Divestitures example sentences

"Divestitures" Example Sentences

1. The company announced a series of divestitures to improve their financial flexibility.
2. Due to regulatory concerns, the divestitures of certain subsidiaries were necessary.
3. The CEO expressed optimism for the future despite the recent divestitures.
4. The divestitures resulted in a significant reduction of the company's debt.
5. The board of directors approved the divestitures of several unprofitable business lines.
6. The divestitures were aimed at streamlining the company's operations and focusing on core strengths.
7. Some investors were concerned about the impact of the divestitures on the company's revenue.
8. The company's management team implemented a strategic plan that included divestitures as a crucial component.
9. The divestitures were part of a broader restructuring plan to improve profitability.
10. Following the divestitures, the company's stock price increased significantly.
11. The divestitures were a response to changing market conditions and increased competition.
12. The company's divestitures were seen as a bold move to reshape the business and position it for future growth.
13. Some analysts raised concerns about whether the divestitures would reduce the company's overall value.
14. The divestitures allowed the company to refocus its resources on high-growth areas.
15. The divestitures were driven by the company's desire to improve its bottom line and increase shareholder value.
16. The timing of the divestitures was carefully calculated to minimize disruption to the company's operations.
17. The company's divestitures were part of a broader effort to simplify its organizational structure.
18. Following the divestitures, the company's management team worked to strengthen its remaining business segments.
19. Some investors questioned why the divestitures were necessary when the company had previously invested heavily in the businesses being sold.
20. The divestitures were viewed as a way to reduce risk and exposure to certain industries.
21. The company's divestitures were influenced by external factors such as changes in the regulatory environment.
22. The divestitures were seen as a positive step towards achieving long-term financial stability.
23. Following the divestitures, the company's leadership team engaged in a thorough review of its remaining assets.
24. The company's divestitures were part of a broader shift towards a more asset-light business model.
25. The divestitures were part of a strategic plan to reduce costs and increase efficiency.
26. Some analysts criticized the company's divestitures, questioning whether they were truly necessary.
27. The company's divestitures allowed it to focus on pursuing new growth opportunities.
28. The divestitures were driven by a desire to increase the company's competitiveness in a rapidly-changing market.
29. Following the divestitures, the company's management team worked to improve its relationships with key stakeholders.
30. The divestitures were seen as a way to unlock value and create new opportunities for the company.

Common Phases

not include bullet points, numbers, or parentheses.
1. Selling off non-core business units through divestitures;
2. Streamlining the company's operations by divesting underperforming assets;
3. Raising capital by divesting parts of the company to investors;
4. Focusing on key business areas by divesting unrelated operations;
5. Reducing debt burden by divesting assets and using the proceeds to pay off debt;
6. Optimizing the portfolio by divesting assets that no longer align with the company's strategy;
7. Improving financial performance by divesting assets that are not generating profitable returns;
8. Responding to regulatory pressures by divesting parts of the company to comply with regulations;
9. Increasing shareholder value by divesting assets that are undervalued;
10. Realigning the company's resources by divesting businesses that are no longer a good fit.