Industry first
Assess value through industry structure, differentiated capabilities and the direction of competition.
01 · ApproachIndustrial logic
Industrial logic
before capital.
M&A is more than a capital event. We begin with industry structure, competitive dynamics and long-term operations to identify combinations that strengthen capabilities, create alignment and unlock durable value.
Long-term alignment
Focus on strategic fit, governance continuity and how value will be realized after closing.
Execution minded
Carry a clear industrial thesis from opportunity identification through transaction and integration.
02 · CapabilitiesDepth in China.
Depth in China.
Reach across borders.
We bring sector judgment and transaction discipline together across domestic and international markets.
Industrial M&A
Identify strategically meaningful opportunities around China’s market evolution and industrial upgrading, informed by sector insight throughout evaluation and execution.
Cross-border M&A
Connect industrial resources across markets and build shared understanding across commercial, cultural and transaction contexts to move complex opportunities forward.
03 · Transaction PerspectivesDifferent objectives.
Different objectives.
One strategic lens.
Explore the questions that shape a transaction—from the buyer’s strategic needs to the seller’s priorities and the realities of cross-border execution.
BUY-SIDE
Find the right strategic fit.
Start with the capabilities a business needs next. Evaluate potential targets through industrial fit, transaction feasibility and the path to integration.
The question is not only what to acquire, but why this business—and what comes next.
01
Strategic priorities
Define capability gaps, expansion objectives and the role of M&A.
02
Opportunity screening
Consider industry position, differentiated strengths and potential synergies.
03
Transaction evaluation
Bring valuation expectations, diligence priorities and execution conditions into view.
04
Integration priorities
Anticipate governance, organizational and operating priorities after closing.
04 · From Strategy to ExecutionConviction.
Conviction.
Put into motion.
A disciplined process connects the industrial rationale with the decisions needed to move a transaction forward.
Start a conversation01Frame the strategyAgree on the questions that matter.
Clarify shareholder objectives, industrial priorities and the criteria for a meaningful transaction. Establish a common basis for evaluating opportunities.
ObjectivesIndustrial thesis
02Map the opportunityLook beyond a list of names.
Assess the competitive landscape, identify relevant counterparties and test the strategic rationale behind potential combinations.
LandscapeCounterparties
03Test the convictionTurn assumptions into informed judgment.
Prioritize the commercial and operating questions that affect value. Connect diligence findings with valuation, transaction conditions and integration considerations.
DiligenceValue drivers
04Coordinate executionBring decisions and workstreams together.
Align communication, negotiation and professional workstreams around a clear timetable, with attention to dependencies and unresolved decisions.
NegotiationCoordination
05Prepare for what followsKeep long-term value in view.
Consider governance, management continuity and the priorities that will shape the future business, so the industrial rationale remains actionable beyond the transaction.
GovernanceIntegration
05 · Strategic PartnerLocal depth.
Strategic cooperationLocal depth.
Shared execution.
Verdant Capital works with YAMADA Consulting Group to connect China and Japan through sector insight, local relationships and coordinated cross-border M&A execution.
Visit YAMADA Consulting Group
Tokyo Stock Exchange Prime Market · 479206 · About
Judgment shaped by industry.
Verdant Capital is an M&A firm grounded in industrial logic. We believe deep sector understanding is the starting point for sound judgment, and that strategic alignment and sustained execution are essential to value creation.
Meaningful change often begins with reading the faintest signals in an industry.
07 · Beyond the TransactionValue beyond
Value beyond
the closing date.
Strategic value becomes clearer when capabilities, market access and long-term alignment are considered together. These are the questions we keep in view.
Stronger capabilities
Where can technology, products or specialist expertise strengthen the combined business?
Wider possibilities
How might channels, customers and local knowledge open a credible path into new markets?
Durable alignment
What governance and operating arrangements can support collaboration after closing?