BCG's Corporate Development practice helps clients address the issues that are frequently at the top of senior management's agenda. We combine BCG's traditional expertise in corporate strategy with a value-management methodology designed to maximize the intrinsic value of individual businesses.
Our practice in Greater China draws on the firm’s experience in mergers and acquisitions, postmerger integration, and analytic modelling approaches that enable our clients to understand and respond effectively to the ways that capital markets value companies.
Major topics we cover in this practice include:
- Corporate Strategy: We work with senior managers as they articulate their vision for their companies, plan for future growth, and define the organization’s mission with a focus on the industry, its customer base, and its competition.
- Corporate Finance: Strategic plans cannot be implemented without financing. BCG provides expertise to those seeking to buy or sell a business, improve investor relations, forge partnerships or joint ventures, float shares in capital markets, or take a company private.
- Postmerger Integration: BCG is a recognized global leader in advising companies both before and after mergers. We help identify synergies, conduct premerger simulations, protect the functioning of the core business, and pinpoint the issues that will need to be addressed. In short, we are experts in helping our clients manage change.
- Total Shareholder Return Strategy: There are myriad factors affecting a company’s total shareholder returns over the long term. BCG applies its extensive in-depth knowledge of these factors to formulate customized models that enable clients to maximize shareholder value.
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Tjun Tang Partner & Managing Director Hong Kong +852 2506 2111 |
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Xinyi Wu Partner & Managing Director Beijing +86 10 8527 9000 |
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Publications
Back to the Drawing Board
The issue of corporate governance has been the focus of collaboration between BCG Partner Colin Carter and Harvard Business School professor Jay W. Lorsch since well before today’s well-publicized scandals. The authors draw upon years of experience as both board members and consultants to boards to examine why certain boards are held accountable for such failures, while others were actually improving their company’s operations and long-term outlook. Their conclusions were validated by responses from 130 CEOs of major global companies.
The Synergy TrapMergers and acquisitions have clearly become the favorite corporate growth strategy of this generation's executive teams. Unfortunately, the dilemma facing executives is that the majority of these transactions are, on balance, hurting their shareholders. Many acquisitions are predictable failures right from the beginning. The Synergy Trap focuses on the fundamentals of informed acquisition decisions—particularly the notion of synergy and the competitive conditions that must be met to justify transaction prices. Because of the unique gamble that acquisitions represent, executives must clearly understand the financial, strategic, and implementation issues of deals before approaching the negotiating table with the corporate checkbook open. In short, The Synergy Trap sets an agenda for the up-front planning issues that drive shareholder value creation in acquisition strategies.
Press Releases
September 17, 2008
Chinese Banks Need to Be Selective about Cross-Border M&A Deals, Says Report by The Boston Consulting Group, a List of 69 Questions Suggested to Banks that Can Ask to Gauge Their Preparedness for Foreign Deals Chinese banks have been pursuing larger, more ambitious M&A deals. Many deals have involved taking stakes in foreign institutions, according to a report by The Boston Consulting Group (BCG). The report, titled Venturing Abroad: Chinese Banks and Cross-Border M&A, is being released today. View more
BCG in the News
October 14, 2010
21st Century Business Herald
China's RMB 100 Billion Baby Care Market Impossible to Ignore The baby care market in China grew by double digit figures last year, stimulated by strong and sustainable drivers. To better explore this, BCG's Center of Consumer Insight (CCI) conducted large scale quantitative consumer research in China during the first half of 2010, comprised of thousands of samples from 28 cities, ranging from tier-1 to tier-6, and covering the nine main categories for the 0-3 year old baby market.
September 28, 2010
WSJ-China Realtime Report
Chinese Players Top ROI League Table According to a report released by BCG, Threading the Needle: Value Creation Ina Low-Growth Economy, companies from rapidly developing economies have come to dominate the Value Creators rankings.
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From Silver to Gold: How Insurers Can Capitalize on Aging in ChinaMore -
China's Digital Generations 3.0: The Online EmpireMore -
Emerging Best Practices of Chinese Globalizers: The Corporate Global Citizenship ChallengeMore -
Wealth Markets in China: Seeking the Opportunity to LeadMore -
The World’s Next E-Commerce Superpower: Navigating China’s Unique Online-Shopping EcosystemMore