Sell-side / Buyer-specific positioning
Connect the company’s strengths to each buyer’s strategy. Develop tailored acquisition rationales, discussion briefs and presentation angles that give your team a better starting point for every conversation.
One set of company facts. Three different investment questions.
Research the buyer’s product portfolio, customer base, distribution, and stated growth priorities. Develop a combination thesis around the specific gap your business could fill.
A view of complementary capabilities, commercial opportunities, integration requirements, and the evidence supporting each.
Connect the business to the sponsor’s sector experience and investment mandate. Develop the operating and growth plan, including management capacity, investment needs, and potential add-on opportunities.
A credible ownership thesis, clear value-creation levers, and the assumptions that need to be established in diligence.
Look at the operating business behind the sponsor. Research its geographic coverage, product gaps, acquisitions, and customer relationships to explain what your company could add.
The add-on rationale, potential commercial and operating benefits, and a practical view of how the businesses could combine.
Buyer research becomes commercial preparation
The core facts about your company stay consistent. The emphasis changes to reflect what the buyer could do with the business.
Examine strategy, product portfolio, markets and acquisition history. Identify the specific connection between the buyer’s agenda and the seller’s strengths.
Explore the commercial and operating logic of the combination. Distinguish seller capabilities from potential benefits that depend on the buyer’s execution.
Create briefing notes, tailored presentation sections and likely discussion topics. Keep the supporting research close as your team prepares the meeting.
Take a closer look
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