Digital transformations are reshaping companies. They’re changing the structure of businesses and teams, and how they work together. Such transformations also change how companies engage with and deliver their services and products to their customers. What’s more, digitized companies are producing a lot more data.
All of this is creating new dynamics in dealmaking. Where assessing historical sales and costs and projecting future revenue was once enough to help investors determine the viability of a deal. Today, as dealmakers face increasing pressures to create extra value from deals in highly competitive and fast-changing markets, they need to assess a broader set of factors to capture a more complete picture of a deal’s long-term value potential.
In this point of view, KPMG professionals build on Diligence proposition that calls for a wider aperture when assessing a company’s digital footprint – both the potential risks digital businesses present as well as the levers that can unlock revenue opportunities in terms of new products and services, customer acquisition, retention, penetration and share of wallet. With a more broad-ranging view, dealmakers can capture wider picture of a deal’s values as well as its future viability.
