A demerger is, as the name suggests, the separation of one or more business units from the parent company to create new, independent entities—the opposite of mergers and acquisitions.
It is a corporate restructuring strategy that allows companies to mitigate potential risks, focus more on their core operations, reduce unnecessary resource splits, and more. Just as with M&As, which can take on various forms, demergers can be classified into different categories, including spin-offs, splits, and carve-outs, each with its own distinct goals, processes, and outcomes.
Demergers are complex transactions that require organisations to carefully consider several factors before undertaking the task. Before pursuing a demerger as a restructuring strategy, companies typically need to:
Just as with any business transaction, demerger strategies offer both benefits and challenges. They offer organisations the ability to focus on core business operations, increased shareholder value, more specialised management of separated entities, and the potential for tax efficiencies, etc. Demergers can, on the other hand, lead to significant cost implications, potential tax liabilities, the risk of shareholder disapproval, possible instability within the organisation, etc.
For example, while creating new, independent entities often increases shareholder value, the process can also introduce volatility. It is essential to carefully weigh these potential risks against the overall objectives of the demerger to ensure that the benefits outweigh any possible downsides.
The three primary types of demergers are spin-offs, splits, and carve-outs, and the strategy chosen will be based on the business goals and circumstances.
Spin-off demergers see a business unit transform into an independent company, with shares of the new entity distributed directly to the parent company's shareholders, allowing shareholders to keep an interest in both the original company and the newly created entity, effectively giving them stakes in two businesses instead of one.
Split-off demergers give shareholders the option to exchange their shares in the parent company for shares in the new entity, creating a more selective ownership structure. This ensures that only those who prefer the new business will make the exchange, potentially leading to a more focused and engaged shareholder base in both companies.
Split-up demergers are a more radical form of restructuring. Here, the parent company dissolves entirely and splits into multiple new independent entities, each operating as a separate company, with its own distinct identity and shareholder base.
Carve-out demergers are when a portion of a subsidiary is sold to the public through an initial public offering (IPO), allowing the parent company to raise capital while keeping a controlling interest in the subsidiary.
While each company may have its own unique reasons for initiating and executing a demerger, there are several common considerations that typically drive this strategic decision. These considerations often revolve around the need to enhance operational focus, improve efficiency, and maximise shareholder value. These considerations include, but are not limited to:
Example: IBM's decision to spin off its managed infrastructure services business into a new company, Kyndryl, allowed IBM to concentrate on its core cloud computing and AI technologies.
Example: Johnson & Johnson's spin-off of its consumer health products segment into a separate company enabled both J&J and the new entity to streamline operations and focus on their respective areas of expertise.
Example: The spin-off of PayPal from eBay provided shareholders with shares in both companies, leading to increased value as PayPal’s standalone operations grew.
Example: General Electric's split into multiple companies, including GE Healthcare and GE Aviation, helped reduce risks associated with holding diverse, unrelated business units under one umbrella.
Example: Hewlett Packard Enterprise (HPE) was spun off from Hewlett-Packard (HP) to allow each entity to pursue its growth strategies more effectively, unlocking greater potential for innovation and market expansion.
Example: In the 1980s, AT&T's breakup into several independent companies, including Lucent Technologies and NCR, was partly a strategic move to reduce the risk of hostile takeovers.
Example: Pfizer’s spin off of its consumer health division into a separate company, Upjohn, to comply with antitrust regulations related to its merger with Allergan.
Typically, a demerger involves several key steps that can be quite complex and that require careful planning to smooth the transition, just as we see with M&A processes. While the demerger process will differ for each company and based on the strategies and goals envisioned, these steps can include:
