Selling the whole business

When it comes to selling a client’s business, a successful strategy requires active portfolio management and a well-planned sales process.

The TREDIC partners are highly experienced and exceptionally well networked with a broad range of skills, deep industry expertise, and a view on the future. We help our clients to avoid loss of value, assist them in the negotiation process, and help them to stay in front of the buy side due diligence process.

From helping our clients to understand the potential risks and rewards of a sale or a buy-in to supporting them in minimising value loss, we assess the client’s situation and support their negotiating position to maximise the sales price and execute the deal with minimal disruption to the remaining business operations.

The TREDIC Partners advise our clients on the key questions to ask during the critical stages of planning and executing a sale:

1. Portfolio strategy: How do I maximise shareholder value?
2. Exit options: What are my strategic exit options to maximise shareholder value?
3. Preparing for exit: How do I prepare the business for exit?
4. Deal execution: How do I get the deal done at the right price?
5. Pre-close: Am I ready to close?
6. Post-close: How do I capture the value created?

Selling part of a business

Whether it is to strengthen balance sheets by selling non-core businesses, simplify businesses by selling non-core brands, achieve a new strategic direction by spinning off a division or to sell a business unit as mandated by regulators, divestment and carve outs have generated a significant amount of value in the M&A market.

However, the carve-out road is not easy. Separation complexity should not be underestimated as it has a direct impact on deal price. To be successful requires a balance between maximising value while mitigating risks, and quickly divesting while maintaining control of the process and protecting business as usual operations.

Across TREDIC’s network, we help clients throughout the whole process, from defining separation options and understanding the potential impact on value through to developing and delivering successful separation plans.

1. What is the optimal separation approach?
2. What are the key separation risks and how should these be mitigated?
3. How will this business operate at deal close and when fully standalone?
4. Which services will need a Transition Service Agreement or a Long Term Agreement and how should they be implemented?
5. How do we ensure a seamless transition that protects operational integrity and minimises value leakage?