Explore our frequently asked questions.
Depending on the nature of the service, we offer fixed fees, hourly rates, success fees based on transaction value, or a combination of these. After a detailed review of your needs, we will clearly present the most appropriate fee structure.
Timelines vary by deal, but engagements supported by USJP typically take 6 to 18 months. Deals involving Japanese companies tend to take longer than the U.S. market average. When government approvals are required, the process may exceed 18 months.
Our strength lies in our ability to provide more flexible and comprehensive services than large firms. We primarily support mid-market transactions in the $10M to $50M range, where cost-effectiveness of M&A advisory is most important.
The decision of whether and when to proceed is made carefully based on the circumstances of the company and its shareholders. The earlier you consult with us, the more options become available and the greater the potential for an optimal match.
Begin by clarifying your company's long-term objectives for its U.S. business. Then conduct market research in the target industry and assess whether M&A is truly the optimal path to achieving those goals. It is essential to consider alternatives to M&A and evaluate all options from multiple angles.
While the goal of an investment bank is to close a transaction, USJP's goal is to help clients achieve their business objectives. The key differentiator is our ability to deliver end-to-end services — from pre-acquisition strategy development through post-merger integration (PMI).
Rather than simply closing the deal, we prioritize achieving the client's long-term investment objectives. Beyond price negotiation, it is critical to negotiate the acquisition structure and terms with an eye toward governance and post-merger operations.
In addition to verifying financial information, we assess the actual state of the organization, HR, operations, and IT. We also conduct revenue forecasting and business valuation when needed. While we do not directly provide legal, tax, or environmental DD, we reliably connect clients with trusted external specialists best suited to each transaction.
Expanding the scope of DD does increase costs, but the majority of M&A failures stem from non-financial factors — such as cultural clashes, IT misalignment, and the departure of key personnel. By surfacing these potential critical risks in advance, we provide decisive information that exceeds the additional cost and is essential for negotiating terms and making sound investment decisions.
The greatest benefit is the ability to directly apply the "living knowledge" of the target company and the trust relationships built during DD to the post-merger integration (PMI). There is no loss of information from a team handover, significantly increasing the likelihood of achieving the acquisition's intended goals.
Yes, we can. We prepare interim financial documentation from available data and conduct focused analysis on items with high transaction significance, such as revenue, cost of goods sold, and inventory.
No — our PMI programs are customized for each transaction. The items to be integrated, the appropriate methods, and client needs differ from deal to deal. Our experienced consultants deliver tailored services without relying on standard templates.
The most important thing is to show respect and build trust with the acquired team. We conduct individual meetings with executives and key personnel to understand their aspirations and concerns. Based on these conversations, we design a retention plan that combines financial incentives with attractive roles and expanded responsibilities within the new organization.
In the U.S., where employee mobility is high, a top-down imposition approach carries the risk of organizational breakdown. We compare the processes of both organizations and evaluate from a zero-base which approach is more rational. Functions requiring standardization — such as accounting and finance — are integrated early, while departments with existing strengths — such as sales and development — retain the acquired company's systems. We develop an optimal integration strategy tailored to each functional area.
For transactions between Japanese and U.S. companies, or public company acquisitions of private companies, the greatest challenges are the gaps in culture and management style. The key to success is allowing both sides the time to develop mutual understanding and build strong teamwork.
The first step is to analyze the financial situation and market environment, then determine the optimal approach — whether business transfer, asset sale, or another option.
We provide comprehensive, end-to-end support throughout the exit process, including document preparation, issue resolution, sale package creation, buyer identification, negotiation, contract drafting, and the transfer of employees and assets. We also coordinate with external specialists such as attorneys to ensure smooth execution.
