Insider Media recognized Benchmark International with its “Young Professional Team of the Year” award.

Benchmark has also been shortlisted by Insider for the Small Business Deal of the Year 2022 in the Wales Dealmakers Awards for the acquisition of Capital Network Solutions by Flow Communications. These awards spotlight top company transactions over the year and the corporate finance advisers, company dealmakers, lawyers, and funders that made them happen.

Insider is the United Kingdom’s most successful regional B2B media company, with five regional B2B magazines read every year by more than 200,000 subscribers. They host around 140 market-leading events, including award dinners in all regions outside of London. Its Young Professionals Awards has been celebrating talent across the region in various sectors since 2003.

Gregory Jackson, the CEO of Benchmark, said, “The hard work that our team members put in daily is constantly being recognized around the world. And it should be because they truly deserve to be praised for their talent and high standards.”

As the coronavirus known as COVID-19 spreads to more regions around the world, it is making a major impact on world and local economies. The virus, which originated in Wuhan, China, has already disrupted global travel and supply chains and affected businesses of all sizes in both China and abroad.

The true impacts of the virus for companies will depend upon how far and wide the outbreak spreads and its duration. If the spread is limited and relatively short-lived, the damage to many businesses could be somewhat minor and recoverable. The types of businesses that analysts warn will feel the worst impacts are hospitality chains, airlines, transportation groups, retailers and makers of luxury goods, as people postpone travel plans and avoid shopping centers. Hospitality businesses such as restaurants and hotels will also face the largest challenge at making up losses later in the year.

Supply Chain Impacts
How long factories in China remain closed is also another important aspect of the situation because of how it is affecting global supply chains, as a great deal of the world’s products are made in Chinese factories. Some industries could begin to run out of parts and miss their revenue targets, such as auto manufacturers and smartphone makers. Smaller businesses that import products from China, such as Amazon third-party sellers, could also face a shortage if factories do not begin to reopen.

Business owners should be proactively assessing their supply chains and mapping out strategies to maintain resources and address vulnerabilities. Do you have a backup plan? Is it possible to source materials locally? Getting ahead of the problem can be worthwhile if it is feasible. Once the virus is no longer an issue, factories are expected to recover and offset lost production. What that ultimately means for business owners depends on their type of business and how much of their inventory has been impacted. Companies that plan for strategic, operational and financial agility in response to future global risks will be more likely to react and recover.

On a somewhat positive note, the number of new cases of COVID-19 in China now appears to be declining, signaling hope that circumstances may be able to improve. Chinese scientists believe that the outbreak will be under control by the end of April.

In the United States
The virus has stoked fears on Wall Street has caused markets to fall at near-record levels. Outlooks for revenue growth in 2020 are down. According to a survey by the American Chamber of Commerce in the country of China, nearly half of U.S. businesses based there are expected to lose revenues if the effects of the coronavirus outbreak persist after April 30th. The U.S. House and Senate are working on funding to respond to the virus. Part of this funding may include interest-free loans to small businesses hurt by an outbreak.

There is no expert consensus as to whether COVID-19 could cause the U.S. economy to fall into a recession. Any optimism is partially due to the strength of the economy, the role of the Federal Reserve Board to provide support, and the ability to contain the virus. Meanwhile, the virus’s trajectory remains unpredictable. The Centers for Disease Control issued containment guidance to businesses. And the major stock market indexes continue to react and enter correction territory as investors try to sort out what it could all mean for business owners in the long run.

Around the World
As for the rest of the world, the impacts remain contingent upon how much the virus spreads and how effectively it can be contained. It has reached more than 40 nations so far. Currently in Europe and Asia, many companies are asking employees to work from home or take leave and are assessing their emergency plans to prevent or limit an outbreak. Hospitality companies face the biggest obstacle in this sense because the vast majority of their employees cannot do their jobs from home. In Italy, entire towns are on lockdown and tens of thousands of people are quarantined. In Japan, all schools nationwide are being asked to close for one month to help contain the spread of the virus. In South Korea, confirmed cases are rising. In Iran, cases have also risen and many schools, public offices and businesses have closed. And Saudi Arabia is closing holy Islamic sites to foreigners.

M&A Deals
The impacts on M&A activity remain unclear. If the virus causes a decline in profits for businesses, it could affect M&A. Buyers may lower offers in reaction to market changes, while sellers are likely to expect their original prices. This disparity could reduce transaction volume. For now, it remains a matter of wait and see.

Contact Us
If you are ready to make a move with your company, please reach out to our M&A experts at Benchmark International to discuss how we can help you achieve your goals.

Aquatic Foods (PTY) LTD was established in 1996 to service leading restaurants, hotels, caterers and wholesalers by supplying live, fresh and frozen seafood on demand. After securing a broad customer base in South Africa and earning a reputation as a reliable and sustainable supplier, Aquatic Foods (PTY) LTD made the decision to expand their product offering to existing customers, using their established distribution network.

This led to the incorporation of National Foods (PTY) LTD in 2012, which distributes chilled and frozen products such as meat, dairy and pastry products.

Aquatic Foods (PTY) LTD and National Foods (PTY) LTD have successfully established themselves as a leading food services organization with a majority market share in the Western Cape. The company’s modern cold storage facilities and sophisticated stock control system enable it to hold significant inventory, thereby reducing stock risks and ensuring reliable and consistent delivery of high-quality products.

Michael Niese, founder and shareholder of both Aquatic Foods and National Foods, commented on the transaction saying, “Considering the transaction size and the respective intricacies thereof it was concluded exceptionally well without any difficulties. This I attribute to the skill and productivity of Benchmark International and the spirit of Econo Foods.”

The acquirer, Econo Foods (PTY) LTD boasts a nationwide chain of 18 outlets specializing in frozen and chilled food products. With over 100 refrigerated trucks operating among their five distribution centers, they successfully supply the wholesale and foodservice trades with frozen, chilled, and grocery lines throughout the Free State, Gauteng, Northern Cape, North West, and Lesotho regions.

Pleased with the outcome, Henk Smith of Econo Foods (PTY) LTD said “It was a pleasure to work with the Benchmark International team.”

Tiaan Smit, Transaction Director at Benchmark International added, “Throughout the process, both our client and the acquirer were exceptionally responsive, thorough, and professional, resulting in discussions progressing quickly and delivering a fantastic and timely result for both parties. I am delighted that our client was able to monetize the great business he has built while handing the keys over to an organization that will carry on his legacy as Econo Foods grows the business to the next level.”

On behalf of everyone at Benchmark International, we would like to wish all parties every success for the future.

For even the most experienced business people, selling a business can be a new phenomenon as it is something that most people do just once. From this, myths about the M&A process are created, which come to be believed as facts.

The below discusses the most common myths when selling a business, and the truth behind them.

The asking price is what I will receive.

As with buying a home it’s unlikely the price that you put it on the market for is what you will get, whether that be when you receive the initial offer, or when the surveys have been undertaken. When selling a business, the same can happen – buyers will view the asking price as subject to negotiation. After this, the buyer may then try to negotiate again once they have performed their due diligence on the company.

At Benchmark International, offers are on a ‘Bids Invited’ basis. This prevents a buyer viewing the asking price as something that can be negotiated. When it comes to due diligence, the buyer may try to renegotiate the initial price agreed, but Benchmark International will negotiate with the buyer on your behalf with your best interests in mind.

Reorganization is an important part of a merger or acquisition integration process and should be done properly to ensure a shared vision and a smooth transition in the desired timeframe. Unfortunately, research shows that it is not uncommon for this process to take longer than expected because the integration plan was not appropriately focused on the culture, the people, the leadership, and the ultimate goals. Business leaders that employ a solid integration strategy during M&A are more likely to achieve their desired outcomes.

According to research:

• A mere 16% of merger reorganizations fulfill their objectives in the planned time
• 41% take longer than expected
• In 10% of cases, the reorganization harms the newly-formed business

Create a Profit and Loss Statement

First, think about the benefits, costs, and timing of the reorganization. Costs will include employees, advisors, and consultants, but costs will also be incurred in the form of disruption to the business. The last thing you want is for the company’s performance to suffer and for key staff to leave. Setting detailed business targets for reorganization based on the length of the transaction process and its impacts can make a significant difference in the productivity and growth of the company.

Know Your Strengths and Weaknesses

The due diligence process of an M&A deal will reveal a great deal about the business’s strengths and weaknesses, but it is important to make sure no stone goes unturned. You can get a more complete picture by talking to current and former employees, and simply searching the Internet for third party research to see what anyone would read about you when looking up your company. Both internal and external perspectives are important. Armed with these insights, you can then create a plan regarding which areas need your focus based on whether it is a merger or a full buyout. In the case of a merger, both sides will need to have the same informed view of strengths and weaknesses in order to address any issues, streamline the process, reduce costs if necessary, and essentially improve performance.

Create a Reorganization Team

Designate a team of representatives from various levels of management and departments to handle communication and ensure that the needs of each department are heard throughout the transition. This will help employees feel included, minimizing the risk of losing key talent. It will also help you avoid overlooking key details, will help to keep the process more orderly, and will help you address any issues quickly.

Evaluate Your Options

When creating a reorganization plan, consider all of the possibilities within both companies’ methodologies. Any solution is going to have pros and cons, so you will need to assess which alternative is best for your business and achieving your vision. In order to create synergy, you will need to examine both of the organizations’ structures, business processes, management, staff, culture, capabilities, technology, safety processes, and anything else that makes the day-to-day operations run. In a merger, you are ultimately faced with creating a shared culture, and this means ensuring that every aspect of the business is aligned to make this possible. People are people, and if they are not informed of a clear plan and their role in it, it is nearly guaranteed that it will lead to confusion. Figure out the best way to allocate tasks and processes by communicating with the new leadership team about all of the possible options and determining the best structure together.

Get the Previous Steps Right

You have worked so hard to build your business. Reorganization is complicated and you owe it to yourself, your stakeholders, and your staff to get the process right. Of course, you should anticipate hurdles to crop up along the way. Sometimes in M&A deals, certain information does not become available until late in the process. Nearing the end of a deal, you should reassess all the previous steps outlined above to verify that they are solid and decide if anything needs to be modified. This does not mean you need to turn everything on its head if you uncover an issue. By encouraging leadership to inform you of any snags in the new company and addressing them quickly, you can get ahead of major problems.

Enlist an M&A Expert

Please contact our world-class team at Benchmark International to discuss how the right merger or acquisition could benefit your business.

Benchmark International facilitated the transaction between Angelo Superior Services, Inc. to Affordable Services West Corp.

Superior Services, Inc., is a Texas-based corporation established in 2002 by Monty Greathouse.  Over the past eighteen years, Superior Services has grown from a plumbing start-up to a plumbing and HVAC entity.  The company became an established entity with an exceptional reputation for high-quality work and has shaped the plumbing and HVAC landscape of San Angelo, Texas and the surrounding region.

Benchmark International proved its value in finding a buyer with experience in the industry through its proprietary multi-medium marketing strategies.  In addition, Benchmark International incorporated several campaigns with local, regional and national associations.

Monty Greathouse, President of Angelo Superior Services, Inc. mentioned, “Benchmark International’s team delivered on finding a buyer for my business that would carry-on the high level of service that our customers have come to expect as well as taking care of my team after the sale.”

Scott Spencer, President of Affordable Services Corp added in reference to working with Benchmark International, “I recently acquired a business in San Angelo, Texas and was assisted by Amy Alonso at Benchmark.  I found her to be very responsive and diligent with all inquiries and requests and would recommend their services.  Often times the Broker plays the mediator during the entire process to help both parties get through all the obstacles. I highly recommend Amy.”

Deal Associate, Amy Alonso commented, “Benchmark International added value by negotiating this deal.  We saw throughout the entire process that the buyer, Affordable Services West Corp, was a perfect fit who stood to benefit greatly from the experience, industry knowledge and high-quality service that they would gain from the existing owner. With this knowledge, the team was able to negotiate a deal that would allow for the existing owner to successfully transition the business to a capable buyer.  We wish Angelo Superior Services and Affordable Services West Corp the best of luck in their future endeavors.”

Benchmark International has advised water technology expert, Veolia Water Technologies UK (VWT UK), on the acquisition of water and wastewater treatment specialist, Biochemica Water.

VWT UK provides the complete range of services required to design, deliver, maintain, and upgrade water and wastewater treatment facilities and systems for industrial clients and public authorities. By optimising both processes and monitoring, VWT UK helps clients reduce their water footprint whilst generating considerable savings in energy and chemical consumption.

Biochemica Water is a national water and wastewater treatment specialist. Its key service areas include Legionella control, monitoring and management services, wastewater treatment, boiler water treatment, cooling water treatment and chemical supply. The company’s unique Total Water Management approach – encompassing influent and effluent process requirements – accurately diagnoses water and wastewater operating issues and delivers the most appropriate and cost-effective solutions.

The move will see the organisation become one of the UK’s leading end-to-end suppliers to the municipal and industrial sectors – one of the few genuinely able to provide a complete technologies and services solution.

Following the cabinet reshuffle last week seeing Sajid Javid resign, there was speculation as to whether his successor, Rishi Sunak, would deliver the budget on time. However, it has now been confirmed that the budget will go ahead on the 11th March, giving the new chancellor just three weeks to fine tune his budget.

It is expected that Sunak will rewrite some of Javid’s budget, relaxing some constraints, although he is under pressure from the government to tax the wealthy to cater towards additional spending.

One of the pledges the government made during its election campaign was to reform Entrepreneurs' Relief over concerns it is overly generous to the wealthy and has been criticised due to its unexpected cost to the treasury and failure to meet its policy objectives.

As a brief overview, the policy reduces the rate of Capital Gains Tax from 20% to 10% on the first £10m of gains from disposals of qualifying business assets – which can save up to £1m.

The good news for business owners is the policy is unlikely to be eliminated as the Conservative Party’s policy was to ‘review and reform’ and the relief has always been conceived as a key incentive to entrepreneurs, and encouraging enterprise has always been a priority for UK policy makers. As well, when Entrepreneurs' Relief was first introduced, it replaced business assets taper relief which itself replaced retirement relief, therefore it is likely that a similar relief will be introduced in Entrepreneurs’ Relief stead.

Despite the above speculation, we will not know until the budget is delivered the extent of the reforms. While the simplest way to protect against any changes would be to secure an unconditional exchange of contracts ahead of budget day, if an exit strategy has not already been considered and with only three weeks to go, this is becoming increasingly unlikely. Therefore, any business looking to take advantage of the current Entrepreneurs’ Relief rate should seek specialist professional advice as soon as possible and consider exit options in advance of the 11th March.

In a world of billions of connected smart devices, digital technology has essentially revolutionized the global marketing industry. From social media to content marketing, the market is massive and poised for continued growth.

The traditional ad agency model now includes a major focus on digital marketing, and digital marketing agencies continue to become more prevalent and provide a wider range of strategic services and specialized areas. And more and more companies outside of the advertising and marketing industry are also developing their own in-house digital marketing arms. 

In 2019, the global digital marketing market size was $300-310 billion. It is expected to grow to $360-380 billion in 2020.

On a global scale, the market size per region is:

• $110-130 billion for North America
• $120-130 billion for Asia Pacific
• $48-52 billion for Europe
• $6-10 billion for the Middle East/Asia

Online videos and mobile ad spending account for a large portion of the digital advertising space and continue to drive digital marketing spending, especially in Europe and North America. Digital out-of-home media is becoming more personalized and contextually relevant through targeted ad delivery, and location-aware and bandwidth-aware tech tools. And with the increasing emergence of 5G technology in 2020, phone streaming will reach incredible speeds and higher quality, opening up new possibilities for marketers. 

Content Marketing

2020 will be a big year for content marketing in several different forms. User-generated content will be in demand as the majority of consumers report that they find the opinion of users to be more influential than content promoted by the actual brand. This content includes anything from social media posts and blogs to web pages and testimonials.

Another huge component of content marketing is video content creation. More consumers are expecting to see video content from their favorite brands. Video also keeps audiences engaged for more time versus other types of content. Live streaming is also a growing trend, as consumers are reporting that they would prefer to watch live video than read a blog post.

Social Media

Marketers are forecasted to spend $112 billion on social media advertising in 2020. 

Globally, North America continues to dominate ad spending in this digital marketing sector, with the retail industry as the leading ad spender in the United States. While search remains a preference of retail marketers, video, social media, and other display formats are growing in demand to increase brand visibility. Digital ad spending in the Asia Pacific region has surpassed that of Europe, with growth driven by China due to increasing investments on technology and digital platforms. The automobile, consumer goods, and telecom sectors are the leading marketing spenders in the country.

Print

Digital marketing has had a large impact on the commercial print side of the industry. This is causing service providers to offer more innovative value-added services such as data management and e-publishing. The demand for print services is largely driven by the retail, financial, publishing, and food and beverage sectors, especially for on-demand print materials, packaging, and other promotional materials. Additionally, increased digitalization and eco-friendly practices (such as using soy ink vs. petroleum-based ink) have lessened the printing industry's impact on the environment. Increased digitization will continue to result in more e-versions of print, such as annual reports and catalogs, and use of more online targeting channels such as email.

Direct Mail

The size of the global direct mail market is expected to reach $94–98 billion in 2020. The use of direct mail remains high in developed regions such as North America and Europe due to comprehensive customer database maintenance. At the same time, the increased use of e-mail and mobile marketing is lessening the demand for printed direct mail materials. In smaller markets that have lower Internet penetration, such as parts of Latin America and the Middle East, the direct mail sector remains strong with demand being driven by retail, travel, and real estate. To remain competitive, direct mail providers are offering e-mail marketing and other digital marketing services at lower prices.

Loyalty Programs

The global market for loyalty programs continues to grow due to increasing e-commerce, smartphone use, and online shopping customer behavior. The retail, financial, consumer, and food and beverage industries drive the demand for loyalty services, digital rewards programs, analytics, and business intel used for customization.

Mergers & Acquisitions

M&A activity regarding digital marketing and advertising agencies has high potential due to growth and high fragmentation within the industry. Traditional ad agencies and private equity firms target companies that offer solid growth opportunities. As digital advertising revenues increase, so does the global demand for more online content in an ever-connected world. Digital capabilities and relationships are a priority for traditional agencies and their holding companies as they have a need to grow their digital revenue and expand their portfolios.

Thinking About Selling?

At Benchmark International, our award-winning team of M&A experts would love to hear from you and discuss how we can help you grow your business or sell your company for maximum value. Feel free to contact us at your convenience.

When selling a lower to middle-market company, enlisting the guidance of an experienced mergers and acquisitions advisory firm can make a world of difference in the transaction’s outcome for several important reasons.

• Having an M&A advisory firm act as an intermediary in a transaction increases the chances that a deal will be closed successfully. In fact, some buyers are willing to pay more for a business when an M&A firm is involved because they know there is a higher chance of closing.

According to a large study by the University of Alabama, private sellers receive between 6% and 25% higher acquisition premiums when they retain M&A advisors.

• When you work with an M&A firm, it demonstrates to buyers that you are truly committed to the sale process and that your valuation expectations have been properly vetted. 
• Having an M&A team in your corner will save you a great deal of time and effort regarding complicated tasks such as due diligence, company valuation, and data management. Even simple transactions require a burdensome amount of due diligence regarding real estate, software, employment, benefits, accounting and legal issues. There are also many standard pre-closing tasks that must be completed in a timely manner and can affect the success of a transaction.
• M&A experts already know all the possible deal breakers and how to avoid them, giving you a major advantage in the market and protecting you from pitfalls.

• You will attract a greater number of serious buyers because you have access to the M&A firm’s global connections. And when you have drawn the interest of several buyers, you are more likely to get more for your company. If you sell your business on your own, experienced buyers know they can get away with offering you a lower price.
• A truly effective M&A firm will use proprietary technologies and databases to review the market for matches regarding the size, industry and geography of your company.
• Experienced M&A advisors know how to protect your confidentiality through the entire process. Confidentiality is critical because if information is leaked, it can not only derail a sale but also have a negative effect on crafting another potential deal.
• A quality M&A team will have the capability to build a strong marketing strategy and create materials to attract suitable and quality acquirers for your company.
• Another important task that an M&A firm will handle is third-party research. Buyers will immediately seek out negative information on a company that is on the market. A good M&A team will create a strategy to mitigate any potential negative impacts.
• The right M&A advisory firm will take the time to fully understand your objectives and aspirations and will be committed to making sure that the process is tailored to your needs and that you find the right fit. They will also work to keep eager buyers at arm’s length when you need more time to make decisions, understanding that selling your company is an emotional task and you deserve support and empathy along the way.

Work With the Best

Reach out to our world-renowned M&A experts at Benchmark International to discuss how we can help your business achieve its ultimate sale potential. You can trust that our objectives are aligned with yours, and that we will provide you with the most amount of information possible while protecting you from making rushed decisions. Simply put, your best interests are our best interests.

By investing in the transportation and logistics sector, global companies open up the opportunity to advance the flow of goods throughout the world. Businesses in this industry, both domestic and international, benefit from integrated supply chain networks that connect companies and consumers through multiple transportation modes within industry subsectors.

Industry Subsectors

• Logistics services include the management of fleets, warehousing, order fulfillment, logistics networks, inventory, supply and demand, third-party logistics, and other support services.
• Air and express delivery provide accelerated end-to-end package delivery services, as well as infrastructure for exporters. Growth in this subsector is greatly driven by the expansion of e-commerce.
• Freight rail moves high volumes of heavy cargo and products long distances via rail network.  
• Maritime includes carriers, ports, terminals, and labor involved in the transportation of cargo and passengers via water.  
• Trucking  moves cargo over the road by motor vehicles over short and medium distances. 

The transportation and logistics industry is consistently a highly fragmented sector. This is largely due to the fact that most fleets are small and there are few barriers to entry when it comes to starting a small fleet. Another major factor is that larger carriers have difficulty retaining drivers and achieving organic growth. Owners are always looking to gain efficiencies, optimize routes and spread fixed costs across more operations. In order to do so, they must create greater scale. It is common in the transportation and logistics sector for acquisition strategies to revolve around broadening service offerings, branching out the customer base, and expanding geographical reach. 

Economic and Industry Factors

Burgeoning economies drive demand in the transportation and logistics industry. More freight demand stems from strong consumer confidence and upward surges in manufacturing, resulting in more loads and vehicles on roads. When this climate is met with driver shortages, it increases transportation costs, which can reduce margins.  

The Impact of Amazon.com

Amazon has greatly raised global consumer expectations when it comes to rapid fulfillment. This demand has shifted distribution patterns, pushing companies to move warehouses closer to customers. Getting products to consumers faster increases the number of touch-points along the freight network.

Automation Technologies

The introduction and evolution of new technologies in the transportation and logistics industry are addressing over-the-road challenges such as driver shortages. Long-haul robotic trucks are being developed and tested. Driverless and remotely piloted deliveries are being incepted, such as aerial delivery drones. Experts expect it to be a very long period of time before these advancements face more mainstream use, but someday in the future, the possibilities they hold will be very real.

Data-Driven Tech

Artificial intelligence, the Internet of Things, data collection, machine learning, and blockchain are all being used within the transportation and logistics industry to gain major competitive insights and advantages, and therefore make better decisions that improve the performance of the company.

Transportation and Logistics M&A

In the 21st century M&A market, transactions in the transportation and logistics industry are often driven by specific demographic, macroeconomic, and regulatory factors.

Sellers are motivated by:

• The desire to take advantage of a strong overall M&A market
• Volume limitations due to driver shortages, tight labor markets, aging drivers and increasing hiring costs
• Aging ownership without a succession plan in place (usually companies with <$50 million in sales)
• Unease about industry regulations around safety, driver hour limits and logging devices
• The use of cross-border deals to counter negative impacts on operations, access new markets, and protect supply chains, as remaining agile in a globalized market is critical
  
  

Buyers are motivated by:

• Leverage of economies of scale in order to maintain profitability
• Capitalization on domestic economies with strong growth potential
• The need to hire drivers while facing tight labor markets and rising hiring costs
• Acquisition of smaller companies that expand service offerings
• Use of various asset models to free up capital and invest in better equipment

A high level of activity in M&A in the transportation and logistics industry is contingent upon suitable timing in a growing economy, low interest rates, and widely available capital. It usually takes up to nine months to complete an M&A transaction, so timing and forward thinking should be considered when deciding to take your company to market.

Contact Us

Are you considering selling your company? Even if you are merely exploring the idea, our M&A specialists at Benchmark International can help you decide if and when a merger or acquisition may be right for you. We’ll work closely with you to ensure that you never have to compromise value or timing, and that you are only matched with the most suitable opportunities.

Selling your company might be the farthest thing from your mind right now. But there are several reasons that thinking about selling now can make all the difference later, especially for lower and middle-market business owners. Proper exit planning can take years, so getting started increases your chances of selling for maximum value. It also puts you on the right track to fulfilling your aspirations and realizing your vision for the future.

1. Start Making Your Business More Valuable

Whether you want to sell this year or five years from now, you will need to take every step necessary to drive up your company valuation prior to a sale. An endeavor this important is not going to be accomplished overnight. Consider what you can do to improve the business and make it more attractive to buyers. Implement a well-defined strategy to create growth and improve profitability. Hone your marketing plan. Think about how you can make the company more efficient. An experienced M&A advisor can help you craft the right tactics to accomplish all of these goals and get your exit plan moving in the right direction.     

2. Know Your Number

Part of a smart exit plan includes knowing what your business is actually worth and at what price you will be comfortable selling it. This means you will need to know how your company stacks up in the current market in your industry and what the market conditions are expected to be in the next several years based on expert M&A knowledge and analysis.

3. Know Your Buyer

Not all buyers are the same. They can be financial, strategic, or even internal. If you take the time to figure out the right kind of investor for your company, you can spend your time and energy taking the steps to maximize the business’s value based on that type of buyer. For a financial buyer, you will need to focus on cash flow, revenues, and management. For a strategic buyer, you will want to concentrate on profits, innovation, market share, and brand strength. Finally, an internal buyer will look for things such as strong financials and balance sheets, a positive culture, and product diversity. An experienced M&A advisory firm can help you identify the right buyer for you, and give you exclusive access to prospective buyers that you will not find on your own.

4. Get Your Records in Order

When the time comes to put your company on the market, you are going to need to have all of the proper documentation organized and accounted for. This includes all of the financial documentation, tax records, profit and loss statements, legal contracts and client records from the past few years. Buyers tend to place more value on businesses that can provide comprehensive records that paint the most accurate picture of the company’s health and future potential. You will want to be honest in this process. Do not try to fudge the numbers or hide issues. The buyer’s due diligence team is going to uncover anything that you attempt to cover up, which can lower the purchase price. Disclose the truth from the beginning and you’ll be in a better position to overcome any challenges, plus, the buyer will be more confident in acquiring your business.  

5. Keep Your Eye on the Business

Running a company is already a massive responsibility, and the process of selling a company is a significant undertaking all of its own. You need to remain focused on your daily operations without being so distracted by a sale that it has a negative impact on the business. Enlisting the help of M&A deal professionals to handle the sale can take the pressure off of you and keep your business on course. Remember, the process can take several years, and that is quite a bit of time for you to be unnecessarily preoccupied, putting the health of your company at stake. 

6. Have a Plan

You have worked so hard to build your business and you have earned the right to dream about your future. To get there, you have to ask yourself the right questions. Are you ready to retire? What is your target retirement age? Do you want to purchase or get involved with another business? What level of lifestyle will you need to maintain? Will someone in your family be taking the reins? Do you want to retain a small level of involvement? If you know what you expect from your future, you will be less likely to get cold feet at selling time. It’s also important that you appear confident about a sale so that buyers do not feel that you cannot be taken seriously. Knowing your vision for the future is a critical step in making your dreams a reality. As Warren Buffet once said, “Someone is sitting in the shade today because someone planted a tree a long time ago.”

Let’s Discuss Your Options

If you are thinking about selling your company, now is the time to start considering your options regarding timing, exit planning, and market value. Contact our M&A geniuses and let Benchmark International help you map out a future that is in the best interest of you, your family, and your company.

Around the world, the global education industry remains shaped by population growth and access to education, and driven by new technologies and service offerings.

• Solutions for professional education, teacher development, improved online and adaptive learning, and language training (especially English) are always in demand.
• Online learning technology and the need for corporate workforce training drives increases in corporate spending on outsourced training programs.
• Smartphone-only Internet users are reshaping learning models.
• Enrollment in pre-primary education continues to rise as it has proven to show positive long-term results.
• In primary and secondary education, technology investments directly impact school expenditures.
• Higher education is being forced to adapt in the wake of changes to jobs, skills and increasing student debt.
• Learning Management Systems are shifting the teaching focus away from content and onto learners.
• Newer offerings include cloud-based student information systems, digital tools and learning platforms, and data reporting and analytics.

The global education market is expected to be valued at $10 trillion USD by the
year 2030.

M&A Activity

In today’s digitized society, as education becomes more globalized, it presents newforms of private, for-profit involvement. In the global education industry, less than three percent of overall education expenditure is spent on technology. This is expected to increase in the future, yet at an alarmingly slow rate, giving investors a favorable position to get in on
the market.

Mergers and acquisitions opportunities are heavily influenced by the possibilities created by new innovations in digital education, instruction, and credentialing. The global education sector’s biggest strategic performers are diverse companies that continue a shift towards digital services and away from print. Target companies within the education landscape that are in drawing investment include those that provide adaptive learning solutions and assessment products, such as software that facilitates testing and scoring. Other areas that appeal to buyers include education-market-focused infrastructure software and English language learning solutions.

Education Infrastructure Software

Modern education-focused infrastructure software has the power to transform learning environments for students and teachers both inside and outside the classroom by balancing technology across all locations. The approach is comprised of cloud computing, enhanced privacy and security, connectivity, storage, and manageability. Additionally, virtual infrastructure not only simplifies troubleshooting, but it can reduce costs for institutions by reducing overhead through the reduced impacts of having to frequently replace hardware. With support of more devices, teachers can better tailor learning experiences to students learning needs, and a more collaborative learning environment can be created.    

Global English Language Learning Market

The global English language learning market is expected to exceed $22 billion USD by the end of 2025. These programs are in growing demand due to globalization, urbanization, and an appetite for improved education and job opportunities. The escalating numbers for student enrollment in graduate schools in English-speaking countries is deemed to be a primary contributing factor to growth in this market. In higher education, universities in the United States, the United Kingdom,  Australia, and Canada require applicants to pass language tests such as the Test of English as a Foreign Language (TOEFL), Graduate Record Examination (GRE), and International English Language Testing System (IELTS). This drives students to enroll in English language training programs, leading to notable demand for them in countries (such as an India and China) where the number of graduates relocating to English-speaking countries for advanced studies continues to grow at a significant rate.

The global market for digital English language learning is comprised of both regional and international manufacturers. As the international companies expand their reach, improve quality, and lower prices, the regional firms struggle to compete. Such an intensely competitive market for innovation and service extensions increases the number of M&A transactions.

An Industry Continuing to Evolve

Innovation in education requires capital and government funding is limited even in the wealthiest, most developed countries. Private equity and M&A can strategically create and grow companies of scale in the education sector. Larger size means more attractive acquisition opportunities, more prevalence, and more potential for transformation in the industry and its subsectors.

Advancements that are impacting and will continue to impact this industry include:

• Artificial Intelligence, virtual reality, and unified data solutions
• Online education
• Robotics
• Specialized curriculum start-up companies
• Improved curriculum storage and peer-to-peer sharing platforms
• International schools
• Digital classrooms
• Chat bots and voice enabled hardware
• English language training
• Enhanced admissions management and student retention
• Global school networks
• Improved vocational training
• Alternate university models
• Online program managers
• Job training boot camps
• Primary education mobile apps
• Increasing availability and free access to academic publishing resources
• STEM and coding
• Gaming and simulation

Contact Us

If you are ready for a change, contact us at Benchmark International. We are committed to creating an impressive plan of action for your business. Schedule a call with one of our M&A advisors and start planning a more prosperous future for you and your company today.

1. It’s Easier Than You Think
When acquiring a business nowadays, many think of this as a very strenuous and long-term process. Though it is a large investment of time and money, if you already run a successful small business, there are plenty of transferable skills.

2. Synergy Is Key
The growth of a business through acquisition is statistically faster, cheaper, and less risky than the other methods of expansion. It is of the utmost importance to ensure that the synergy is there, and when companies are choosing to acquire or merge, the desire is for the sum to be greater than its individual parts.

3. An Acquisition Can Expedite Growth In Your Current Business
Once an acquisition is done, you immediately have access to a multiplicity of new (to you) assets and employees. Many challenges come along with combining two businesses, but this can give your current company the ability to expand to new areas and cross-sell services to existing and newly acquired customers.

4. Understanding The Value Of The Employees And Management On-Hand
Many deals come with a staff who has vast knowledge about the company and the day-to-day functions of the business. It is important to get to know the staff and ensure they have the same intentions as you for the business and the direction it is trying to take.

5. The Current Owner Is Likely To Stay In The Picture
Though many of our clients are looking to retire, it is never as simple as handing the keys over. The owner built this business, and they know the ins and outs of the company. Usually, the owner signs a contract with the buyer to stay on for a required amount of time to help the new owners/managers learn the entire process. This also gives comfort to the buyer and customers about the change of ownership.

6. Cultural Fit
Selling a business can be a very emotional process for a seller. The company is their baby, and they want to ensure the success of the company and the continued employment of the employees. Commonly, money may not be the primary motivation of a seller. They are concerned with bringing in the right fit, expanding the company, and keeping true to its roots. A good buyer would acknowledge the importance of culture and seek to maintain the culture that was created and fostered by the previous owner.

7. Businesses Can Be Relocatable
When acquiring a business, buyers are concerned with the real estate associated with the company. Many believe that some companies should be relocated for better success geographically, or to a space that has more room for development. Most businesses can do so, which buyers may be unaware of, and most sellers will entertain the idea of selling the real estate, leasing it back, or allow the buyer to break the lease altogether.

8. Funding Options
It’s often easier to fund an existing business than a startup since it already has a track record. Banks tend to offer more loan types for individuals than for established businesses. Right now, banks are lending aggressively and looking to deploy capital due to interest rates being low.

9. Time Is Of The Essence
Due Diligence is a time consuming and arduous process, so it is key to operate with a sense of urgency. Doing so inspires confidence in the seller and helps maintain excitement on both sides for the eventual transaction. Failing to maintain a sense of urgency and stick within the prescribed timeline could result in deal fatigue, a delayed closing, or even the deal coming unraveled altogether. It’s imperative to move as swiftly as possible during due diligence.

10. Using An Intermediary
The process itself is easy, but selling a business takes time and effort that business owners do not always have the time for or knowledge on. Bringing on an investment banker or business broker/intermediary can help with finding financially capable prospects, negotiating the deal, and get the deal closed without anyone finding out until the deal is done.

Author
Jack Chilcutt
Deal Analyst
Benchmark International

T: +1 615 924 8950
E: Jchilcutt@BenchmarkIntl.com

One of the keys to creating value in lower to middle market mergers and acquisitions is the plan for successfully transitioning the leadership of the company. Maximizing value hinges largely upon a solid succession plan that empowers the new CEO to take the reigns, maintain stability, and lead the business into the future.

Finding the right person to assume leadership is important to the company in several capacities, but there are reasons that it will be personal to you as a business owner who cares greatly about the company you have worked so hard to build. The new CEO should actually care about the company and its employees. They should have a proven track record at getting things accomplished versus a history of being asleep at the wheel. And they should leave you with a high degree of confidence that they are going to do the right thing so that you are not left worrying about the fate of the company and whether you made the right call.

As a founding CEO planning your exit, there are some best practices you can follow in your process to find the right candidate and make a seamless transition in leadership and avoid a succession gone wrong.

Consider Structure and Timing
Initially, there are three important factors to determine the circumstances for the incoming CEO. Are they from inside or outside the company? Will they assume the role immediately or work alongside you for a period of time? And will you maintain a presence in the company as chairman or as an advisor? The answers to these questions will affect the transition process.

Get an Executive Search Expert
Do not underestimate the importance of enlisting the help of a quality external executive search professional. They should have proven experience that gives you the confidence that they will identify a replacement that's in the best interest of the company. They should be able to provide certain insights, find candidates that may not be currently known in the market, and prevent the costs associated with the wrong hire. An executive search firm can also save you time, take the burden off of your HR team, and ensure confidentiality through the process.

Consider What They Face
Think about the new CEO's first year and what it may hold from a political and cultural perspective, such as a recession. Could there be problematic circumstances that will make it difficult to make leadership decisions and are they equipped to handle them adeptly based on their experience?

Meet Face-to-Face Onsite
An important part of building trust and bolstering success is having the candidate come to the company's headquarters to meet with you and get an in-person understanding of the business and its culture from your perspective and in your own words.

Foster Relationships
The vetting process can benefit from the candidate's development of relationships with the management team to enable shared experiences. A quality candidate is going to value this effort in establishing trust.

If the new CEO is someone from within the company, think about how they will assume their new role and the responsibilities that come with it. Consider the fact that they are now going to be the leader among their former peers. How will they handle this change and how will it impact their relationships?

Look for the Obvious
You surely want a new CEO with whom you have a good relationship, but the most important relationship will be between them and the management team and the employees. So their personality is going to be a big factor in their ability to succeed. How are they under pressure? What is their vision for the future? Are they comfortable with change? Are they motivated to create growth? Are their values aligned with yours? What about their ego? A candidate may look exceptional on paper and have incredible qualifications, but if he or she does not possess the right people skills for your company's culture, it should be a deal breaker.

Are You Planning Your Exit?
If you think it's time to make a move in the best interest of your company, feel free to reach out to our M&A experts at Benchmark International at any time. Our impressive strategies can be the game-changer you are seeking for your future success.

Two of the most transformative factors in the world of automotive and technological development have been the advent of ride-hailing platforms and autonomous vehicles. They each create various mergers and acquisitions opportunities both individually and in concert with each other in various capacities on a global scale.

Ride Service Companies

Ride services—also known as ride hailing and ride sharing—will continue to create opportunities for M&A in decades to come as their popularity around the world continues to increase. Uber, DiDi Chuxing, Gett, Grab, and Lyft are some of the leading firms in the market. As more companies emerge, the market becomes more and more fragmented. The right M&A transactions can help companies increase market share and improve service quality.

It can be relatively inexpensive to start up a ride-hailing company. After all, they depend on contract labor that does not rely on special skills or loyalty, and are powered by free mobile apps that easily bring their service to the public’s fingertips. While this makes it easy for more smaller firms to enter the space, it also creates ripe opportunity for M&A activity in an incredibly competitive industry that has been predicted to one day be dominated by only a couple of major players.

The ride hailing sector is not unlike other transportation industries, as it is subject to strict laws and regulations that can make M&A challenging, meaning that deals in this space require added due diligence.

Autonomous Vehicles

A strong investment climate lies in the sector of autonomous or self-driving vehicles. Traditional auto manufacturers are investing billions of dollars and stepping up efforts to try to catch up with advancements already pioneered by the big tech companies. It is both faster and easier to acquire existing technologies than to try to reinvent the self-driving wheel. While they retain the advantage of being capable of the mass production of vehicles, it is expansion of their capabilities that is a major driver of M&A.

Companies at every level of involvement in the auto industry need to adapt their strategies, from manufacturers to suppliers to retailers. M&A is a necessary strategy for all existing industry players to maintain any foothold as newer digital companies transform the space. This includes rethinking business models and emphasizing innovation to establish themselves as a leader in the future.

Autonomous vehicles also present the possibility of major ramifications for other industries.

• Law enforcement: With self-driving cars programmed to obey traffic laws, fewer police resources may be needed on roads and less local revenue could be earned from citations.
• Insurance: With fewer accidents come fewer insurance claims, reducing the cost of insurance premiums.
• Healthcare: Ideally, fewer traffic accidents can reduce reliance on emergency services.
• Air & rail: Using autonomous vehicles for long-distance travel can mean fewer passengers on airplanes and trains.
• Advertising: Withdrivers turned into passengers, their attention can be shifted from audio to visual, and advertising could be targeted by location.

Many companies around the world have demonstrated enthusiasm over the prospect of disrupting public transportation as we know it, and have been eager to invest in companies that are focused on bringing autonomous vehicles into this realm. This includes robotic taxis, driverless shuttles, electric car ride services, and taxis that are not equipped with steering wheels or pedals.

Countries leading the way in the development of autonomous driving technology include Norway, Singapore, the United States, Germany and Israel. 

Many challenges exist before the proliferation of autonomous vehicles on roads everywhere is a real possibility. While careful planning and programming goes into the technology that makes these vehicles both operational and safe, there are unexpected scenarios that are not easy to predict or take into account. These situations include other drivers’ errors such as going the wrong direction or making illegal maneuvers that can confuse the technology that a self-driving car relies upon. Essentially, the radar and high-resolution cameras in autonomous vehicles are able to detect and identify objects (such as a bicycle or pedestrian), but it cannot predict what those objects might do next.

These types of uncertainties, along with the strict regulatory environments surrounding self-driving vehicles, can also make the M&A market in this sector more complicated to navigate. It is prudent to consult with M&A experts regarding the opportunities in this area.

Contact Us

How can Benchmark International help you realize your dreams for your business? Give us a call and set up a meeting with one of our M&A experts. Whether you are looking to sell, grow, or formulate an exit plan, we are committed to helping you achieve what is best for you and your company.   

The global leisure industry is comprised of restaurants, bars, hotels, casinos, sports facilities, travel agencies, tour operators and other customer-focused business segments. This industry is subject to some very specific influential factors such as geopolitics, weather conditions, natural catastrophes, fuel costs, and changing consumer habits and demands. Technology also plays a key role in how people plan their activities and choose to experience them. This presents new opportunities for growth, and at the same time, new challenges.

M&A can be used as an effective solution for vertical integration to fill gaps across the value chain and to offer more efficient global platforms in the leisure industry
and its subsectors.

Opportunities and Challenges

The impacts of new technologies can be beneficial to businesses, but they also present new obstacles. The good news is that people are never going to stop wanting to enjoy themselves. It’s just a matter of how they go about it that faces significant changes.

• Sports Venues: With large and complicated physical infrastructures, sports facilities aim to attract more fans, fill more seats, and maximize returns. Technology aids in getting fans to engage more and spend more money both in person and from their devices. The Internet offers viewers immediate access to scores, stats and updates. While this can enhance sports venues’ offerings, there is also the challenge of competing with home entertainment systems that allow consumers to create their own fan experience in the comfort of their own homes.
• Travel Agencies and Online Booking: There was a time when booking a vacation meant picking up the phone and calling your travel agent. But today, people turn to travel booking websites and apps to plan their trips, leading to overhauled business models. Online travel agents are looking to expand, increase their geographic reach, and be more integral to their customers’ experiences. Additionally, in the world of platforms such as Expedia, Kayak and Priceline, there remains little differentiation among brands, keeping the segment ripe for consolidation.
• The Gaming Industry: The loosening of sports-betting regulations is driving change in the gaming industry. People are increasingly able to gamble online in various capacities, and while casinos are adopting strategies to capitalize on these opportunities, there is still the prospect of less foot traffic that would have transferred to more money spent on in-house dining and other in-person gambling options. This sector is prime for consolidations and partnerships.
• Restaurants: Once a very brick-and-mortar focused sector, new technologies allow customers to opt for food delivery companies and apps to bring dinner to them rather than dining out at a physical restaurant location.
• The Cruise Industry: Cybersecurity is an important concern within this sector, as more people spend more time on their connected devices while they enjoy their cruise vacation. Personalized data-driven technology improves the passenger experience, but it also requires more integration so that more systems can share more information.
• Hotels: Web platforms such as airbnb have changed how people lodge on their vacations, moving tourism traffic from concentrated urban areas to more residential neighborhoods.
• Amusement Parks: Consumers seek out unique and immersive experiences through their tech. Theme parks are creating new partnerships to cater to these demands, and seeking out novel ways to tap into new markets. These partnerships can be less capital intensive and give businesses flexibility to adapt to changing trends.

Cross-Border M&A Considerations

Cross-border M&A transactions can involve several issues as political, cultural and economic environments evolve and regulations change. Certain due diligence factors should always be considered for these types of deals are expected to result in success stories.

• Transaction framework: This involves careful evaluation of pricing (maximized value), timing, and certainty (public reputation and proof of funds)
• Regulatory compliance: Focus on cybersecurity, foreign investment laws, national security laws, fraud, sanction violations, and money laundering
• Antitrust and competition: This includes overlaps between brands, overlaps between operations, market concentration, and specific clearances
• Technology and intellectual property: Thoroughly assess trademarks, domain names, IP rights, third-party licensing, existing claims, infrastructure, loyalty programs, data privacy laws, and databases

As with M&A transactions in any industry, there are several other areas that must be considered for due diligence and company valuation, including management agreements, financing, tax structures, employment issues, and other operational risks.

Contact Us

If you are thinking about selling your company, or would like to start exit planning, contact our M&A specialists at Benchmark International to start the process. We can help you understand your options and key factors for consideration, and get you on your way to a deal that works best for your vision of the future.

After over three years since the EU referendum, where the UK voted to leave the EU, Boris Johnson signed the Withdrawal Agreement last Friday after the bill was passed to Royal Assent, therefore the UK will officially leave at 11pm (12am in Brussels) on 31st January.

So, what will officially leaving the EU mean for your business and investment into it?

Research by IW Capital, in which it asked 2,000 investors about life post-Brexit and the opportunities that will arise after the 31st January, has indicated that there will be an uptick in mergers and acquisitions. The research suggests that investors are positive about the UK’s prospects out of the EU, with 46% believing that if handled correctly, Brexit could be the best thing to happen to the UK economy. It also showed that 36% of those questioned believed that the UK will be a wealthier country, boosting their investment profile post-Brexit.

It transpires that for 30% of those asked, it was in fact the handling of negotiations that affected investors’ decisions and not Brexit itself, so now that a date has been set and there is more certainty around Brexit, more investors will look to use their capital.

Many buyers, particularly those working at private equity shops and family offices, have experience in larger markets and, therefore, with more financially oriented, data-driven sellers. If this describes your background, it can be helpful to consider the following insights about sellers in the middle markets. You might be surprised by some of these realities

1. If they were pilots, they would fly by sight, not by instrument. They do not make decisions based on data. They do not need the data. They walk the floor. They see how many trucks leave the yards every week. They are in on the big sales call. Their stepson runs the IT department. You of course want the data, but they have not been spending the time or money to collect it.

2. They may not have fully developed back offices. Our clients are successful and their businesses have grown, often beyond their expectations. They are good at what they do and they enjoy being in control. It is common for them to go without hiring a CFO, add staff at certain positions, or turn departments such as HR over to an expert. This means that they may be a little behind in developing the back office. While you might be tempted to chastise them for this, please consider that studies of our clients indicate that this is the number one reason they have come to market.

3. They may not have debt. It is surprising how many businesses with revenues up to $100 million have never had any material amount of debt, especially not bank debt. So, when you speak to them about using leverage in your transaction, or them rolling over into a leveraged business, be prepared for unexpected responses. In addition, recall the mantra that debt imposes discipline. Never having debt, these owners may not adhere to strict discipline when it comes to financial reporting, timely disbursement of invoices to clients, and keeping an eye on the GAAP or IFRS version of “cash flow.”

4. They may view financial statements solely for tax preparation. It may seem a bit surprising, but studies of our clients indicate that the sole use many of them have for financial statements is to allow their accountant to prepare the business’s tax returns. With that in mind, you might see why monthly financials are not available or, if available, not overly reliable.

5. They may not focus on depreciation. Owner-operators are busy growing their businesses, not studying GAAP or IFRS. They may have some significant misconceptions about how depreciation works and why it matters. We do what we can to address this before you speak with our clients but, as they say, we don’t know what we don’t know. Please exercise care when interpreting anything a seller says about depreciation and when communicating these issues with sellers. For example, the difference between accumulated depreciation (on the balance sheet) and depreciation expenses (on the income statement) can trip up some conversations and knock deals off track. Similarly, the concepts of “capitalizing” versus “expensing” costs can get confusing in short order.

6. They may not use budgets or models. Many middle-market business owners started their companies when they were 18 and they never worked in the corporate world. They have worked successfully to this point without being exposed to the concept, or they have seen it just enough to view it as more of a hassle than a benefit. If you do not use budgets, you do not need to borrow money (see above), and you don’t need to build models. Without the historical data from budgets and elsewhere, it is difficult to even make a worthy model. Add to this the obvious issues with coming up with the two key valid assumptions—growth rate and discount rate—and there is simply no way to come up with meaningful models or projections, not to mention a reluctance to attempt to do so.

7. They may define CFO differently. The four terms “CFO,” “Controller,” “CPA,” and “Bookkeeper” are used interchangeably in middle-market companies. Each may have a preconceived meaning to you but there is a 75% chance that these businesses view these titles differently. Set aside your training and experience, try not to judge a book by its cover, and take the time to assess the person in that role (whatever it is called) before making any assumptions.

At Benchmark International, we are well aware of these circumstances. That is why our unique process is built to help you address them, to assist our clients in understanding your standpoint on topics such as these, and to help our clients better speak your language.

Political uncertainty in the UK has been a hot topic for the last year, particularly due to Brexit delays. This has had an impact on dealmaking throughout Europe in 2019, however, as we enter into 2020, greater optimism is expected with regards to deal activity.

So, what are the reasons for this positive outlook, and what are the reasons for the UK’s deal appeal?

Benchmark International has successfully facilitated the transaction of Osborn Equipment Sales, Inc. to Still Holding Company. Osborn Equipment Sales, Inc. has been in business for over 60 years and serves as a manufacturer’s representative of dry process material handling equipment to customers located within Oklahoma, Western Arkansas, and the Texas Panhandle.

Still Holding Company is owned by Roy Still, an individual with an M&A advisory background, who currently owns a diverse portfolio of businesses in the Tulsa, Oklahoma region, including funeral homes in the area.

Vice President, Keith Garoutte of Osborn Equipment Sales, Inc. commented, “We are a 60- year-old company located in Oklahoma. After 40 plus years of owning the company, my business partner and l were thinking about retirement. We were contacted by Benchmark International wanting to know if we were in the market to sell our company. It was perfect timing for both of us. Benchmark International sent a gentleman to meet with us and after several phone calls we had reached an agreement to have Benchmark International solicit our company for sale in March 2019. We supplied Benchmark International with all the information they had requested, and they proceeded to market our company. Benchmark International found several companies interested in purchasing our company and after only a few months we were in negotiations. We were finally able to close and collect our money on January 6, 2020. Benchmark International did an outstanding job in marketing our company. We were very impressed with their sales team and their sales and negotiation knowledge. Their sales experience made selling our company very easy and without headaches. I would definitely recommend Benchmark International if you want a professional and aggressive sales team to sell your business.”

J.P. Santos, Associate at Benchmark International added, “Randy and Keith were a pleasure to work with and the Benchmark International team is excited that we were able to play a role in the successful sale of their business. From the beginning of the sales process, Randy and Keith were looking for a buyer who could continue their legacy of decades of high quality service, as well as, meet their goals from the sale as they look towards their future endeavors. Roy Still was able to accomplish both of those objectives and the company looks to continue its success under his stewardship.”

Benchmark International is pleased to announce the transaction between Laser Trader and MBA Engineering.

Laser Trader is an importer and distributor of high-tech laser cutting, cladding and welding equipment to UK customers in sectors including aerospace, research and heavy manufacturing. The company is the sole distributor in the UK and ROI for several world leading manufacturers of laser processing and diagnostic equipment in addition to retailing laser optics and a range of consumables and non-genuine parts.

MBA Engineering was founded in 2009 and sells Kimla fibre lasers, second hand Bystronic lasers, spare parts and consumables, as well as offering services such as breakdown assistance, preventative maintenance, customer training, machine moves, and installations.

The deal will allow MBA Engineering to access key distribution agreements with European manufacturers.

The global energy mix is comprised of the oil, liquefied natural gas (LNG), coal, renewable energy, and electricity sectors. The landscape of this industry has seen a great deal of change over the years, and is primed for even more change in the future. Five years ago, fossil fuels accounted for 82 percent of global primary energy. This number is targeted to decline, with large growth in the natural gas and renewable energy sectors, especially wind and solar. However, a rising global population and economic growth make it challenging for renewables to keep up with demand, meaning that fossil fuels will remain a primary source as energy demand will rise one percent each year over the next 20 years.

Oil & Gas

Oil output is projected to remain on the rise in the next 10 years, with 85 percent of the production increase coming from the United States. At the same time, oil demand is expected to slow after 2025 due to better fuel efficiency and more electric vehicles, according to a report by the International Energy Agency (IEA).

In 2020, shale production in the U.S. is expected to continue to grow even as growth is slowing due to reduced capital expenditures from drillers. Additionally, exports of U.S oil and LNG are forecasted to grow as infrastructure capacity increases.

As the number of U.S. oil and gas companies in distress grows amid limited funding options, there is an opportunity for smaller firms to be acquired by bigger firms, or for them to merge in order to scale operations and reduce costs. M&A strategies may be more appealing to these companies than the option of restructuring through bankruptcy.

Oil and gas prices should remain range-bound this year as production increases from non-OPEC nations such as the U.S., Brazil, and Norway.

Internationally, oil markets will be affected by the ongoing trade negotiations between the U.S. and China, as well as the result of the March expiration of the OPEC+ pledge between OPEC and non-OPEC partners for deeper production cuts.

Coal

The coal industry continues to experience challenges, including declining demand, bankruptcies, climate concerns, ownership changes, and mine closures. Coal production in the U.S. is expected to decline, along with the amount of energy production that relies on coal, which is at its lowest level in more than 40 years. In contrast to the struggling coal industry, increased growth is forecasted in the renewable energy sector. According to the IEA, market share for coal will fall from 38 percent today to 25 percent in 2040, largely due to a surge in more affordable solar power.

Renewable Energy

The outlook for the renewable energy industry in 2020 is quite favorable. The sector has already seen unprecedented growth propelled by increased demand, competitive costs, innovation, and the uniting of industry forces. Renewables are likely to become a preferred provider in electricity markets this year, as customers are more concerned with saving money and addressing climate change issues. Last year, renewable energy eclipsed coal for the first time ever in the United States, with wind and solar energy accounting for about half of renewable power generation. Companies that are poised to innovate and jump on new opportunities will be in a position to thrive in this new growth phase.

Some key points regarding this sector include the following:

• China has been the largest investor in renewable energy capacity, committing $758 billion over the past decade. The U.S. follows at $356 billion, with Japan third at $202 billion.
• Lower prices for renewable sources and battery storage have helped to drive growth in this industry, making wind and solar more competitive with traditional energy sources.
• Several utility companies have already outlined goals for de-carbonization and more are expected to follow suit.
• Renewable energy will need to be scaled up significantly in order to meet the goals outlined in the Paris Agreement.
• In 2019, 11 of the 28 countries in the European Union already met their 2020 renewable energy targets, but there has been a gradual slowing of the rate of renewable use because costs have fallen and less investment is needed to install the same level of power capacity.
• Grid modernization projects will also contribute to growth, as renewable microgrids are becoming more popular solutions for increased efficiency.
• In the U.S., the Production Tax Credit has been extended for 2020. However, the amount of the Solar Investment Tax Credit will be reduced from 30 percent to 26 percent. Both of these credits have been important drivers of growth in this market.

 Electricity

Power and utility companies will face several priorities and challenges in 2020, but with a balance of careful strategic planning, digital innovation, and risk management, the industry can sustain growth throughout the year.

• Clean energy remains a major priority, as many power and utility companies are setting their own clean energy goals to help customers make the transition.
• Cyber security is an increasing concern, with vulnerabilities being a clear and present danger.
• Preparation and response for natural disasters will be more significant as major storms have become more common around the world.
• Providers will continue to be more focused on improving the customer experience.

Let’s Discuss Your Options

Please contact us at Benchmark International to talk about how we can help you grow your business or formulate a solid exit plan for the future, no matter what industry in which your company operates. We look forward to hearing from you.

Benchmark International has advised on the transaction between automatic door installation, servicing and maintenance company, Action Doors, and trusted global partner for premium access solutions and services, Dorma UK.

Action Doors, established in 1996, is a provider of maintenance, servicing and installation of both automatic and manual door entry systems, with offices in Hertfordshire and Kent.

Dorma UK is a provider of innovative and reliable access and security solutions for hotels, shops, sporting venues, airports, hospitals, homes and offices. It was established in 1978 and has central offices located in Tiverton, Devon, where the company assembles its mechanical cylinder ranges, and Hitchin, Hertfordshire. The company is a subsidiary of the Dormakaba Group, who, since the merger of Dorma and Kaba in 2016, is one of the top three companies engaged in access control and security solutions on the global market.

The transaction represents a strategic acquisition for the companies, allowing Dorma UK to expand its current service offering.

A special congratulations to Managing Partner, Kendall Stafford at Benchmark International who was recognized and awarded by Insights Success Magazine as one of the top 10 most successful businesswomen to watch in 2019.

Insights Success Magazine focuses on leading companies, their style of conducting business and ways of delivering effective solutions to strengthen market share.  

Kendall was recognized for her compassionate leadership skills and M&A knowledge that continue to shine throughout her career and success with Benchmark International.  

Kendall began as a Director at Benchmark International’s US headquarters in Tampa, Florida. She now resides as the Managing Partner at Benchmark International’s Austin office, where she continues to lead with compassion, empathy, and transparency not only for her clients but for her team.  

She is responsible for motivating and mentoring the team in Austin, ensuring customer service standards are consistently met, and effectively transacting duties the team was hired to perform.  She says, “If I do these three things successfully, everything else falls in line. My effective communication, organization, and negotiation skills serve me well in this role.” 

Kendall's reaction to receiving this recognition and award demonstrates her determination to continue to be a leader in this space and an inspiration for other women. “I’m honored to have been recognized for this award. I think it is a testament to the values I hold for myself but also for the values I continue to evoke as my role as Managing Partner at Benchmark International.”  

Kendall added in the article that for budding women leaders, she advised, “Young women who would like to start their own business should just go for it. There’s no time like the present and you must believe in yourself. Don’t listen to anyone that says you can’t do something and never let fear stop you from trying. You will learn a lot about yourself and your business during the journey and, ultimately, you will be surprised at what you accomplished along the way.” 

Check out the complete article here, and again a special congratulations to Kendall Stafford for being acknowledged and receiving this prestigious honor.  

In 2019, the SAVCA Conference attracted 437 Private Equity delegates and 195 Venture Capital delegates who represented local and international institutional investors, fund managers, advisors policy makers and entrepreneurs.

Learn More About the SAVCA Southern Africa Industry Conference Here

Would you like to be showcased to these industry leaders with strong, acquisitive appetites? We will be including a limited number of client investment profiles in the flyers which will form part of the delegate bags. Contact us now to ensure your business is included.

Benchmark International is pleased to announce the transaction between Devon-based developer of testing equipment, Easytesters, and Winchester-based pharmaceuticals and manufacturing company, Biopharma Process Systems (BPS).

Easytesters is an inventor and developer of unique HACCP testing equipment specifically designed to prevent hazards and contamination in liquid food processing. Its solutions are environmentally friendly and are renowned for reducing or eliminating downtime for food processors and manufacturers.

BPS is a leading supplier of equipment to the pharmaceutical, biotech and process industries in the UK, Ireland and France, with a specialisation in freeze drying, solvent removal/evaporation and high-pressure homogenisation technologies.

It is part of the Biopharma Group which is made up of Biopharma Technologies and Biopharma Technologies France. It also has a division in the USA (BTLLC) that works in close association with its product partners, SP Scientific.

Benchmark International has successfully facilitated the transaction of Technology Navigators LP and Re-Sourcing Holdings. Technology Navigators LP, is a technical staffing firm that concentrates on recruiting individuals for contract, project, and permanent placement. 

Re-Sourcing Holdings (Re-Sourcing) is a leading provider of strategic staffing, consulting, and direct hire solutions, focusing on Compliance, Legal, Information Technology, Finance & Accounting, and HR positions. The company serves clients through five premium brands: JW Michaels & Co., Compliance Risk Concepts, ExecuSource, Perennial Resources International, and Partnership Employment with Technology Navigators now becoming the sixth brand. Founded in 2003, the company is headquartered in New York City with 15 offices in nine markets. Re-Sourcing’s differentiated operating partner model has enabled a strong focus on building direct relationships with clients to bolster retention and deepen understanding of client needs.

In reference to the transaction, Robert Taylor, Partner of Technology Navigators LP, explained his experience with Benchmark International, “We could not have completed the deal without Benchmark International.  Their team was attentive from day one and made sure that all our questions were answered throughout the entire process. The process of finding the right partner and making a deal is like a rollercoaster moving at 100 mph but Benchmark International knew how to navigate the obstacles we encountered and helped us get the deal across the line.”

Allen Goldsmith, a Partner of Technology Navigators LP, mentioned that “Benchmark’s knowledge of the domestic and international markets was key to finding the right buyer that understood our unique business culture.  Benchmark International was there every step of the way and truly got to know how our business operated.  In short, they truly partnered with us to ensure we received the best deal the market could offer.”

Luis Vinals, Transaction Director at Benchmark International added, “Technology Navigators is a great example of how attractive the market has become for B2B services.  Our clients, Robert and Allen were engaged throughout the entire process and fully understood our suggestions.  They were receptive and willing to go the extra mile alongside us to ensure that their deal got done.  All in all, Robert and Allen’s collaboration enabled our team to find the right partner for the future of Technology Navigators.”

Benchmark International has advised on the transaction between chartered surveyors, Dunlop Heywood, and estate agents, The Leaders Romans Group.

Dunlop Heywood is a chartered surveying practice specialising in rating consultancy and property management with offices in London, Manchester, Leeds, Newcastle and Belfast. Clients include Asda, Doncaster Rovers, Bradford City, Travis Perkins, Leeds Bradford and Dublin airports, and charities.

It is a renowned property consultancy that was established by founding partner Stuart Hicks in 2008, but the origins of the business can be traced back to 1832.

Leaders Romans Group is one of the UK’s largest property services groups following the merger of Leaders, Romans and Boyer in 2016 and is backed by leading private equity firm, Bowmark Capital. Starting in residential sales and lettings, the company has since expanded to offer a whole host of property services from planning to financial services and corporate property management. The company has 160 branches across the country and employs over 2,100 people.

Post-sale, Stuart and the senior team will remain with the business, which will continue to trade as Dunlop Heywood.

The senior teams at Leaders Romans Group and Dunlop Heywood are now working on an investment and development plan, which will ensure that Dunlop Heywood maintains its position as the leading business rates consultancy in the UK.

The New Media World

The media industry has undergone several major transformations in the Internet age. Magazines and newspapers have been disrupted by digital publications. News consumption has been significantly altered by the existence of social media. Broadcast radio is now challenged by satellite radio, podcasting, and both free and fee-based music-streaming services. Television continues to undergo sweeping changes that come with more and more people cutting the cord, smart TVs, and the inundation of subscription streaming platforms on a variety of scales. And all of these sector trends affect how advertising dollars are being spent and how audiences are being targeted. 2020 proves to be no different, as these trends will continue to reshape the industry.

Streaming Wars

Companies and TV networks are faced with the task of inventing new offerings for delivering content in ways that facilitate direct relationships with consumers. New bundling and tiered options will be more in demand as viewers grow frustrated with having to manage various streaming options amid a crowded sea of subscription services that go beyond Netflix and Amazon Prime. Individual TV networks are offering their own on-demand services (such as HBO Now), and big industry players are getting in the game with their own digital networks such as Disney+. And the availability of tiered streaming platforms such as BritBox and Sling TV continues to grow. The major streaming networks will be faced with how to leverage an influx of competition. These options will also need to address how advertising is delivered regarding ad-free options and ad-supported video.

Podcast Popularity

There are currently more than 700,000 active podcasts, and research shows that the consumer appetite for podcasts continues to thrive. Podcasts are going to be seen as a new vehicle for content and will garner more advertising money, with predictions that the spending amount will surpass $1 billion by the end of 2020.

For the Love of Data

As media companies compete for more audiences, data will become more imperative to achieving the goals of these companies. This means that the data platforms used by media companies and advertising agencies are going to become paramount. The gathering and processing of the third-party data needed to create more meaningful and personalized experiences and services for consumers will be essential to the ability to remain competitive.

User-Generated Content

In today’s social-media-driven world, users are able to generate their own content through various mobile applications such as SnapChat and TikTok. As more of these types of platforms emerge, larger parent companies (such as the Facebooks and Googles of the world) may be inclined to acquire them to diversify their offerings and expand their user bases.

M&A Opportunity

As media companies continue to need more diverse content and content delivery options, it creates significant opportunities for mergers and acquisitions. This M&A activity is expected to be on smaller scales than the megadeals that occurred in the last couple of years. This is because there are fewer opportunities for the major networks to consolidate, especially as there is a growing over-supply of third-party streaming applications and the content rights are being withdrawn. 

Contact Us

If you think that it is time to sell or grow your company, or even start your exit planning strategy, please reach out to our experts at Benchmark International. We look forward to taking your future to the next level.

When determining the best time to sell or exit a company, unfortunately nobody has a crystal ball. However, there are several circumstances that should be considered, from fundamental business positions to external influential factors.

The state of the M&A market is among the most significant factors in a decision to sell a business. The market held steady from 2015 to 2017, and optimism skyrocketed in 2018. In 2019, the market dipped slightly but remained strong in deal volume and value, with a wave of multi-billion-dollar megadeals being completed.

While some expect a modest drop in global M&A value in 2020 due to what is perceived as inevitable economic correction after a lengthy, seemingly unstoppable up-cycle, many experts predict that little change is expected due to sustained economic growth, low unemployment, low inflation, high consumer confidence, and strong corporate earnings. Companies still have a need to diversify their portfolios, acquire talent, and innovate technologies in order to stay competitive—all needs that are best addressed through M&A. Also, plenty of capital is available and private equity has amassed the dry powder that can drive larger deals, even in the event of an economic downturn.

Additionally, there is potential for more aggressive M&A strategies earlier in the year to get ahead of a potential downturn and downgrade in valuations. Companies that have proven to perform well during times of recession may be especially appealing targets.

The 2020 U.S. Election

Regarding a potential downturn, one of the major factors that play into the state of this year’s M&A market is the upcoming November 2020 presidential election in the United States and the issue of impeachment of the current president. History indicates that economies typically perform well in election years. However, as uncertainty looms contingent upon the results of the election when it comes to topics such as trade and regulation, acquirers may become hesitant and the M&A market could lose momentum leading up to November, with the market remaining slow in the months following, depending on the election results.

Another matter affected by the election results is capital gains taxes, which is a matter of concern if you are selling a company because how much profit you yield from the sale will be taxable. Some presidential candidates are proposing higher taxation of the highest-income taxpayers’ accrued wealth and income, and this includes capital gains. Most candidates’ plans would tax capital gains at ordinary income rates, with just the very top marginal tax rates varying at incomes of more than $488,850.

The closer the election nears, the more every single day counts. If you hope to sell, the sooner you initiate the process, the better, as most M&A deals take several months.

Brexit

As of January 31, 2020, the United Kingdom is officially no longer part of the European Union, but a second round of negotiations will continue with the goal of reaching a deal by the end of 2020. With lessened political uncertainty now that an initial Brexit deal has been made, there is heightened confidence in deal-making activity. The inability to make a second deal by the end of the year will mean higher costs and barriers to trade.

The Brexit situation is affecting changes to M&A strategies. M&A could be used to secure an operational presence in the EU to maintain access to European markets. M&A could also facilitate access to markets outside the EU. Additionally, some companies could be facing new pressures that can directly impact share prices.  

The Boomer Retirement Wave

While it seems as though we have been talking about it for years, the Baby Boomer generation remains a factor in 2020.

According To Pew Research Center population data, 10,000 Baby Boomers will turn 65 on each day of this year.

In the U.S. alone, Baby Boomers own 2.34 million small businesses, and employ more than 25 million people. This aging ownership pool points to a flood of M&A activity in the lower and middle markets this year, especially in certain sectors such as those that offer professional services.

As this population retires, there will be an increased need for consolidation, succession planning, and exit planning. If Boomers do not properly plan for these scenarios, it could result in an economic crisis that in turn affects millions of jobs. Also, most of these business owners have the majority of their net worth tied up in their company. This means that if the company should lose value, so does the owner’s ability to retire.

The unfortunate reality is that the majority (75%) of owners of small to mid-sized businesses choose to procrastinate and do not have a plan in place. If you are a part of this generation, you should most certainly already have your plans for the future underway. Even if you are not a Boomer and are considering selling, this is the time to get ahead of the massive wave of businesses that are expected to hit the market this year.    

Are You Ready to Sell?

If you are considering selling your business, we encourage you to enlist the expert M&A guidance of Benchmark International’s team to create your growth strategy, exit strategy, or company sale for maximum value. The time to start planning is now.

Catastrophe Cleaning & Restoration Co, Inc. (“CATCO”) has been acquired by Interstate Restoration. CATCO is a 50-person company that has operated for over 35 years providing highly-skilled restoration and remediation expertise to residential, commercial, public, and industrial customers.

Former owner Michael Hammack will continue as President as he helps transition the firm.

Michael Hammack, President of CATCO commented, “Benchmark International and Robert West were very professional, knowledgeable, extraordinarily helpful, and extremely encouraging during the sales process.  Robert and his team ran a focused and competitive process resulting in a great cultural fit and financial outcome.  CATCO looks forward to many years of success under the ownership of FirstService | Interstate Restoration.”

Interstate Restoration is an emergency response and general restoration contractor founded in 1998.  With more than 50 locations spread across the US and Canada, they have a proven record of providing rapid disaster response in every corner of North America. Interstate is a subsidiary of FirstService Corporation (NASDAQ: FSV), a Canadian public property services company generating over $2B in annual revenue.

Tyrus O'Neill, Managing Partner at Benchmark International stated, “This was one of the more rewarding client relationships I have had the opportunity to build over my time with Benchmark International.  Our team being intimately involved with Michael and his company through marketing, deal negotiation, and financial due diligence afforded us the opportunity to stitch together a deal that made tremendous sense for the client in both a cultural and financial context.  He was able to monetize the great business he has built while also handing the keys over to an organization in Interstate that will genuinely carry on the legacy of CATCO as it continues to grow its presence.” 

The global Information Technology industry encompasses the sectors of hardware, software and services, telecom, and emerging tech including ‘as-a-service’ solutions under the umbrella of the Internet of Things (IoT) and automating technologies.

 The global IT industry is projected to reach $5.2 trillion in 2020, with global spending growing 3.7%

As the world continues to be more digitally connected and industries become more automated, technology will remain a massively growing market in the beginning of the new decade, especially as companies focus less on cost reduction and more on innovation.

The United States is the world’s largest tech market, accounting for one-third of the total market, and exceeding the gross domestic product of most other industries. Although the US market is so large, the lion’s share of tech spending actually happens outside of the US (68%) and is made by enterprise or government entities. Western Europe is a major contributor in the global tech market, and China is also a significant player with focuses in robotics, infrastructure, software, and services.

Forecasted IT Spending

In 2020, IT spending budgets will be largely driven by the needs to upgrade outdated infrastructure, address security issues, and accommodate growth. The amount of spending and the mix of services will vary by company size.

• Smaller businesses are expected to spend more on hardware such as servers and laptops.
• Mid-size companies will be spending more on mobile devices.
• Larger corporations will spend more on managed infrastructure IT services such as power and climate solutions.

For software spending specifically, small businesses will focus their spending on operating systems. Mid-size companies will have a larger budget for productivity software and business support applications. Large enterprises will be spending more of their money on virtualization, database management, and communications software. Cloud services and recovery software will represent major budget allocations in the coming year and cloud spend will vary by company size.

Cloud Security

With the increasing popularity of cloud-based software and services and hybrid cloud solutions comes the increasing concern regarding cloud security. This is further reinforced by an ongoing rise in cyber attacks and data breaches. Cloud-based security solutions will remain a growing need across several sectors, especially in highly regulated ones such as finance and government. The global cloud security market was anticipated to garner $8.9 billion by the start of 2020. This need will create more opportunities for companies, entrepreneurs and investors.

The Year of 5G

The highly anticipated 5G technology will see a much more momentous rollout in 2020, in contrast to the lackluster emergence in 2019. Hundreds of millions of 5G-enabled smartphones are expected to ship in 2020. 5G will deliver significantly high speeds and remarkable data capacity to expand the financial possibilities for businesses. It is able to support billions of connected devices across sectors, allow new innovation for the IoT, Artificial Intelligence, and Virtual Reality. It will also enable a new world of autonomous vehicles and smart cities through a fully connected society, shattering boundaries to create a scalable global marketplace through unified technologies. Businesses will need to be prepared with how this new technology is going to dramatically alter the possibilities of the cloud and the need for virtualization-based networks as opposed to fixed-function equipment. While it is not going to happen overnight, 5G technology will grow increasingly more available throughout 2020, changing the availability of certain devices and transforming industrial possibilities.

Edge Computing

Edge computing is not a new concept, as it has existed for years. However, the value opportunity that it represents across industries is enormous. 2020 is anticipated to be a highly emergent year for edge computing due to the availability of faster networking technologies such as 5G and analytic capabilities in smaller devices.

Edge computing allows data processing to be done physically closer to where the data is generated (the edge of the network) rather than at a massive data processing center, which in turn reduces latency and processes the data much faster. This opens up countless new opportunities. Additionally, this technology offers several benefits for businesses, such as reduced costs, improved energy efficiencies, predictive maintenance, increased reliability, smart manufacturing, and security enhancements.

Let’s Talk Soon

At Benchmark International, our team of M&A advisors is ready to help you plan the next steps for you and your company. Whether it is selling your business, creating an exit strategy, seeking investor assistance, or finding ways to create growth, we are here to work on your terms to help you make your future as bright as possible.

The transportation industry on a whole has seen major opportunities for investment thanks to a myriad of technological advancements such as self-driving cars, ride sharing and alternative fuels. As technology permeates all global industries, the aviation industry has its own unique circumstances, and must turn to acquisitions and market share to create competitive advantages in the 21st century.

Major areas of focus include aerospace, defense, supersonic travel, artificial intelligence, robotics, cybersecurity, surveillance, and communications. The idea of space exploration has become more privatized. It is not just about commercial astronauts anymore, but about making it possible for everyday people to engage in space travel. Also, urban on-demand air transportation is redefining the possibilities for how people commute to work. This technological advancement is proposed to use three-dimensional airspace to ease traffic on the ground, save commuters time and money, and provide a safer yet still relatively quiet travel option.

Aerospace and Defense (A&D)

As global A&D spending increases, so does the opportunity for M&A activity. In our digitized world, threat and risk mitigation continue to take on more importance, resulting in more mergers and acquisitions within IT, cybersecurity, and space companies.

Commercial aerospace firms are stretching their aftermarket capabilities to gain repair revenue over the lifespan of an aircraft fleet and benefit from improvements within the areas of electronics and avionics.

Private equity investors are also becoming more attracted to this sector, looking to sink capital into targets that have high growth prospects and high margins.   

Aircraft Backlogs and the Maintenance, Repair and Overhaul (MRO) Market

Commercial aircraft order backlogs also drive M&A activity in the middle market, as equipment manufacturers within the supply chain must respond to the demand, and are sitting on a tall stack of orders. Over the next 20 years, around 40,000 new aircrafts are slotted for production. Major airlines have a tendency to prefer larger suppliers, so consolidation to create more efficient and reliable MROs is a tactic that ensures the orders can stay on pace without major delays. As this consolidation occurs, it becomes more difficult for smaller, independent MROs to compete, causing them to team up with larger original equipment manufacturers (OEMs) in order to meet demand and avert delays.  

Pilot Training

There is an existing and growing pilot shortage that presents a major challenge for all airlines around the world. According to Boeing, it is estimated that 800,000 new pilots will be needed over the next 20 years. More pilots are reaching the mandatory retirement age at the same time that an increasing number of people around the world are booking flights. Plus, military expansion means a reduction in the pool of military pilots that are typically sourced by commercial aviation. These factors all combine to create new opportunities in M&A in the global aviation industry through the need for pilot training and the creation of new, more efficient flight simulators, as well as the development of autonomous piloting technologies.

A New Era of M&A

M&A activity is crucial to the many new types of developments in the global aviation industry. Private equity and venture capital are needed to keep the innovations coming, alongside the pursuance of new growth strategies and market retention by existing industry players. M&A in the aviation industry has become very much about bringing new services to new markets. This changes the way competitive companies must view each other, calling for more collaboration in order to drive innovation and create value.

It is strongly advised that anyone entering into the complex world of aviation M&A obtains an advisor that has the appropriate experience to conduct proper due diligence, navigate the intricacies of the industry, create the right connections, and be familiar with the industry-specific regulatory environments. 

Contact Us

At Benchmark International, we’d love to start a conversation about how we can help you grow or sell your company. Schedule a chat with one of our M&A experts today. Our global network of buyers and our innovative processes make us recognized around the world for getting great deals done.  

A Letter of Intent (“LOI”) is an expression of the buyer’s intent to acquire a seller’s business on specific terms and conditions.  It is considered a milestone in the transaction process, primarily because it is predicated on the concept that the seller and buyer have agreed upon the basic terms, assuming that due diligence supports assumed facts.

An LOI is generally non-binding as to substantive terms (price, transaction structure, and forms of consideration) but is often binding as to process items. These include access to seller’s information, cooperation by the parties, seller’s exclusivity obligations, seller’s obligation to conduct business in the ordinary course, governing law, confidentiality, and allocation of expenses.

Sellers need to manage their expectations and be aware that buyers can still walk away from the deal even after they have reviewed sellers’ sensitive information provided in due diligence.  If the buyer is a direct competitor, this can have unintended consequences for the seller, notwithstanding well-drafted non-disclosure agreements with limitations on use of the information.  For example, will a strategic buyer determine through due diligence that investing the purchase price in their own business is more cost-effective than paying an acquisition premium?  It is critical that the seller and his/her advisor carefully evaluate all offers and determine if the buyer has the actual intent and financial wherewithal to close the transaction before signing the LOI.

Here are some basic considerations for evaluating an LOI.

• Is the deal too good to be true?Reasonable business practitioners do not offer consideration or terms well above the norm.  Such offers often end in re-trades or worse, in a long period of failed efforts to secure acquisition financing, during which time the seller’s business is off the market because of exclusivity.
• How will the buyer finance the transaction? Cash at closing or bank debt. Third-party financing adds significantly to the complexity and timing considerations of the transaction.The seller should consider requiring satisfactory evidence of a financing commitment early in the process, with the ability to break exclusivity, and perhaps recover out of pocket costs if it is not provided in a timely manner. 
• How will the seller be compensated? Will the seller receive the full purchase price in cash at closing?What indemnification provisions (how much for how long) apply?  Is rollover equity a component of the deal?  Is stock of the buyer a component of consideration?
• Is the transaction cash-free/debt-free?If so, does the seller’s balance sheet indicate that a substantial portion of sale proceeds go to retirement of debt?
• Does the transaction include a working capital adjustment?Assuming that value is based upon a stream of cash flows, a “normal” level of working capital (that historically facilitated the income streams used to determine value) will be required at closing.  Careful attention must be given to how this issue is treated in the LOI, and in the asset or stock purchase agreement, because working capital adjustments (based upon factors determined in a quality of earnings review) are often used as an effective re-trade by sophisticated buyers.
• What post-closing involvement is required of the seller?Will the seller be required to continue in the business post-closing?  For how long and for what compensation?
• What non-competition requirements are required?Most acquisition agreements include a non-competition provision that lasts from two to five years.  The points for consideration include geographic location, limitations on the type of business precluded, passive investment versus active participation, and the overall length of time the limitations are effective.

It is crucial to understand that an LOI is not the end of the transaction process, but for legalities.  It is, in effect, just the beginning. Due diligence and quality of earnings review, drafting the asset purchase agreement, and financing the acquisition are all yet to come.  The terms of the LOI can have a serious affect on the seller’s ability to realize his expectations through this process.

Author
Don Rooney 
Transaction Director
Benchmark International

T: +1 813 898 2350
E: Rooney@BenchmarkIntl.com

1. “I can conduct the sale myself.”
You could. But you are likely to get a much better deal if you have the guidance of an M&A professional on your side. Not to mention, you are going to have far less of a headache if you do not take on this complex process on your own. It’s going to take a good bit of time and is going to involve meticulous details. The help of an M&A expert also allows you to remain focused on running your business instead of getting caught up in the sale process and being overwhelmed by trying to juggle both, just to get a smaller profit.

2. “I already know my buyer.”
You know your business better than anyone, so it is easy to assume that you will know your perfect buyer. But it is a competitive world and there are many types of buyers that could be a great fit. Fixating on one type of buyer limits your options. Exploring all of your prospects will allow you to maximize your sale potential. This includes buyers that may not even be in your same industry. You are more likely to find the right buyer with the help of an M&A firm that has global connections and vast experience brokering these types of deals.

3. “Selling will only take a few weeks.”
It is very rare that any merger or acquisition is completed quickly. It typically takes months to years to find the right buyer and iron out the details of the sale. Six months is a common estimated timeframe for small to mid-sized businesses.

4. “Asking price will be the purchase price.”
These are not the same thing. Following negotiations, it is common for the sale price to be lower than the asking price. A qualified M&A advisor can determine the fair market value of your business, help to maximize this value, arrange a better deal, and manage your expectations regarding the transaction.

5. “A buyer's financing is not my problem.”
A buyer's financing should surely concern you because they cannot buy your company without the capital needed to do so. You can play a role in moving the process along by boosting lender confidence through your testament as to how the business can continue to thrive under new ownership.

6. “I already have the advisors I need.”
As a business owner, you have skillful attorneys and accountants on your side that deserve credit for the fine work that they do in their areas of expertise. But it is unlikely that they are experienced in conducting complicated M&A deals. Even if they have a small level of experience with M&A, it probably is not enough to ensure that you get the best deal possible. Remember that selling your company is a monumental one-time deal that will impact the rest of your life. Consider how much you really want to risk your life’s work in the hands of someone who is not a consummate M&A expert.

7. “Next year, I can sell for more.”
Markets can be extremely unpredictable, especially in certain sectors. While timing is important to a sale, it is possible to wait too long and miss out on your best window of opportunity. Working with M&A professionals can help you make better decisions based on reliable data and knowledge, best determining when you should sell.

8. “My business is entirely different.”
It’s not out of the ordinary for a business owner to feel that their company is worth more than it actually is simply because of their emotional connection to it. While most businesses do have their own unique aspects, the reality is that unicorns are rare. You are better off to keep your expectations down to earth, because your business is likely not immune to middle-market norms.

9. “Selling means getting what I want.”
You deserve a deal that delivers on your goals for your future. But remember that a sale is going to have to work for both sides—otherwise you might as well not even consider selling. Many buyers are savvy and recognize when a seller is going to be unreasonable. The best way to fulfill your aspirations is to work with an M&A advisor that knows how to communicate with buyers and negotiate on your behalf while being mindful of how to make the deal enticing for them.

10. “I can wait to sell when I am ready.”
If you are seeking disappointment, this is the attitude to have. Waiting until you feel ready is a major pitfall. There are several factors regarding the economy, your industry, and the state of your business that must be considered into the timing of a sale. You might finally be ready, but you may not get what you could have if you went to market at a more suitable time. If you plan to sell eventually, the smart move is to start preparing your business sooner rather than later.

11. “Things are going great. So why sell now?”
Because when your business is trending upward, you are in a much more advantageous position to sell. You are more likely to see increased competition to buy and higher company valuations, and you will be under less pressure to accept any old offer.

12. “My company is ready to sell.”
Properly preparing a business to be taken to market takes quite a bit of work, time and energy. The level of detail that a business owner puts into compiling finances and business records, increasing marketability, planning for the transition, and crafting an exit strategy, directly impacts the salability of a company. If these matters are not in order, your company is not ready to sell.

13. “I must sell 100 percent of my business.”
There are some buyers that are content to providing capital for a minority ownership stake. This type of deal can give you capital to put back into the business and facilitate growth while you still remain the owner. Working with an M&A advisor can help you identify these buyers.

14. “Negotiating is over once I sign the LOI.”
Signing the letter of intent (LOI) is very important, but negotiations do not end there. There will be comprehensive due diligence leading up to the drafting of the purchase agreement. Negotiations continue until the purchase agreement is signed.

Let’s Talk
If you are considering selling your company and enlisting the help of passionate M&A experts like ours at Benchmark International, we are ready to become your partner in success

1) Discretion

Privacy and confidentiality are absolutely essential to any M&A deal. Anyone handling or involved with the sale of a business must be trusted implicitly to maintain discretion around all details of the business and any sensitive materials, including intellectual property.

Discretion is also important to ensuring that both employees and customers do not hear that the company is for sale before the intended timing. This can result in unnecessary panic and the loss of clients and valued talent. Sellers should seek out an M&A advisory team that has an established reputation of trustworthiness in such delicate matters. 

2) Passion

The best people in the M&A industry do not just like what they do—they absolutely love it. When you love what you are doing, it is easy to be truly dedicated and passionate about it. That kind of passion translates into the ability to deliver on the best interests of the seller and arrange a deal that helps them fulfill their aspirations for their business and their future. When your entrusted M&A expert is passionate about delivering life-changing choices for you, it will be evident in their actions and the options that they bring to you.

3) Analytical Thinking

M&A transactions are very complex and require assessment of a great deal of data and financials, knowledge of valuation techniques, the ability to market a company, and many other aspects. Navigating through so many details with precision is crucial to any lucrative transaction. A highly analytical mind is needed in order to process massive amounts of information and develop an accurate and error-free evaluation in every step of the process.

4) Experience-based Vision

In order to sell or grow a company through M&A, there must be a clear understanding of the seller’s industry, the market, the competition, and applicable geographic regions and their related nuances. An effective M&A strategy for maximum success comes with pertinent experience and the ability to define a clear path to creating value and reaching the best possible outcome. A quality M&A partner will have a proven track record with all of these aspects. 

5) Compassion

To be truly successful as an M&A advisor, there should be a compassionate understanding of the client being served. Business owners have worked so hard through their entire lives to build their companies and selling is a very personal, emotional journey. They are going to have fears and doubts that need to be mitigated. Empathy during the process is key to fully understanding a seller’s motivation and goals for their future. It also facilitates better communication and the ability to bring people together. A truly good M&A team will never force a seller into a deal with which they are not 100% comfortable. This requires a willingness to see everything from the seller’s perspective throughout the entire journey.

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If you are ready to engage in a deal to sell or grow your company, please reach out to our esteemed experts at Benchmark International. As a passionate and compassionate M&A team, we take a personal stake in formulating the ideal path to achieving your goals and maximizing the value of your business.

How long after I learn of an opportunity will I be expected to submit an offer?

The timing that the offer is first seen does not really play a role in setting any timing expectations. The more precise question might be, “How long will I have to put in an offer before the opportunity is lost?”  Some opportunities come to market with a fixed timeline leading to a formal auction process. In this case, you would be notified of that deadline and, if you found the teaser early in the process, you would have plenty of time. This is unless you came across it later on that same timeline. In other cases, and what is more often the case for businesses in the lower-middle markets, no timelines are set. A business may be on the market one day and gone the next. There really is no way to make a prediction.

How long does a business spend planning to go to market?

Some sell-side advisors spend months or even years “grooming” their clients for the market. They attempt to ensure all the low-hanging fruit in terms of improvements to profitability is addressed before you see the business. Benchmark International’s approach is different. Our pre-marketing work focuses on getting to know our client’s business and preparing the information you need to make an informed decision rather than guessing what improvements you would like to see and then encouraging our clients to spend money on projects that you may or may not value highly. Our clients work with us for two to three months on average before coming to market. We would like to shorten that time period but our clients are typically owner-operators and, as they say, “They already have a day job.”

After I see a teaser, express interest and sign an NDA, how long should I expect to wait for the next data dump?

The next round of data should come in the form of a Confidential Information Memorandum, also called a private placement memo, a CIM, a PPM, or a “book.” The process of getting your NDA to a client and obtaining the client’s approval to share this information should take about three business days.

After receiving a Confidential Information Memorandum, what is my expected response time for expressing further interest or asking additional questions?

There is no set rule here. Buyers are typically looking at multiple opportunities, comparing one to the other and then prioritizing them. The sooner you reply, the lesser the chance the company has gone off the market and the keener your interest will appear to the seller, so sooner is better than later. Aggressive buyers typically reach back out to us within three business days of sending the CIM and, if we have not heard back within one week, we follow up.

How long should I have to wait to have a call or meeting with an owner?

Setting a date for an initial call or meeting should be almost instantaneous. When that exchange actually happens will depend on the parties’ schedules. Phone calls are typically held within a week of the buyer’s request. Timing face-to-face meetings depends on the distance between the parties, the time of year, and other factors, but is usually accommodated within two weeks of the request.

How long does a first call typically take?

These are generally scheduled for one hour.

How long does a first visit typically take?

This will depend on how much information has been shared prior to the meeting and where the buyer and seller are in the process at the time that the initial meeting occurs. These meetings tend to be much longer than calls, up to four hours, and often involve going to a meal together.

How long after speaking with or visiting with the seller do I have to put in an offer?

Unless a formal process has been put in place and announced, there are no rules here. As mentioned above, companies go off the market and quicker responses convey a stronger interest. It is more important that you have the right amount of information before submitting an offer. You need to be comfortable standing behind the offer, and the seller needs to be comfortable that you understand the business, otherwise the offer isn’t worth the paper its printed on. Unless there is a formal deadline, offers should not be rushed. Take as much time as you need and put forth a detailed offer that hits as many of the seller’s points of interest as possible.

How long does it take to get an offer (or letter of intent) signed?

Absent a formal deadline, we typically see letters of intent (or “LOIs”) go back and forth for about two weeks. Sellers rarely accept a first offer and, even if the terms were acceptable, there are always questions to be addressed and additional details to be added at the request of the seller. The seller should respond to your initial offer in a matter of days, perhaps three to five, but you should budget two to three weeks to get the details ironed out.

How long does it take from signing the LOI to closing?

This is almost always in the buyer’s hands. Working with a well-represented seller can help speed up the process. At Benchmark International for example, we run online data rooms for all of our clients, we hold weekly calls, we shepherd the diligence requests back and forth ensuing nothing falls through the cracks, and we push the seller for timely responses when necessary. As the buyer typically prepares the first draft of the definitive agreements, whether you decide to complete diligence first and then have the attorneys start drafting, or if you do the two simultaneously will be the single largest factor in determining timing. How much due diligence you have performed and how well you control your due-diligence providers and attorney will be the second most significant factor. All that said, we see parties aiming to close deals within 90 days of signing the LOI, though that timing sometimes slips.

I am using debt for the acquisition. What impact will my lender have on timing?

If you handle it well, run your offer by the lender before providing it to the seller, and are not asking them to do something they are uncomfortable with; they should not add time. Unfortunately, many buyers are unable to meet these expectations and the lender often becomes the long pole in the tent in terms of timing. A buyer’s inability to get the debt financing lined up can stretch on for months. These delays are what most often kill deals with our clients. If you have any concerns about timing, the most important step you should take is to get your debt financing relationship(s) in line early in the process— perhaps before you even start looking at acquisition targets—and keep your potential debt provider(s) in the loop as the process progresses, constantly obtaining reassurances from them that the deal you are working on is “fundable.”

Mergers and acquisitions in the global insurance industry carry their share of unique challenges. There is always the potential for increased regulation, and ever-changing technologies and infrastructures can make it expensive and difficult for companies to keep pace. When it comes to cross-border M&A, cultural integration is often overlooked. These factors make the world of M&A in the insurance sector complicated to navigate.

Key Drivers of M&A in the Insurance Industry

M&A activity in the global insurance sector becomes more dynamic as a result of several contributing factors and strategic objectives.

• Companies acknowledge the need for economies of scale and seek to expand by moving into global markets.
• Lower policy rates push industry players to consolidate to maintain profitability and find ways to remain competitive by uniting two synergistic companies and gain more value through scale efficiencies.
• Stagnant domestic markets result in cross-border targets.
• Organic growth cannot be relied upon to meet company goals.
• Heightened interest comes from a broad range of backers, from hedge funds to international investors.
• Low profitability results in low investment yields.
• Insurers need ways to spend large cash reserves.
• They need to integrate new technologies (such as mobile apps and big data) to revitalize flat business models, improve internal capabilities, reach customers, or gain market insights.

Due Diligence

As with all M&A transactions, meticulous due diligence in the insurance industry is critical to a successful deal. While many due diligence topics for an insurance company overlap with that of all types of M&A transactions (property, tax records, employee issues, etc.), the insurance industry is subject to some unique scrutiny, such as:

• Regulatory issues (licensing, permitted practices, regulatory filings, and interactions with government agencies)
• Assessment and adequacy of reserves
• Structure of investment portfolio
• Underwriting and claims administration
• Market conduct and producers
• Reinsurance collectability
• Intercompany agreements
• Data security
• Compliance with privacy laws

Crafting of the purchase agreement in insurance M&A transactions is also an important part of the process. If done correctly, it will address both the unique nature of insurance companies and the regulatory environment in which they operate.

Insurance-Specific Indemnities

Indemnification provisions within insurance M&A agreements are similar to that of other industries, with exception of a few differences. An M&A transaction can call for unlimited indemnity protection for specific circumstances in which the buyer asks the seller to assume the risk. Common areas for specific indemnities include:

• Policyholder claims for extra-contractual obligations or claims that exceed policy limits
• Litigation specific to the insurance industry (i.e., class action policyholder lawsuits or regulatory actions for improper business conduct)

Cultural Integration in M&A

Global insurance executives have reported that overcoming cultural and organizational differences following a deal has been a significant challenge.

In order for cross-border M&A to be successful, leaders must look beyond financial motivations and consider how cultural integration can result in improved synergy and innovation. This can happen in several ways:

• The acquirer can completely assimilate the culture of the target company.
• The acquired company can maintain its own identity and independence.
• The two can meld, creating an entirely new culture.

The route a company chooses to take depends on the size of the two companies, the post-deal organizational structure, and the advantages generated by different cultural traits.

When companies carefully take culture into account, they can greatly benefit from the positive outcomes and lower the risk of failure in M&A. A cultural assessment should be conducted alongside due diligence far before the deal nears completion. This assessment should study the geographic locations, management styles, work habits, and attitudes of both companies. Successfully uniting employees from diverse backgrounds calls for a customized process that should not be rushed and includes clear and honest communication.

Steps for Success

When insurance companies are considering M&A for financial growth, geographic expansion, and bolstered competitiveness, there are certain steps that leadership should take to find the right type of deal and ensure a positive outcome.

• Assess the future of the industry, the trajectory of the business, and where the two align.
• Plan for different scenarios that could trigger economic changes in the next one to two years.
• Craft an M&A strategy that aligns with ownership’s goals.
• Choose target companies consistent with leadership’s overall strategy and long-term goals. What seems like a good idea today may not make sense for five to ten years down the road.
• Remain cognizant of the changing tax and regulatory environments.
• Evaluate in-house corporate development and overall integration abilities.

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If you are ready to grow your company, sell your company, find a new investment opportunity, or plan your exit strategy for retirement, give us a call at Benchmark International. Our esteemed M&A advisors will craft strategies that deliver outstanding results for your plans for the future. 

These are customary in bulge bracket deals. And the middle markets are growing more sophisticated to become similar to larger markets. However, not every tool used in larger markets warrants transplanting. Benchmark International clients rarely offer management presentations and we have no plan to change that practice. Here are reasons why we take that view, and why you should welcome the decision as a buyer.

• Management teams at bulge bracket companies have seen management presentations. They know what to expect and what is expected of them. Yet, this is rarely the case in the middle markets. As a result, presentations on these smaller deals require significantly more preparation time, tend to be derailed, and rarely make it to the end of the anticipated content.
• There is simply not enough to talk about. Middle-market businesses often have single lines of business and single locations. They tend to lack vertical integration, complex supply lines, and paths to market. They do not typically use complex financial engineering that must be understood by buyers. And they simply do not have a slew of issues that require a structured introduction.
• Many middle-market businesses are owner-operated businesses and their owners are driven by intuition, not data. For that reason, they do not collect much data and, accordingly, there is very little for management to analyze and summarize in a presentation.
• The management teams are smaller so the number of team members brought “into the know” when a management presentation is given is typically very limited—sometimes even limited to one person, the owner.
• These management teams do not have the bandwidth to set aside the time required to develop a quality presentation. Many of these businesses are selling precisely because the owners have not invested in overhead. Spending a few days to prepare for management presentations means key employees are taking their eye off the ball and no one is backfilling.
• Deals are done in the middle markets for a far wider variety of reasons than you see in larger markets. Because buyers are coming from so many different angles (and they themselves have a more diverse range of M&A sophistication), developing a standard presentation poses unique difficulties and results in the audience sitting through a higher percentage of unproductive dialogue.

Understanding these realities, as well as your interest in learning as much about our clients as possible and doing so in the most efficient manner, Benchmark International takes the following steps to compensate for the absence of management presentations.

• We frontload much of the material that would be in the presentation into the Confidential Information Memorandum (CIM). We believe our CIMs are far more detailed than what you typically see for businesses of similar size and this is a big reason why.
• We set up online data rooms early in the process. We strive to get as much raw data into your hands as possible through this approach. This is not a feasible approach for larger businesses that have too much data for you to sort through (a reason why they summarize their voluminous data in management presentations). But given how manageable the amount of data is for most middle-market companies, it makes sense for you to get to the unvarnished raw data sooner rather than later.
• We encourage early and frequent informal conversations with our seller clients. In cases where the CIM and the raw data do not cover everything, these less structured conversations allow you to get straight to the point and fill in the remaining gaps.

With all this in mind, we hope you will agree that our approach is actually the most efficient for you. If not, we invite you to comment below and we will reconsider our position as we are constantly attempting to give buyers the best possible experience.