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The M&A Window Is Wide Open—for Now

In an uncertain economic environment, the opportunity for transformative deals that radically accelerate your strategy and strengthen your competitive advantage is ripe. With valuations down and significant amounts of cash reserves, the current moment may be the best time in years to pursue mergers and acquisitions (M&A) that can reshape your business for the future. Here’s why and how you should take action now.

Historical Success of Downturn Deals

History shows that deals made during economic downturns often outperform those made in more stable times. Consider Pfizer’s acquisition of Wyeth during the Great Recession of 2008. This strategic move allowed Pfizer to expand its expertise in biotechnology, vaccines, and complementary businesses, providing a broader footprint in key disease areas and laying the groundwork for leadership in responding to COVID-19.

Despite the challenges of the current economic climate, with lower valuations making attractive targets hesitant to sell and higher interest rates affecting deal economics, there is significant potential for transformative deals. Companies with substantial cash reserves and a need to address critical megatrends like digital transformation and sustainability are well-positioned to seize these opportunities. First movers will have the advantage of selecting the best targets.

The Current M&A Landscape

Valuations and Deal Volume: Both valuations and deal volume tend to fluctuate with business confidence. While the number of deals declines in uncertain times, those that do occur often create significant value. Research from Boston Consulting Group (BCG) found that two years after an acquisition announcement, the total shareholder return of downturn deals was 9.6 percentage points higher than that of deals made in a strong economy.

The current environment, marked by pandemic effects and geopolitical conflicts, presents unique opportunities. The performance of individual companies varies widely, and while you may acquire targets at lower multiples, premiums over current valuations may still be necessary to convince them to sell.

Strategic M&A in Action

Ambitious deals are already happening. For example, Germany’s RWE is purchasing US-based Con Edison’s clean-energy business for $6.8 billion to pivot from carbon-based energy to renewables. Similarly, Avery Dennison’s $1.45 billion acquisition of Vestcom aims to expand offerings in digital labeling and signage in retail.

With approximately $12 trillion in corporate cash and equivalents and $2 trillion in private-equity dry powder, there’s ample funding to make deals happen. Corporate buyers may have an edge over private equity in pursuing strategic deals, given their ability to use cash and equity to finance transactions.

Setting Your Action Agenda

To make the most of the current M&A landscape, consider these key steps:

  1. Review Your Portfolio and Resources:

    • Understand your starting position, strategic priorities, and freedom to operate. De-average your total shareholder return to identify which parts of your business add or subtract value, and assess your cash on hand and borrowing capacity.

  2. Prepare and Plan for Divestitures:

    • Determine the worth of each business and the impact of selling it. Assess marketability and prepare an attractive strategy and business plan to maximize interest and value creation.

  3. Identify and Prioritize Potential Targets:

    • Identify the most attractive sectors and potential acquisition candidates. Approach each target with a clear and compelling story outlining the strategic and financial benefits of the combination.

  4. Prepare the Organization to Move Rapidly:

    • Ensure your board is ready to act, advisors are lined up, and a top-notch due-diligence team is in place. Prepare for post-merger integration with clear responsibilities for driving successful outcomes.

Conclusion

The current economic environment presents a unique window of opportunity for transformative M&A deals. By strategically reviewing your portfolio, preparing for divestitures, identifying potential targets, and preparing your organization to move quickly, you can leverage lower valuations and significant cash reserves to accelerate your strategy and gain a competitive advantage.

For more information on navigating the complexities of M&A and to discuss how we can assist with your strategic transactions, please contact our office. Our experienced attorneys are here to provide expert guidance and support to help you achieve successful and transformative deals.

Gayatri Gupta