Consumer goods & retail

Our retail and consumer goods industry experience covers the broad spectrum of FMCG, Food & Beverage, Fashion & Luxury and Leisure industries. Over the years, HMS partners have advised strategists and private equity firms on acquisitions, divestitures and mergers across a variety of these sub-sectors. We understand the nuances between retail and wholesale, branded and private label, manufacturing and distribution, own channel and licensing/franchising, as well as R&D and innovation in different markets and segments, and we are aware of the challenges that the digitization of these sectors faces for suppliers have to.

> REFERENCES | CONSUMER GOODS

Sectors & segments

Trade
Food
Consumer goods
Branded products
Fashion & Leisure Products
Entertainment & Sports

Transactions & advisory

Sales and purchase advice of companies including MBI and MBOs

Internal succession planning and support
Buy & build strategy and implementation
Mergers
Company valuation
Business Planning, Financial Modeling
Fit-for Advice: Financing | Succession & Sale | I PO
(Re-) Financing with debt or equity

Case study

Sale of gyms to a national gym chain

HMS advised the franchisee of a fitness center chain on the sale of his studios to the franchisor. It was clear to all parties from the start that the franchisor would be the ideal buyer because their studio network would be retained and almost no adjustments to the design and processes would be necessary. The seller was also aware that belonging to the national network was an important basis for business success.

This meant that from the outset the discussion only took place bilaterally between the two parties, which led to tough negotiations, especially when determining the purchase price and structuring.

HMS implemented a business and strategy plan with the seller and supported and advised him in transaction negotiations and structuring. Alternative scenarios such as detachment from the franchisee were also conceptually planned and it

it could be shown that the studios could also be successfully managed independently.

Overall, a transaction that was satisfactory for everyone was agreed, in which the studios were sold to the national group and thus fully integrated.