It's simply because those targets are easier to evaluate than others with a unique operating style. For example, there is nothing wrong with not having a separate accounting department if every employee directly inputs accounting data into an accounting system, as long as the data is properly reviewed and controlled. However, this system is not common, and a buyer would have a very difficult time understanding a company with such a system. To keep or establish the common operating style, the company should frequently benchmark itself against other companies in terms of structure, business process, and other elements. Benchmarking is not the same as copying but helps a company to emulate best practices in the industry.
Japanese companies tend to have unique operations.
Some uniqueness has significant value, but other aspects may even destroy a company's value by confusing buyers. This has prevented subsidiaries from developing independent and localized management. In this situation, most financial buyers and many strategic buyers could be skeptical of a subsidiary's ability to operate after its acquisition. They fear that once the acquisition is completed and some of the management teams assigned by the parent leave, the subsidiary will no longer function. Buyers are not only concerned about top management but also about middle management, which is sometimes harder to replace.