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按交易数量计算的贸易销售占总私募退出的百分比（2020年与2025年对比）

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按交易数量计算的贸易销售占总私募退出的百分比（2020年与2025年对比）_第3页

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按交易数量计算的贸易销售占总私募退出的百分比（2020年与2025年对比）_第4页

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按交易数量计算的贸易销售占总私募退出的百分比（2020年与2025年对比）_第5页

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所属报告：

德勤（Deloitte）：2026年亚太私募股权年鉴（英文版）（27页）.pdf

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私募股权不仅更频繁地从企业购买，而且企业买家现在占除了提供急需的资金，私募股权还可以使企业创新、复兴所有私募股权投资组合公司退出的55%。而2020年这一在2025年，生成流动性的另一项主要策略是出售少数股或通过提供专业指导、运营改进和战略洞察以适应新市比例仅为32%。由于出售过程耗时较长，企业买家有更多份－－通常面向主权财富基金，有时也面向其他普通合伙场趋势，尤其是在市场动荡或数字转型期间。私募股权时间进行更长的尽职调查过程。此外，长期战略规划和迫卖方，包括7宗公私合营交易、4宗企业剥离和4宗企业主人。变现少数股份可能是更容易的选择，使普通合伙人支持的企业构建了突破性创新所需的灵活性，从重新激导的销售。收购基金一直喜欢从企业卖方而非其他基金能够保持对资产的整体控制和持续的上行空间，同时引活传统业务到转型为多元化的私营综合企业。。这种所谓的“交易确定性”相对金融买家更具吸引力，购买，但为了获得足够的交易，他们历史上一直依赖对入新的资本用于投资或股东流动性。在2025年7月，阿布后者可能对任何市场波动更加敏感。等投资组合来填补机会管道。高效的企业可以为多个赞助人带来收益，通常，新投资者会带来新的价值：从小 cam的30%股份，之前的股东Trustar Capital、Fountai 最近的例子包括星巴克中国，销售60% nVest和Sinotrans（招商局集团）分别持有30%、20% 股权所有者，而从一个国家或区域业务转变为全球业务同时保留 substantial stake；餐饮品牌因此，在今天的交易环境中，战略性投标者在更注重确定则需要不同的所有者专业知识。但由于私募股权支持的国际（RBI），一个与私募股权公司有多次合作的企业退出水平较低，从其他私募股权基金寻找交易的机会减在饮料方面，CVC 通过购买 45% 的股份进入了澳大利亚场地公伙伴，以及 Roark Capital 的投资组合，该公司成功地少，企业交易成为收购基金更强大的机会来源。总体而司，这是一家由 PAG 持有多数股权的投资组合公司。而且, 言，企业剥离和公私合营在2025年亚太地区私募股权收投资组合；另有 SK集团，购交易价值中分别占16%和22%，仍接近2024年的十年的交易，该K-12 学校资产自 2008 年以来一直由其拥有。这项业或“财阀”，在过去两年里与私募股权伙伴进行了不交易使该公司的估值达到145亿美元，EQT与财团合作伙伴 CP 少于四项交易，并继续进行重组，甚至还向同一家私募 PIB一起，将其从 EQT 的老基金 VI的所有权转移到新基金 VII 新所需的灵活性，从重新激活传统业 I，同时还引入了新投资者，包括 Neuberger Berman、CF Al 在私募股权的早期，PE被描述为“门口的野蛮人”，收购业务，杠杆借款，削减成本。如今对私募股权收购的态度在2025年，将资产回售给创始人或之前的所有者似乎更往往更加细致。私募股权买家已经摆脱了这一消极刻板印加普遍。作为买家，他们通常对资产有深入的机构知识, 象，越来越被视为企业战略工具中的一种－－用于非核心更不用说情感上的联系，成为不稳定时期高信念投资者的拆分的买家，本地分拆的合作伙伴，甚至短期运营商，以理想候选人。简单来说，他们已经相信业务，并可能最了建立一个业务后再归还给母公司。正如德勤的变革性并购指引所强调的，成功的公司追求一系列相互关联的交易· 及其基础最好由内部人士理解。例如，－包括收购、剥离、合作伙伴关系和合作－－来推动根本变革和战略重定位。企业领导者越来越多地寻求私募股权 uehne+Nagel。但在2025年，"卖方选择权"也是面对艰情况下，，一些私募股权基金转向之前的所有者或创始人退出投资，以显著折扣出售，从而减轻了投资组合管理的负

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