Due diligence

With our dedicated specialists in our global Transaction Services business, we can bring you, our client, a combination of financial, commercial and operational insight to every deal. We deliver unparalleled knowledge as we navigate the deal process with you.

Whether you are making an acquisition, divestiture, or strategic alliance, in each case we have the same objective – to make sure you get the maximum return on your deal.

Financial Due Diligence

Vendor Assistance and Vendor Due Diligence

When a company is up for sale - or selling off one of its parts - it needs to show an in-depth report on its financial health to potential buyers. This is called vendor due diligence. PwC provides comfort to both buyers (acquires) and sellers (vendors) with an independent view of the business, encompassing its performance and prospects.

Vendor due diligence aims to address the concerns and issues that may be relevant to even the most demanding purchaser. For vendors undertaking a disposal or selling off a part of their own business, vendor assistance provides bespoke solutions to assist you in successfully completing your divestments.

Our vendor assistance specialists work alongside company management and their lead advisers throughout the process, ensuring that opportunities and issues are understood and the correct steps are taken.

Buy side due diligence

Any organisation considering a deal needs to check all the assumptions it makes about that deal. Financial due diligence offers peace of mind to both corporate and financial buyers because it analyses and validates all the financial, commercial, operational and strategic assumptions being made. It also uses past trading experience to form a view of the future and ensure there are no 'black holes'.

Service components include revenue, commercial and market due diligence, synergy validation, maintainable earnings, future cash flows, all operational issues, and deal structuring.
 

Tax Due Diligence

  • Identify and seize opportunities of tax efficiency
  • Evaluate and manage tax risk
  • Optimise tax structure of the deal

Learn more about M&A tax structuring

Commercial Due Diligence

  • Dimension market size and growth rate 
  • Understand business model of key competitors
  • Assess profitability drivers
  • Review projections and business model 
  • Benchmark the sales organisation against competitor
  • Conduct regulatory review

Operational Due Diligence

  • Analyse the target along the value chain
  • Assess the impact on the viability of the transaction
  • Assess risks involved
  • Identify synergies

IT Due Diligence

  • Identify merger issues on IT operation and technology
  • Plan for an integration of IT systems
  • Assess the legacy IT systems
  • Develop the transition planning and project management, and IT organisation and staffing reviews

HR Due Diligence

  • Identify the risks related to HR issue
  • Establish the initial diagnostic in pre- and post-merger integration phases
  • Evaluate HR compliance, compensation benefits, people motivation and equity issues

Environmental Due Diligence

  • Evaluate the environmental, health and safety performance, legal compliance
  • Comment on the reputation aspects associated with operation and products manufactured
  • Assess the influence of the markets and supply chain relationships on products and the business

Contact us

David Brown
Greater China Transaction Services Leader
Tel: +[852] 2289 2400
Email

Leon Qian
China North Transaction Services Leader
Tel: +[86] (10) 6533 2940
Email

Andrew Li
China Deals Domestic Leader
Tel: +[86] (21) 2323 3437
Email

Katy Spooner
Partner
Tel: +[852] 2289 2315
Email

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