A leading global buy-out firm was seriously considering a majority investment in a Chinese quick-service restaurant (QSR) concept based in East China. We worked intensively in cooperation with a leading global consulting organization to address the client’s key concerns within a strict time limit.
We broke the project down into two phases.
Phase I assessed the following:
High-level assessment of value creation levers
In Phase II, we identified four main value creation levers and recommended a value creation plan with the expected upside potential. Both Phase I and II were completed within two weeks.
The Investment Committee approved the restaurant chain acquisition within specific valuation ranges.