M＆A

In this day and age when it is difficult for a company to grow through organic growth alone, M&A is becoming increasingly important as a tactic to maximize corporate value. Can M&A strengthen core businesses, or can non-core businesses be effectively utilized as resources? This is one of the turning points in whether or not a company will be appreciated by shareholders. With more than half of M&As said to fail, the question is how to make M&A a driver of growth.

Our Essential

Baycurrent in hands-on support, and we understand not only our clients' industry and business knowledge, but also their corporate culture. Because we know our clients inside and out, we can propose optimal methods to our clients in sensitive and important situations such as M&A. The Baycurrent wheels of "a third-party perspective based on knowledge" and "understanding the client because we are hands-on" accelerate M&A strategies.

Featured Cases

Accelerating Self-Disruption Through Digital CVC

To accelerate DX, we established a digital CVC to invest in digital-related startups. We actively invest in startups that contribute to our DX initiatives and strengthen our capabilities through capital alliances and M&A. Additionally, we carried out self-disruption by forming capital alliances and M&A with potential disruptors that could threaten their business. Through these activities, we reorganized our business portfolio and create new business domains.

Strategic Due Diligence for Business Integration

For the integration of a mega financial group with a securities company, we conducted due diligence that incorporated the post-integration business strategy. Within two weeks, we outlined the post-integration strategy for each of the three potential integration candidates and clarified synergies and dis-synergies. We developed a model to calculate management metrics and enterprise value, and identified options to maximize the latter. By incorporating perspectives not typically covered in standard financial due diligence, we were able to select options with high precision within one month.

Formulating Entry Strategies for the Car Leasing Market

We examined recent trends in the car leasing market and identified key factors for understanding customer dynamics. After reevaluating customer segments, we visualized the market size and competitive landscape for each segment, pinpointing those with competitive potential. Based on this analysis, we organized and selected differentiating factors and entry options, and developed a winning strategy for the targeted segments. We identified the capabilities needed for this strategy through interviews conducted both domestically and internationally, and formulated a plan for acquiring these capabilities through alliances and M&A.

Cases

Formulation of Carve-Out Strategy for Non-Core Technologies

Formulated and verified a hypothesis for a carve-out scheme for non-core technologies and developed a work plan. Aimed to monetize by utilizing the diverse technologies of a major high-tech manufacturer.

Acquisition of a Business Aimed at Expanding the Medical Data Business

To expand the data business utilizing medical data held by insurance companies, we sought ventures with medical data infrastructure and pursued a carve-out acquisition of the business.

IT Due Diligence Prior to Partnership

When an energy company was launching a new business, they planned to establish a JV with a company possessing maintenance capabilities. The intention was to use the partner’s maintenance system for the JV. However, there were numerous concerns, such as security vulnerabilities and whether the architecture would ensure connectivity with their own system. We therefore conducted due diligence on the partner's system, including its code and settings. This contributed to the decision to proceed based on the premise of utilizing the maintenance system.

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