Post by Daniel Steiner

PwC Partner | Head of Performance & Restructuring | Global P&R Automotive Leader

In Automotive M&A, ๐—ผ๐—ฝ๐˜๐—ถ๐—ผ๐—ป๐—ฎ๐—น๐—ถ๐˜๐˜† is becoming the ๐—ป๐—ฒ๐˜„ ๐—ฐ๐—ผ๐—บ๐—ฝ๐—ฒ๐˜๐—ถ๐˜๐—ถ๐˜ƒ๐—ฒ ๐—ฎ๐—ฑ๐˜ƒ๐—ฎ๐—ป๐˜๐—ฎ๐—ด๐—ฒ. Automotive M&A is becoming less about size alone โ€” and more about ๐˜€๐˜๐—ฟ๐—ฎ๐˜๐—ฒ๐—ด๐—ถ๐—ฐ ๐—ณ๐—น๐—ฒ๐˜…๐—ถ๐—ฏ๐—ถ๐—น๐—ถ๐˜๐˜†. Buyers are no longer looking only for โ€œpure EVโ€ exposure. They are looking for ๐—ฎ๐˜€๐˜€๐—ฒ๐˜๐˜€ ๐˜๐—ต๐—ฎ๐˜ ๐—ฐ๐—ฎ๐—ป ๐—ณ๐—น๐—ฒ๐˜… ๐—ฎ๐—ฐ๐—ฟ๐—ผ๐˜€๐˜€ ๐—บ๐˜‚๐—น๐˜๐—ถ๐—ฝ๐—น๐—ฒ ๐˜๐—ฒ๐—ฐ๐—ต๐—ป๐—ผ๐—น๐—ผ๐—ด๐˜† ๐—ฝ๐—ฎ๐˜๐—ต๐˜„๐—ฎ๐˜†๐˜€: ICE, hybrid, electric, and eventually autonomous mobility. At the same time, the M&A market remains disciplined. ๐—ข๐˜ƒ๐—ฒ๐—ฟ๐—ฐ๐—ฎ๐—ฝ๐—ฎ๐—ฐ๐—ถ๐˜๐˜†, ๐—บ๐—ฎ๐—ฟ๐—ด๐—ถ๐—ป ๐—ฝ๐—ฟ๐—ฒ๐˜€๐˜€๐˜‚๐—ฟ๐—ฒ, ๐—ฎ๐—ป๐—ฑ ๐˜‚๐—ป๐—ฒ๐˜ƒ๐—ฒ๐—ป ๐—˜๐—ฉ ๐—ฎ๐—ฑ๐—ผ๐—ฝ๐˜๐—ถ๐—ผ๐—ปย are forcing companies to reassess portfolios, footprints, and capital allocation. A few key themes are emerging: โžก๏ธ Overcapacity is moving portfolio reviews up the agenda Companies are taking a harder look at which businesses create long-term value โ€” and which ones tie up capital. โžก๏ธ Divestitures are becoming a funding tool for future growth Selling non-core assets can create room to invest in strategic priorities. โžก๏ธ Targeted investments are reshaping software-led mobility Software, data, electronics architectures, and digital services are becoming increasingly central to deal activity. โžก๏ธ Regional dynamics are influencing deal strategy Regulation, demand patterns, production economics, and supply chain resilience all shape where and how deals get done. โžก๏ธ Optionality matters more than a pure EV bet In a transition moving at different speeds across markets, flexible business models and adaptable assets are gaining value. The implication for automotive M&A is clear: Dealmakers need to be selective, pragmatic, and forward-looking. Winning transactions will not simply add scale. They will improve the quality, flexibility, and resilience of the portfolio. The priority should be deals that release capital, provide access to critical capabilities, strengthen regional positioning, and create optionality across an uneven EV transition. Read our mid-year M&A outlook: https://pwc.to/4oqm32E #PwCDeals #IndustryTrends #automotive #hybrid #electric Tobias Blaser Harald Wimmer ๅ“ˆๆ‹‰ๅฐ” Marc Wintermantel Henning Rennert Stefan Graml Katherina Gasser Raimund Wolf Philipp Gebhard Gentaro Kobayashi Sven Heinemann

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