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Dr. Philipp Hofstetter

Partner Transaction Advisory
Tel. +41 58 792 15 06

Divesting for Growth

Reflections on the potential divestment from an
underperforming and non-core business are an
integral element of strategic business planning.
Assessing when it is time to divest and then
carrying it off successfully is a demanding task,
equally complex to making an acquisition.
In order to achieve strategic and financial goals,
companies need a systematic approach for the
divestment process. PwC Divestment Services can
help ensure a successful exit which will enhance
shareholder value, emphasise core competencies,
improve profitability and ultimately strengthen
competitive performance.

Markus Koch
Business Restructuring Services
Tel. +41 58 792 15 68

Frank Minder
Senior Manager Transaction Advisory
Tel. +41 58 792 14 57


How is globalisation changing corporate

The international marketplace is dealing with unprecedented change as globalisation
drives increased capital flows. Companies can invest and divest in response to
favourable market opportunities, changing labour markets or differing regulatory
regimes due to market liberalisation.

We help companies face the key challenges

In any divestment process a structured approach will reap rewards both in terms of
maximising revenues and minimising costs. Typical challenges in divesting a business
and ways in which PwC can support are the following:
Key Challenges

Identify non-core/non-performing



Realise Value


Assess the divestment target

and the way forward (e.g. sale,
spin-off, IPO, alliance, restructuring,
wind down)

Understand and anticipate potential

buyers needs

Maximise value and liquidity


I. Strategic

II. PreDivestment

Why are companies maximising value on

divestments less than half of the time?1

Assess options considering related

risks and upside potential
Identify potential buyers
Assess and optimise tax

III. Preparation

IV. Execution

Market the business for sale

Negotiate with bidders
Input on share purchase agreements
Implement optimised tax structure
Manage wind-down

V. Disintegration

Co-ordinate transition and

separation activities
Negotiate purchase price adjustments
Eliminate remnant costs and liquidate
stranded assets

Divesting for growth not for survival

Few companies devote much effort to a solid divestment or exit strategy.

Companies that fail to proactively embrace divestment plans for non-core or underperforming businesses in the face of increased competition and declining margins
are likely to become uncompetitive.

There is a lack of focus on divestment strategies and a gap in market knowledge

about how to maximise the value opportunity of an exit.

Successfully divesting an under-performing/non-core asset will release the flow

cash supporting that business for development of other opportunities.

Only a small number of companies have a dedicated team of divestment experts.

Most businesses rely on line management to handle divestments alongside their
day-to-day operational responsibilities.

Handling post-closing matters

Conduct strategic review of the

business portfolio
Identify divestment targets and
available options

Prepare carve-out historical financials

and stand alone business plan
Conduct vendor due diligence
Develop separation/wind-down plan

The pace of the business lifecycle is increasing rapidly

Today, divestment activities are gaining momentum, mainly driven by the need
and urge to further focus on core competencies, but also due to liquidity and debt
repayment needs.

PwC Support

Source: PwC Divestment for Growth survey in 2004 in Europe, Asia Pacific, Africa and the Middle East


Expert articles, interviews and
press releases

We assist your
Company to
divest for Growth

Where to find and order a

Please find information on
current client events at:

2007 PricewaterhouseCoopers AG/SA. PricewaterhouseCoopers refers to the Swiss firm of PricewaterhouseCoopers AG/SA and the other member
firms of PricewaterhouseCoopers International Limited, each of which is a separate and independent legal entity.