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Manufacture industry

  • Date Type Details
    March 2022 Acquisition of Shares A case which a representative of the building materials parts company executed a management buyout (MBO). The seller has achieved a smooth business succession, and the management team as the buyer will be able to work together to achieve business growth.
    November 2020 Capital and Business Alliance A case where an unlisted consumer goods manufacturer has entered into a capital and business alliance with a listed company in the same industry. Based on the growth capital, the seller aims to increase corporate value through synergistic effects that utilize the resources of both parties.
    October 2020 Transfer of Business A case where an unlisted paper manufacturer company sold a part of its business to the same industry player. The seller was able to use the collected funds to improve the financial condition, and the buyer was able to expand into uncultivated business field.
    August 2020 Acquisition of Shares A case where a company that designs and sells lighting-related products acquired an unlisted company that designs optical lighting. The buyer succeeded to obtain manufacturing know-how in addition to the target's company's design and sale business which enhances their product proposal skill thought this acquisition. The seller succeeded in the business succession and also aimed to improve the corporate value of the target company by concentrating on the development and design work of the target company.
    February 2020 Absorption-type Company Split An unlisted company that imports, exports, designs and manufactures industrial equipment sold all those businesses to the management team through an absorption-type split. As a result, the founding family received the profits of the founder, and the management team had been able to aim for further grow by establishing the business foundation.
    August 2019 Acquisition of Shares A case where an unlisted consumer goods manufacturer has acquired an unlisted startup in the same industry. The buyer was able to expand their product lineup and sales channels while the seller was able to use the proceeds of the sale to invest in another business.
    June 2019 Acquisition of Shares A case in which an unlisted investment company acquired shares of an unlisted parts manufacturer and made it a wholly owned subsidiary. The buyer is able to increase the corporate value as the parts manufacturer, and the seller can focus on its business by implementing “selection and concentration”.
    June 2019 Acquisition of Shares A case where a management consulting firm acquired an unlisted apparel company. The seller was able to achieve both business succession and continuation of business.
    March 2019 Acquisition of shares A niche parts manufacturer conducted EBO (employee buyout). The seller was able to achieve smooth business succession as well as to accelerate business selection and concentration.
    December 2018 Capital Participation A venture company, which manufacture and sell healthcare products that have breakthrough efficacy, received an additional investment from investors. As a result, the venture company was able to raise funds for the company growth and is willing to improve the enterprise value of the company.
    August 2018 Share Option Issue A listed company which manufactures life-related products issued share options against investment fund. By promoting the capital investment process step-by-step, the purchasing company was able to minimize the effects of existing investors. In addition, by devoting raised funds into the development of new products and production facilities, the company could improve the company performance.
    August 2018 Acquisition of Shares The investment fund sold the company, which manufactures home electrical appliance and hand tool, to the consortium of electronics manufacturer and financial institutions. As a result, the investment fund was able to retrieve the capital on their investment. The purchasing company was able to generate new synergy with their existing business and the company would restructure the business structure as well as improve the enterprise value."
    April 2018 Acquisition of Shares A listed company which involves in manufacturing and selling medical products acquired the subsidiary of listed company in the same industry. At the same time, the business alliance between the two companies were announced, aiming to generate the new synergies. As a result, the purchasing company was able to attain the scale of the business to compete in the market as well as generating synergies in terms of the business alliance.
    July 2017 Acquisition of Shares The owner of the health care equipment sold its shares to the listed company which operates the environmental business. As a result, the selling company was able to adjust the asset management by selling its shares. The purchasing company was able to acquire shares from minority shareholders leading to fully owned subsidiary company and was able to strengthen the group management.
    May 2017 Acquisition of Shares The company which operates the business for the affluent purchased the unlisted publishing company. The purchasing company was able to generate the business synergies by reaching to the readers of the publishers. The selling company was able to retrieve the capital investment.
    March 2017 Acquisition of Shares An unlisted machinery manufacturer company was sold to an investment fund. As a result, the owner of an unlisted company was able to smoothly pass over the business to its successor and gain founder's profit. The investment fund was able to make an investment into niche industry.
    March 2017 Acquisition of Shares An unlisted company which operates the hydroponic business of vegetables was sold to the group company of the industry fields which manage an environmental and agricultural business. As a result, the original owner of the unlisted company was able to keep the continuation of employment and the conversion of all shares they hold into cash. The purchasing company owes to look for synergy with their own group company to improve enterprise value as a whole group.
    August 2016 Acquisition of Shares/Merger A listed company which manufactures and sells medical products acquired an American medical products company listed on the Nasdaq by first issuing a takeover bid and subsequently merging with the company. As a result, the purchasing company was able to acquire a product pipeline and platform necessary for business development in new markets.
    August 2016 Absorption-type Company Spilt A major plumbing parts company used a business split to sell part of its business to a company in the same industry for stock considerations. As a result of this consolidation, the company was able to pursue synergies in manufacturing and sales in order to survive in a mature market. The company was able to create a system that provided products consistently to its clients.
    June 2016 Acquisition of Shares An investment fund sold an electronics and industrial tool manufacturing and sales company it had invested in to another investment fund. The purchasing investment fund aimed to improve its value by providing investment and support to expand the company’s share in the overseas market.
    October 2015 Capital and Business Alliance A listed company which manufactures and sells audio-visual equipment entered into a capital and business alliance with another listed company in the same industry. As a result, both companies aim for improved results from synergistic effects in marketing new services and developing new products utilizing the strengths of each company.
    May 2015 Acquisition of Shares An unlisted company which processes and sells fresh food products was sold to a listed company which operates in the retail market throughout Japan. As a result, the owner of the unlisted company was able to find a successor for its business and the listed company was able to operate stores with higher added value.
    March 2015 Capital and Business Alliance A listed company which manufactures and sells audio-visual equipment acquired a subsidiary of another listed company which operates in the same industry, and entered into a capital and business alliance with this listed company. As a result, the purchasing company expects synergistic effects such as advantages of production scale and acquisition of overseas sales network. The selling company was able to select and focus on other businesses.
    October 2014 Absorption-type Company Spilt As part of an internal group reorganization, an industrial machinery manufacturing subsidiary of a listed commerce company group spun off one of the main businesses to its subsidiary by absorption-type company split. As a result, each of the group’s main business units took the form of a corporate organization, the range of authority and responsibilities in each company were clarified, and the group was able to reorganize the corporate structure which could meet the needs of its customers with greater agility.
    September 2014 Acquisition of Shares A foreign investment fund sold a precision parts manufacturer it had invested in to a metal products manufacturer. As a result, the foreign investment fund was able to recover its investment, and the metal products manufacturer was able to expand its scale by utilizing new sales routes and lower cost prices by integrating with its supplier.
    July 2014 Business Alliance A materials-related subsidiary of a listed commerce company group entered into a business alliance with a listed materials manufacturer. As a result, the materials-related subsidiary was able to grasp how to improve its capability to provide products to its clients and thus gained a foothold in expanding its transaction base. The listed materials manufacturer gained know-how about providing products to new fields and learned how to improve the operation rate of previously unprofitable factories.
    October 2013 Capital Participation A listed company involved in manufacturing and selling medical products invested capital in a South Korean company in the same industry. As a result, the listed company secured the ability to utilize cutting-edge technology on a consistent basis while the target company received support in accessing credit and was able to expand their business in the future.
    November 2013 Business Alliance A listed company which manufactures healthcare products entered into a business alliance with a Vietnamese company in the same industry. As a result, the listed company was able to receive support when it ventured into the Vietnamese market while the Vietnamese company was able expand its business further in Vietnam.
    December 2013 Company split/Acquisition of Shares A listed company involved in manufacturing and selling medical products carved out the factories of a listed company in the same industry by company split and acquired the shares of said succeeding company. As a result, the purchasing company was able to acquire personnel and strengthen its production capabilities while the selling company was able to focus its managerial resources.
    September 2013 Acquisition of Shares The management of an industrial parts manufacturer executed a MBO (Management Buyout). As a result, the company successfully redesigned their financial base and stabilized their capital, issues which had existed for several years. With this, the management was able to create a framework which could allow the company to strengthen its main business and improve the value of the company.
    August 2013 Acquisition of Shares A listed company which manufactures industrial machinery announced the acquisition of a listed company in the same industry by way of TOB. As a result, the purchasing company was able to expand its product lineup and strengthen its operation base both in Japan and overseas. The parent company was able to recover its invested capital while the target company expects to expand the realm of its business by becoming a subsidiary of the parent company in the same industry.
    July 2013 Acquisition of Shares A food products company sold its subsidiary which operates a healthcare business to a listed company specializing in that industry. As a result, the selling company was able to contribute to the further growth and development of its subsidiary while creating a cooperative relationship with the purchasing company. The purchasing company was able to further expand its operating base.
    May 2013 Acquisition of Shares An unlisted company which manufactures textile materials sold the shares of an affiliated company which manufactures non-woven fabric products to a listed wholesale company which sells household paper products. As a result, the selling company was able to exit from a non-core business while the purchasing company was able to strengthen its lineup of household products.
    March 2013 Transfer of Business An unlisted electronics parts manufacturer sold its precision electronics parts manufacturing business to an unlisted company in the same industry. As a result, the selling company was able to smoothly transfer its client base while it moved resources to other businesses. The purchasing company was able to expand its client base.
    November 2012 Acquisition of Shares/Share Exchange A listed company whose core business is dispatching workers to the manufacturing industry and contracting projects purchased an unlisted company which operates a CRO (clinical research organization) business. As a result, the listed company was able to use the know-how from the highly specialized company it had purchased to strengthen its presence in existing fields while the unlisted company was able to acquire the resources which had been insufficient and use them for future growth.
    March 2012 Acquisition of Shares A listed company involved in manufacturing and selling medical products acquired an unlisted company in the same industry. As a result, the listed company was able to expand its product lineup and increase production while the purchased company was able to ensure employment for its workers while expanding its business as subsidiary of the listed company.
    January 2012 Capital and Business Alliance A company which manufactures and sells medical products acquired the shares of another company in the same industry from its shareholders. As a result, the selling company was able to secure stable shareholders while the purchasing company was able to solidify the foundation of its business by entering in a capital and business alliance with the other company.
    March 2011 Acquisition of Shares A listed commerce company group acquired a listed company which manufactures machine tools. As a result, the listed commerce company group was able to integrate a new strategically core business, reform its business portfolio, and expand its operational area.
    October 2010 Capital Participation A listed company which manufactures and sells generic pharmaceutical drugs acquired capital in a South Korean bio venture company. As a result, the listed company was able to secure an advantage in production scale and technology in the biosimilars market which is expected to grow in the future.
    March 2010 Transfer of Business A listed company which mainly operates a textile business sold some of the stores owned by its subsidiary to a real estate company. As a result, the listed company became capable of conducting business with greater agility.
    November 2009 Capital Participation An unlisted company which manufactures industrial equipment acquired capital in an unlisted company which manufactures sterilization equipment. As a result, the purchasing unlisted company was able to make an entry into a new business while the unlisted company which received capital was able to stabilize its financial foundation.
    November 2009 Acquisition of Shares An investment fund sold a long-standing clothing manufacturer which it had invested in to a trading company. As a result, the investment fund was able to recover its investment while the trading company was able to establish a bridgehead in lifestyle industry-related business which was its strategic focus area.
    November 2008 Share Exchange A listed company which manufactures and sells pharmaceutical drugs executed a share exchange in order to gain full ownership of its medicine manufacturing subsidiary. As a result, the listed company was able to reorganize the company group in order to manage the organization more efficiently and with greater agility.
    June 2008 Acquisition of Shares A listed company involved in the manufacture and sales of pharmaceutical drugs acquired an unlisted company in the same industry with significant product brand power. As a result, the selling company was able to concentrate resources on its main business while the listed company was able to expand its product lineup and provide enhanced product information to medical institutions.
    December 2007 Acquisition of Shares A listed company sold its precision parts manufacturing subsidiary to a foreign investment fund and management in order to promote efficient group management. As a result, the listed company was able to focus managerial resources on its main business while the foreign investment fund was able to invest in a promising business.
    November 2007 Acquisition of Shares A Japanese investment fund which invests in reorganizing companies acquired newly issued shares of an unlisted fitness equipment manufacturer and made it a subsidiary. As a result, the fitness equipment manufacturer was able to resolve its debt and promote business efficiency while the investment fund was able to invest in a promising business.
    April 2007 Acquisition of Shares A midsize food product company group sold a machinery manufacturing subsidiary which manufactured and sold niche products to a Japanese investment fund and the company’s management. As a result, the midsize food product company was able to exit a non-core business while the Japanese investment fund was able to invest in a promising business.
    October 2006 Business Alliance In order to improve its factory operation rate, a vendor of boxed lunches took over a production line of side dishes which was run by a major food product company to supply for a department store. The boxed lunch vendor had received financial support from a major bank during the bubble era and undertook a plan to reconstruct and transfer aging factories as it expected a large increase in sales. However, after this a prolonged slump in the sale of boxed lunches low operation rate, and high debt led to poor business performance. As a result of this business alliance, the boxed lunch vendor was able to use its factories more efficiently.
    October 2006 Merger As part of the reorganization of the company group of a major materials manufacturer, two of its environment-related subsidiaries merged. As a result, both companies were able to make redundant businesses within the group more efficient and improve their competitiveness by strengthening their sales outside the company.
    January 2006 Company split A listed textiles company used a company split to make each of the business divisions wholly owned subsidiaries and to become a pure holding company. As a result, each subsidiary was able to operate with greater agility and the company was able to build a highly efficient management system and centralize the managerial resources of the group.
    April 2005 Transfer of Operations As part of its group business restructuring, a listed textiles company transferred operations of its linens subsidiary to a company in the same industry and subsequently exited this business. As a result, the listed textile company was able to liquidate an unprofitable business.
    February 2005 Transfer of Assets As part of a business reorganization, a midsize precision machinery manufacturer transferred the business assets of its subsidiary to a listed printed-circuit board manufacturer. As a result, the midsize precision machinery manufacturer was able to compress its assets.
    December 2004 Capital Participation In order to expand its business area, a listed major plasma power supply manufacturer underwrote a third-party allocation of shares of a midsize power-supply device manufacturer and made it a subsidiary. As a result, the listed plasma power supply manufacturer was able to expand its sales area while the midsize power-supply device manufacturer was able to secure business capital.
    October 2004 Acquisition of Shares The management of a foreign IT company bought back the shares of the company from its parent company listed overseas by way of a management buyout (MBO). As a result, the management of the IT company was able to execute its own business strategy.
    October 2004 Share Exchange A listed information provider company acquired a midsize apparel company by a share exchange. As a result, the listed information provider company was able to strengthen its strategic business.
    October 2004 Company Split As part of the business reorganization scheme, a listed machinery manufacturer split off the engineering business division of its production plant subsidiary to create a new company. As a result, the IPO strategy of the subsidiary became easier to design.
    March 2004 Acquisition of Shares In order to expand its sales area, a major food supplier acquired the shares of a midsize family-owned company in the same industry which had been considering company succession. As a result, the owner of the company was able to smoothly pass the company on to its successor while the major food supplier was able to secure a base in the Kansai region.
    January 2004 Share Exchange As part of the group strategy, a listed textiles company acquired a listed subsidiary of an industrial materials manufacturer by way of share exchange and made it a wholly-owned subsidiary. As a result, the listed textiles company was able to concentrate the group’s managerial resources.
    March 2003 Acquisition of Shares A major shareholder of a listed machinery manufacturer transferred its shares to a business alliance partner company. As a result, the listed machinery manufacturer was able to secure a new stable shareholder and strengthen the relationship with said business alliance partner.
    September 2001 Acquisition of Shares A listed textiles company transferred its shares in an affiliated company with which it had no business synergies, to an industry-leading company which was also a major shareholder of the company. As a result, the listed textiles company was able to advance restructuring within the company group.
    February 2001 Business and Capital Alliance A major shareholder of a midsize chemical manufacturer transferred its equity to a leading company in the same industry which was aiming to strengthen its business foundation. Subsequently, the companies entered into a capital and business alliance. As a result, the midsize chemical manufacturer was able to expand its sales channels and cut costs.
    January 2001 Business and Capital Alliance A listed machinery manufacturer and a listed lapping machine manufacturer entered into a business and capital alliance in the production of semi-conductor manufacturing equipment. As a result, both companies were able to establish a horizontal division of labor framework for their production processes.
    June 2000 Capital Alliance In a capital restructuring, a poorly performing listed chemical products company accepted capital from a foreign fund. As a result, the foreign fund acquired capital in the company via a MBI (Management Buy In).
    December 1999 Business Alliance As part of a new business, a listed food-related machinery manufacturer entered into a business alliance with a venture company which was engaged in semi-conductor device manufacturing. As a result, the venture company found a stable source of business capital.