performing or noncore business unit, stabilize and maintain business continuity, debt and liability consultation
  • Working Capital Optimization
    • Working capital performance assessment
    • Profitability and opportunity identification and analysis
    • Working capital optimization and implementation
    • Project management and tracking
    • Cash flow forecast

Type of client│Main scope of services

  • Multinational Corporation
    • Closing and integration planning
    • Integration management support
    • Financial control
    • Change management
  • State-owned Enterprise
    • Closing and integration planning
    • Integration management support
    • Target company corporate governance design
    • Financial control
    • Financial reporting conversion
    • Key personnel retention
    • Communication plan and execution support
    • Synergy identification and implementation plan
  • Privately Owned Enterprise
    • Closing and integration planning
    • Integration management support
    • Target company corporate governance design
    • Financial control
    • Key personnel retention
    • Synergy identification and implementation plan
  • Private Equity Fund
    • Target company organization structure optimization
    • Target company human resource management improvement
    • Target company financial control enhancement

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EY - Two-Invoice Policy: A Paradigm Shift in China’s Medical Devices Industry

Two-Invoice Policy: A Paradigm Shift in China’s Medical Devices Industry

Following the two-invoice policy roll-out for pharma, one can expect this will pose similar impacts on MedTech stakeholders.