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The market environment in which companies operate is increasingly characterised by VUCA factors. In addition, the so-called PEST factors are providing further impetus that companies must take into account in their respective markets. For long-term market success, it will be crucial to adapt the strategy flexibly and agilely to new market conditions and to ensure that the company portfolio optimally fulfils the strategic corporate goals. In their article, Tobias Huesmann and Arndt Philipp Trümpert from PwC explain how uncertainty can be countered with the help of sensible portfolio optimisation.

The economic impact of the Covid-19 pandemic has hit the global economy hard in some cases. German companies are also struggling with the consequences of short-time working, falling margins, problems in the supply chain and, in some cases, insolvencies. These effects have not left the M&A market unscathed, although the impact has been far less drastic than was assumed at the beginning of the pandemic. Andre Waßmann from Helbling Business Advisors states this in his article.

Since the beginning of the year, the global mergers and acquisitions (M&A) business has recovered quickly from the deep slump caused by Covid-19 in 2020. In 2021, the number of M&A transactions involving German companies will increase by at least 50% year-over-year. Despite the one-off catch-up effect, many drivers suggest that the German M&A market will maintain its strong momentum in 2022.

Special purpose acquisition companies (SPACs) are enjoying rapidly growing popularity as more and more companies choose to go public via SPACs. SPACs have long flourished in the United States, and now they are also going public in Germany and throughout Europe. But how can an initial public offering (IPO) via SPAC be achieved?

For both, sell-side and buy-side, it’s highly recommended to work with external experts in terms of data management, data warehousing and full-stack management reporting. On the one hand investors can speed up their exit processes and on the other hand, with a reliable data structure all stakeholders will gain more trust in data and its KPIs. At best, investors and its portfolio companies already launch such initiatives during holding period or after acquisition together with external consultancies.

With significant rewards up for grabs on both buy- and sell-sides, carve-outs are likely to be a dominant feature of the M&A landscape for some time to come. This makes it all the more important to ensure that nothing is left to chance when executing a carve-out strategy.

Under German tax law, service as a member of a supervisory board is regarded as self-employed activity for income tax purposes, and the member of the supervisory board generates income from self-employed/independent activities (section 18 para. 1 no. 4 German Income Tax Act (Einkommensteuergesetz)). A supervisory board is a body that is entrusted by the company’s articles of association with supervision of the company’s management.

Mergers and acquisitions are a huge strategic manoeuvre. With the promise of creating value, acquisitions start with a strategic idea. Over time, detailed plans and processes are put in place to ensure that the acquisition fulfils its promises to stakeholders. In their article, Jacob Moody, Ayush Patel and Sofia Correia de Carvalho from Lancaster University Management School present three important factors that should help companies to act strategically throughout the entire acquisition process.