By William J. Gole
Supplying functional program of top practices hired within the divestiture method, company Divestitures provide you with unique tips on how your small business should still deal with a divestiture. It presents a based procedure that emphasizes disciplined execution and illustrative files and alertness aids that may be tailored to be used in real-world events.
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Additional resources for Corporate Divestitures: A Mergers and Acquisitions Best Practices Guide
Finally, it may not be obvious to nonmanagement stakeholders, such as shareholders and investors, that the property is a poor strategic fit. If the organization believes that divestment is the best option, it is important, if not imperative, that any decision to divest is accompanied by a clearly articulated plan to reinvest the proceeds in activities that will yield better returns in the long term. Such a plan should act as a catalyst to galvanize internal opinions and to stimulate action as well as a vehicle for conveying an understandable and convincing rationale for stockholders and investors.
2/22/08 10:18:46 AM 38 Chapter 2 Strategic Assessment • • How do financial markets perceive the individual elements of the portfolio? Does the organization’s need for cash supersede other nonfinancial considerations? The answers to these questions will generally identify any elements of the business portfolio that may require some form of corrective action. Divestment is but one of a number of options an organization may consider when addressing the issue of portfolio realignment. In fact, other, less dramatic options should usually be evaluated before divestiture is even entertained.
Ence but are unlikely to Have estabhave established M&A lished disprocesses but posal process may not have and are very robust divesunlikely to titure process have adeor adequate quate knowlknowledge edge transfer transfer mechanism mechanism for for disposals. disposals. Systematized A best practice guidance for template for the disposal the disposal process. process. Increases effiSupplements ciency and established effectiveness practices. and provides insights for avoiding major pitfalls. USEFULNESS OF THE 29 OCCASIONAL Small to moderatesize companies Have limited M&A experience and are unlikely to have established M&A processes in general and even less likely to have an established process for disposals.