Water Street Partners
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JOINT VENTURE AND M&A due diligence are superficially similar. Both follow the same basic process, starting when a preferred counterparty is identified and confidentiality agreements are signed, and usually concluding just prior to the signing of definitive agreements.
How Due Diligence Differs for M&A and Joint Venture Deals$0.00 Water Street Partners
IN MANY JOINT VENTURES – including those in semiconductors, financial services, media, healthcare, and natural resources – the owners are also the JV’s customers, channel, suppliers, users, or otherwise actively participate in the same markets as the venture.
Strategy Under Scrutiny$0.00 Water Street Partners
LAST YEAR, we wrote about why corporate Boards of Directors should care about their portfolios of non-controlled joint ventures. In short, these portfolios tend to be more material than realized, carry underappreciated and often inappropriately managed levels of risk, and contain latent performance upside – all of which are challenges to corporate Directors increasingly exposed collectively and personally to regulatory and shareholder scrutiny.
Corporate Social Responsibility in Non- Controlled Joint Venture Assets: Why Corporate Boards Should Care$0.00 Water Street Partners
SOMETHING BIG SEEMS TO BE happening at corporate lunch counters the world over. We’ve recently been involved in a series of client conversations involving the formation of new consolidation JVs – that is, ventures to combine mature businesses into a jointly-owned entity.
Consolidation Joint Ventures: Why to Consider These Deals$0.00 Water Street Partners
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