Value creation is the overarching goal of all companies. Increasing regulation, fierce competition and new economic and social requirements are increasing the complexity for financial service providers and making the value creation process more difficult.
Targeted, strategic transaction decisions can counteract this development. In addition to projects to reduce costs or increase earnings within the company, the skilful use of transactions and cooperations opens up new opportunities to consolidate your market position.
Our aim is to support you in this complex endeavour and to achieve a long-term and healthy increase in your company's added value. As an experienced partner, we work with you to review your strategic orientation and support you in the operational adjustment of your business models.
You can rely on our FS-specific expertise in the area of deal advisory:
- Operational Due Diligence: We create transparency about the operating model of your asset or target in the financial services sector: the ODD includes the analysis of the operational structure and process organisation as well as associated risks in order to support potential investors or buyers in their decision-making. The commercial, operational and technological value drivers and success factors of the operating model are evaluated and individual characteristics are emphasised
- Elevate: Our proprietary value creation approach builds on the findings of operational due diligence and helps to quickly create financial value - regardless of whether you are on the buy or sell side. From strategy to implementation, KPMG experts can quickly and confidently identify measurable improvements in operating margins, cost structures and working capital positions to maximise the value of your asset or investment
- Separation/carve-out: Comprehensive advice from defining the carve-out scope and developing a target picture through to ensuring day-1 readiness and the period thereafter. Our success factors include defining and documenting the vision and target picture, a thorough preliminary study and detailed planning, realistic internal capacity planning and appropriate resource management, ensuring priority and incentivisation for management and proactive communication throughout the carve-out to bring customers along and ensure business continuity
- Integration/ PMI: From the integration strategy and definition of the operating model to the implementation of your company acquisitions: As KPMG's deal team, we examine the value drivers and integration hypotheses as early as the identification and selection of a suitable takeover target. In the due diligence process, we focus on the integration challenges and requirements. For post-merger integration, comprehensive PMI management and structured integration planning are crucial to ensure Day 1 and the realisation of synergy effects
Transactions and collaborations help you to effectively build competences, open up markets, close product gaps and strengthen your ability to innovate as well as ensure a sustainable increase in your added value.
Turn our expertise into your success
We offer you comprehensive, customised advice in the transaction environment, ranging from strategic conception to operational implementation. Thanks to our long-standing client relationships in the financial services sector, we have developed a comprehensive and in-depth understanding of the market and competitive environment as well as the business models operating there.
We take into account the relevant aspects of your transaction - functional, technical and cultural - and, thanks to our large network, we are able to flexibly provide proven experts at short notice and as required, for example on legal and regulatory issues, in order to make your transaction a success. In particular, we support you in the following aspects of a transaction:
Target image and concept
Definition of merger, separation or cooperation strategy; development of the high-level target picture for the business and operating model; detailing of the target picture and derivation of synergies if necessary; establishment of the quantitative starting point for synergy targets; validation of synergies; estimation of transformation costs, e.g. restructuring costs; location strategy; cooperation assessment: strategic alliances vs. joint ventures, cooperation design and network development
Day-1 Readiness
Ensuring operations and business and legal control; definition of stabilisation measures; review of licensing conditions and, if necessary, clarification of operational issues with the supervisory authority; preparation of contract inventories and clarification of transitional arrangements and legal succession; setting up a project structure separate from line activities, planning and tracking the implementation of measures; setting up a 100-day plan; minimum regulatory requirements (e.g. reporting, compliance, licensing issues and regulatory communication)
Value Creation
Business plan review: As-is analysis and baseline creation with breakdowns of top and bottom line elements; development and prioritisation of hypotheses for further analysis; execution of proprietary benchmarks along the KPMG Elevate Analytical Building Blocks (ABBs); detailed quantification of value potentials (base and stretch scenarios); Classification of risks and implementation complexity; verification of top and bottom line opportunities through expert interviews; determination of initial implementation effort, duration and feasibility; creation of an implementation roadmap (including costs, impact on the business and operating model and implementation hurdles)
Implementation planning/realisation
Conception of the transaction roadmap: planning the implementation/ setting up implementation controlling and KPIs of the transaction; coaching the implementation/ if necessary, driving selected topics; ensuring synergies are achieved/ adherence to the project budget; risk analysis of all typical transaction/ cooperation risks
Personnel concept
Definition/ application of measures for retention; derivation of personnel management action requirements ("personnel synergies") from the target image; preparation/ implementation of information events for works councils; definition of negotiation strategy/ implementation of negotiations on reconciliation of interests/ social plan; personnel management/ labour law support for implementation; implementation of personnel management measures; support in negotiating works agreements
Change and culture management
Identification of a change management officer integrated into the transaction project; identification of stakeholders and key resources; design and implementation of communication measures; preparation of a communication plan; ongoing close integration with the technical and organisational transaction
Benefit from our transaction experience
Our experts at KPMG support you in all aspects through all phases of your transaction: from strategy development to the successful implementation of the transaction and integration. Our specialists, who specialise in banks and financial service providers, provide you with comprehensive advice in all areas and from a single source - on strategy, M&A, valuation, financial analysis and corporate planning, due diligence, restructuring, tax aspects, as well as all people & change and integration issues. Our experienced project teams with relevant know-how and established toolsets ensure a fast project start and minimise start-up losses.
The KPMG formula for success
Take advantage of our proven formula for success consisting of structured project approaches, tried-and-tested methods, extensive benchmark knowledge and innovative approaches to defining your strategy, scope of services and organisation. This includes support for small and large transformation and cooperation projects as well as globally standardised methods and analysis tools within the KPMG network. You benefit from our wealth of experience from transformation and co-operation projects worldwide. Our focused and coordinated approach to mastering complexity and minimising project risks guarantees first-class results for your company.
Added value for decision-makers
Transaction-driven transformations are becoming increasingly important and complex in the financial sector. They are a major challenge even for experienced decision-makers and their organisations. Together with you, we provide the implementation that is critical to success and significantly reduce the high level of project complexity by contributing our expertise.
Using tried-and-tested tools and an established process model, we define the necessary steps together, provide you with structure and security and support you both in the daily operational tracking of implementation and in the strategic view of the critical path in order to achieve an excellent positioning in the market together with you and pave the way for a further increase in the value of your company.
Our unique team of experts addresses the diversity of challenges and issues of a transaction across all dimensions. Together, we bring your transformation to a first-class result by supporting you with all our passion and thus generating an outstanding overall success for your company.
Your Contacts
Stefan Günther
Director, Advisory, Financial Services
KPMG AG Wirtschaftsprüfungsgesellschaft
Maximilian Eberle
Senior Manager, Financial Services
KPMG AG Wirtschaftsprüfungsgesellschaft
Tilman Straetz
Senior Manager, Financial Services, Deal Advisory
KPMG AG Wirtschaftsprüfungsgesellschaft
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