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贝恩-2021年全球并购市场报告(英文)-2021.3-76页.pdf
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2021年全行业报告,各行各业行业报告
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Global M&A Report 2021
As the world locked down and masked up, M&A endured.
Founder’s Mentality
®
is a registered trademark of Bain & Company, Inc.
Copyright © 2021 Bain & Company, Inc. All rights reserved.
This work is based on secondary market research, analysis of financial information available or provided to Bain & Company, and a range of interviews with
industry participants. Bain & Company has not independently verified any such information provided or available to Bain and makes no representation or
warranty, express or implied, that such information is accurate or complete. Projected market and financial information, analyses, and conclusions contained
herein are based on the information described above and on Bain & Company’s judgment, and should not be construed as definitive forecasts or guarantees
of future performance or results. The information and analysis herein do not constitute advice of any kind, are not intended to be used for investment purposes,
and neither Bain & Company nor any of its subsidiaries or their respective officers, directors, shareholders, employees, or agents accept any responsibility
or liability with respect to the use of or reliance on any information or analysis contained in this document. This work is copyright Bain & Company and may
not be published, transmitted, broadcast, copied, reproduced, or reprinted in whole or in part without the explicit written permission of Bain & Company.
Acknowledgments
This report was prepared by Andrei Vorobyov, a leader with Bain & Company’s M&A and Divestitures
practice; David Harding, an advisory partner at Bain; a team led by Shikha Dassié, practice senior
manager with the M&A and Divestitures practice; and an editorial team led by David Diamond.
The chapters of this report were written by Bain Partners Joost Spits, Mike Kühnel, Jim Wininger, Jorge
Rujana, Peter Horsley, Allison Snider, Maria Kurenova, Adam Haller, Jeff Haxer, Ben Siegal, Kai Grass,
Vincent Vandierendonck, Yael Mohan, Dan Haas, Pierre de Raismes, Roberto Frazzita, Simon Porter,
Henrik Naujoks, David Gunn, Glen Williams, Antonio Rodrigues, Matthias Memminger, Thomas
Olsen, John Fildes, Daniel Hong, Andre James, Laurent Colombani, Alex Dahlke, Herbert Blum,
Andrew Rodd, Phil Leung, Hyukjin Lee, and Takashi Ohara.
The authors wish to thank the following colleagues for their help with this report: Les Baird, Peter
Horsley, Phil Leung, and Collen von Eckartsberg, global and regional leaders with the M&A practice;
Johanne Dessard and Suzanne Kumar, practice vice presidents; Anna Nowak, practice senior analyst;
Anuj Agarwal, senior manager; Charlotte Birkenhager, Joram Kok, Bjorn von Dongen, and Hakan
Yilmaz, consultants; Ayush Agarwal and Sidhant Jain, BCN managers; and Mateusz Firlej, information
services specialist.
Global M&A Report 2021
i
Contents
Letter from the Bain M&A Team: How Did You Deal? . . . . . . . . . . . . . pg. 1
Section 1: State of the Market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 3
2020 Year in Review: The Surprising Resilience of M&A . . . . . . . . . . pg. 3
Expanding M&A Options for New Capabilities . . . . . . . . . . . . . . . . pg. 8
Section 2: Hot Topics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 13
Rebuilding M&A Capabilities for the Post–Covid-19 World . . . . . . . pg. 13
Divesting during Covid-19 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 18
– How M&A and Divestitures Helped Asia’s Conglomerates . . . . . . . . . . pg. 21
Section 3: Industry Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 23
A Wave of Scope Deals and Portfolio Changes
in Consumer Products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 23
The Unsurprising Boom in Technology M&A . . . . . . . . . . . . . . . . . . pg. 31
Getting Ready for the Recovery in Healthcare M&A . . . . . . . . . . . . pg. 35
For Retailers, Building Scale Will Be Critical—but Not Enough . . . . . pg. 40
Making the Most of Banking’s M&A Season . . . . . . . . . . . . . . . . . pg. 45
Using M&A to Help Insurers Focus on Their Core . . . . . . . . . . . . . . pg. 48
– Private Equity Investors’ Appetite for Insurance . . . . . . . . . . . . . . . . . . pg. 51
– Record Pace for Insurtechs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 52
Global M&A Report 2021
ii
How M&A Will Reshape the Asset Management Industry . . . . . . . . pg. 53
M&A Delivers Powerhouse Players in Payments . . . . . . . . . . . . . . . pg. 55
Using M&A to Evolve Financial Market Infrastructure . . . . . . . . . . . pg. 57
In Video, Scale M&A Matters More Than Ever . . . . . . . . . . . . . . . . pg. 61
2020 Breathes New Life into Telecom M&A . . . . . . . . . . . . . . . . . . pg. 64
Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . pg. 68
Key contacts in Bain’s Global M&A and Divestitures practice . . . . . . pg. 70
Global M&A Report 2021
1
Letter from the Bain M&A Team: How Did You Deal?
Deals got trickier and more critical for growth in 2020.
Dear friends,
Welcome to the third annual edition of our Global M&A Report. Our mission remains constant: Use
our unique position in the M&A world to connect what we see in our clients’ executive suites with the
larger trends happening across the globe. The result, we hope, is to make all of us a little better at the
craft of M&A.
We were humbled in our efforts to assess all that happened in 2020, and we believe that it will be several
years before we fully understand the long-term ramifi cations of a year during which every aspect
of the corporate M&A process was disrupted. In this year’s report, we untangle the jumbled trends,
distinguishing between the outcomes that were temporary by-products of the historic moment and
those that signify longer-term changes.
As in previous crises, companies that were nimble and prepared to quickly adjust seized the oppor-
tunities in 2020. A lot of M&A got done last year, more than 28,500 deals, but it was not easy. For
example, as almost 70% of our M&A practitioner survey respondents pointed out, doing diligence
remotely was particularly diffi cult.
How did you, our readers, do it? We saw many of you embrace digital collaboration tools and creatively
employ locally stationed talent to get high-quality deals done. Many teams similarly adapted in-fl ight
integration programs and successfully transitioned to the virtual working environment. While tech-
nology will never fully replace the in-person elements of dealmaking, many of the new virtual ways
of working for M&A processes are here to stay.
The year 2020 saw the continuation and, in many cases, the hastening of longer-terms trends. Overall
M&A was down in 2020. Certainly, the pandemic played a big role in this, but the truth is that M&A
appears to have peaked in 2018. One question now is: Will M&A activity accelerate out of this trough
as the world recovers?
Capability-driven deals have grown over the past fi ve years to 15% of all large deals, a near-sevenfold
increase. We think this is in response to the ongoing business model disruptions across several sectors.
The crisis in 2020 made it even more expedient for companies to bring in-house critical capabilities
in areas such as online delivery, telemedicine, and teleconferencing (to name a few), thereby strength-
ening their value proposition. And we note that corporate venture capital activity, another route for
companies to acquire capabilities at an early stage, hit a new all-time high in 2020.
Other ongoing trends that accelerated include increased regulatory involvement and scrutiny
of deals. The superabundance of capital continued to drive high valuations and a favorable deal
fi nancing environment.
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