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Integrating Distressed Assets

Integrating Distressed Assets

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Published by: Deloitte University Press on Oct 06, 2012
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07/22/2013

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This publication contains general inormation only, and none o Deloitte Touche Tohmatsu, its member frms, or its and their afliates are, by means o this publication, render-ing accounting, business, fnancial, investment, legal, tax, or other proessional advice or services. This publication is not a substitute or such proessional advice or services,nor should it be used as a basis or any decision or action that may aect your fnances or your business. Beore making any decision or taking any action that may aect yourfnances or your business, you should consult a qualifed proessional adviser. None o Deloitte Touche Tohmatsu, its member frms, or its and their respective afliates shall be responsible or any loss whatsoever sustained by any person who relies on thispublication.About DeloitteDeloitte reers to one or more o Deloitte Touche Tohmatsu, a Swiss Verein, and its network o member frms, each o which is a legally separate and independent entity. Pleasesee www.deloitte.com/about or a detailed description o the legal structure o Deloitte Touche Tohmatsu and its member frms.Copyright © 2010 Deloitte Development LLC. All rights reserved.
issue 7|2010
Complimentary article reprint
Integrating Distressed Assets
Creating alue from a mix ofopportunity and risk
BYTOM WILLIAMSON>KEvIN CHARLES ANDBOB GLASS> ILLUSTRATION BYSTERLING HUNDLEY
 
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s the economyimproves and M&Agrowth recovers, themove to purchase distressedassets (assets that are in de-fault, under bankruptcy pro-tection or heading towardsuch a condition) has be-come a significant vehicle forgrowth by acquirers. Trans-actions involving distressedassets tend to be significantlydiscounted and can representthe deal of a lifetime.
 
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