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Benchmark International has Successfully Facilitated the Transaction Between Dial-A-Loo Limited and Universal Tanker Solutions Limited

Benchmark International is pleased to announce the transaction between two water and waste water logistics firms – Dial-A-Loo and Universal Tanker Solutions.

Based in Tyne & Wear, Dial-A-Loo has been operating for almost 30 years as a supplier of commercial and domestic water and wastewater logistics, alongside portable toilet hire, to clients across the North East that operate in the construction and shipbuilding sectors.

 

Ready to explore your exit and growth options?

 

Offering similar services to Dial-A-Loo, Universal Tanker Solutions provides a waste water removal and non-potable water delivery service to domestic, commercial and industrial clients.

The combined entity will allow Universal Tanker Solutions to increase its geographical coverage, as well as its tanker fleet.

Benchmark International would like to thank all parties involved and we wish them all the very best of luck for the future.

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Benchmark International  Successfully Facilitated The Acquisition Of T3 Technologies, LLC (d/b/a T3 TigerTech) To Bluestone Government Solutions.

Benchmark International has successfully facilitated the acquisition of T3 Technologies, LLC (d/b/a T3 TigerTech) to Bluestone Government Solutions, LLC.  Benchmark International worked diligently to find a buyer that was an ideal candidate to ensure the goals of the sellers were met, from both a financial and corporate-fit perspective.

T3 Technologies, LLC  (d/b/a T3 TigerTech) is a diversified government contractor specializing in project management, predictive and big data analytics, program data management, and supply chain management for multiple government agencies. 

Don Zacherl, CEO of T3 said, “The Benchmark International team was very professional, responsive, and provided great guidance during our transaction process.  Having Benchmark on our side, and focusing on the details of the transaction process, allowed our management team to continue to concentrate on the day-to-day running of our business.”

 

Ready to explore your exit and growth options?

 

Bluestone Government Solutions, LLC provides information technology, agile development, big data analytics and geospatial intelligence services to public entities.  It supports the federal  agencies within the intelligence community and the greater DoD, along with
civilian agencies. 
 

AudraFrizzell, CEO of Bluestone Government Solutions said “We are very excited about the acquisition of T3.  The company comes with an experienced management team that has been at the core of its success.”

Benchmark International was able to procure a buyer for T3 Technologies, LLC that met its financial goals, was an ideal cultural fit, and also provided the buyer the additional resources it had been searching for. Benchmark International corresponded with numerous potential investors, and the owner of T3 Technologies had several
in-person meetings prior to being introduced to the representatives from Bluestone Government Solutions, LLC.  

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Benchmark International has Successfully Facilitated the Transaction Between Pellings and RSK Group

Benchmark International has successfully advised on a deal between the group of Pellings companies (Pellings LLP, J & A Pellings and Pelling Limited) and RSK Group Limited, which marks RSK’s ninth acquisition in as many months as well as its largest acquisition to date.

Pellings, a group of companies which provide a complete spectrum of architectural services, building surveying, project management and related professional services for housing, education and healthcare projects, have 125 staff and four offices covering North, West, South and Central London.

RSK is an integrated environmental, engineering and technical services consultancy, which has 36 international offices, more than 2,700 employees and an annual turnover of £200m. It is currently actively investing in Europe, the Middle East, India, Africa and former Soviet Union countries, and has an active client base of 7,000 organisations spread across these regions.

 

Ready to explore your exit and growth options?

 

The group of Pellings companies have significant synergies with RSK and the joint venture will expand their services to a wider range of sectors in a greater geographical area.

Post-acquisition, Pellings will become part of RSK’s geosciences and engineering division. The companies' current leadership team, including its managing director Richard Claxton, will join RSK and continue to drive the business forward.

RSK’s founder and chief executive officer, Dr Alan Ryder, said: “We are delighted to announce our partnership with the company [Pellings], a growing business that will enhance RSK’s service offering to its clients.”

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

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Benchmark International has Successfully Facilitated the Transaction Between NRG Automation Ltd and Indutrade AB

Benchmark International has advised on the transaction between NRG, a supplier of motors and controls for gates and barriers, to Indutrade.

NRG is a specialist supplier of drives, motors and controls for industrial, commercial and residential doors and shutters, also offering a range of gate and barrier automation. Customers are manufacturers and installation contractors of doors, shutters and gates in the UK and Ireland.

Indutrade’s portfolio company, Ellard Ltd, has high synergies with NRG, as it is a specialist manufacturer and distributor of drives and controls for industrial, commercial, and residential doors and shutters. As such, there is a crossover of products/customers leading to opportunities to cross sell.

 

Ready to explore your exit and growth options?

 

Post-acquisition, a new management group has been formed from both companies, ensuring Ellard and NRG can fully capitalise on the many opportunities the venture creates.

James Robinson, Transaction Leader on the deal, commented: “It has been a pleasure to work with Paul and Andy over the months and we are delighted that the sale has gone through to the most suitable acquirer and right home for the business. We wish Paul, Andy and the new owners the very best for the future.”

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

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Benchmark International has Successfully Facilitated the Transaction Between Intec UK Limited and NRL Group Limited

Benchmark International has successfully facilitated the transaction between Intec UK, a specialist recruitment business in the energy and power sector, to NRL Group, a recruitment company with a c£170M turnover.

Intec has more than 35 years' experience, placing both temporary and permanent candidates with an engineering and technical skillset in various industries, offering a full complement of recruitment services.

Intec’s services will complement NRL’s recruitment capabilities within the technical sector, increasing reach in associated sectors and taking the combined group turnover to about £180m.

 

Ready to explore your exit and growth options?

 

Andrew Redmayne, chief executive of NRL, said: "NRL is delighted to announce the successful acquisition of Intec UK Ltd.

The acquisition is part of our strategic growth plan and we are pleased to welcome Intec’s employees, contractors and clients to the NRL Group.

We are excited about the future development opportunities that the acquisition will create for both NRL and Intec, to offer all our clients an unrivalled recruitment service experience."

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

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2019 is the Year to Put Your Exit Strategy in Motion; Here’s why:

M&A Activity has remained steady over the last year, but can the same be expected of the years to come? A closer review of the annual activity for 2018 indicates that the peak of the M&A cycle is slowly coming to a plateau. It’s time for business owners to reflect and decide whether riding out the next few years is truly worth it.  

Here’s what we know about M&A activity and what we can predict based on current trends. Year over year, the total number of completed deals has been on a slow and steady decline from 2015 to 2018. In 2015, there was a total of 16,566 deals completed. Whereas, in 2018, there have been 10,734 deals completed so far. Although there has been an impressive total deal value of more than $800 billion completed in deals so far in the US for the 2018 cycle, that value is a decrease from previous years.  

What business owners have to look forward to in the coming years is a bit of uncertainty, especially following the anticipated 2020 presidential elections. 2019 is expected to be another great year for M&A transactions, but it may very well be one of the last for this incredibly hot activity we have experienced recently 

Following the 2016 elections, there was a short pause in activity followed by a quick uptick and a wave of transactions. The 2018 midterm elections were an indication of the coming “blue tsunami” predicted in 2020, with the Democratic Party taking hold of the House of Representatives. A change in political leadership can unsettle the ship that so many have been sailing upon for the last four years. President Trump’s 2016 campaign was centered on economic surety, and that surety brought a wealth of support for M&A transactions to follow. Should a new leader be at the helm of the nation following elections, volatility in the market is certain 

In addition to an anticipated election, there is no denying that the successful economic swing that has taken place thus far has also had an effect on the current market standing. A fourth interest rate increase is anticipated before the end of 2018, and three additional hikes are estimated to take place in 2019. Buyers will be wearier of transaction decisions as interest rates increase. They will not want to pay high valuations as those seen in previous years because the purchase risk will increase as a result.  

Now is the time for business owners to act before the market shifts from a sellers’ market to a buyers’ market. Steadily increasing interest rates will give more power to buyers in transaction negotiations. Business owners should keep this in mind before they decide to wait a few more years to put their exit plans in place.  

Moreover, the market is predicted to become somewhat saturated over the next decade as more adults are coming to retirement age. Baby Boomers make up approximately 60% of privately-held businesses in the in the US, and this means the number of businesses on the market are going to increase a great deal.  

As a result, valuations for businesses will likely decrease. Buyers will have many options at their disposal for their ventures, so they will have a higher competitive advantage against sellers. Sellers can take advantage of the current market and get ahead of the game now.  

A transaction can take anywhere from one year to eighteen months to complete on average. Getting a business on the market sooner rather than later will give sellers the power to take advantage of lower interest rates and getting a deal locked in before the market is filled with a myriad of new businesses.  

A sell-side mergers and acquisitions firm helps business owners derive the most value for their businesses in a sale. Benchmark International is a firm with decades of experience and a wealth of dedicated professionals who are looking out for our clients’ best interests in a transaction from start to finish. If you want to learn more about where the market is headed and what your options are, we can help you formulate an effective exit strategy now. 

 

WE ARE READY WHEN YOU ARE. 

Call Benchmark International today if you are interested in an exit or growth strategy or if you are interested in acquiring.

 

Schedule A Call

 

Americas: Sam Smoot at +1 (813) 898 2350 / Smoot@BenchmarkCorporate.com

Europe: Carl Settle at +44 (0)161 359 4400 / Settle@BenchmarkCorporate.com

Africa: Anthony McCardle at +2721 300 2055 / McCardle@BenchmarkCorporate.com

 

ABOUT BENCHMARK INTERNATIONAL

Benchmark International’s global offices provide business owners in the middle market and lower middle market with creative, value-maximizing solutions for growing and exiting their businesses. To date, Benchmark International has handled engagements in excess of $5B across 30 industries worldwide. With decades of global M&A experience, Benchmark International’s deal teams, working from 13 offices across the world, have assisted hundreds of owners with achieving their personal objectives and ensuring the continued growth of their businesses.

Website: http://www.benchmarkcorporate.com
Blog: http://blog.benchmarkcorporate.com/

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Top Mistakes to Avoid When Selling

So you’ve made the big decision – you’re going to sell your business. This is likely a stressful time for you as have probably spent a lot of time and resource building up the company and may be nervous about seeing it pass over to new hands. So, from here on in, you would like to minimise the amount of stress involved by avoiding any mistakes which can easily be averted. The following are common mistakes to avoid and how Benchmark International can help:

Only Pursuing the Largest Acquirer

Surely pursuing the largest acquirer is in your best interests as they will be able to afford a premium for the company?

While they may be able to pay a premium for the company, they may not necessarily do so. An acquirer is likely to pay a premium for your company because there are synergies in place such as similar markets, products or customers that could be combined, but a large acquirer typically does not need to make the acquisition to enter these markets. An acquisitive party could also benefit from economies of scale and, therefore, will pay more for the target, but a large acquirer is unlikely to benefit from this. Even if a large acquirer is willing to pay a premium, they may absorb operations into their own company, which can cause complications for the handover, particularly if you are loyal to existing staff.

How Benchmark International Can Help: Look at all aspects of the deal and how it can benefit your company. Benchmark International can assist with sourcing the best fit for your company.

 

Ready to explore your exit and growth options?

 

Not Looking at the Bigger Picture

You’ve just received an offer from a potential acquirer – on the surface of it, it looks good, surpassing your expectations. However, the structure of the deal as a whole needs to be considered, not just the total value. For example, the consideration could be deferred, or contingent on future earnings, meaning you are not receiving all cash upon completion. It is also important that if you do decide on a structured deal, that these elements are protected, ensuring you receive the consideration.  

How Benchmark International Can Help: Benchmark International will thoroughly analyse all offers received, negotiate earn-out protections and can assess any contingent targets to ensure that the seller is able to maximise the consideration received. 

Not Creating Competitive Tension

It can certainly be a benefit to enter into the M&A process with potential acquirers in mind, perhaps one of these has even approached you at some point. However, even though it may be tempting to dive straight into a deal with an acquirer that wants you and complements your company perfectly, it is still vital to create competitive tension by generating interest from other potential acquirers. If the acquirer in mind can sense that they are the only one with an offer on the table and that you are anxious to sell to them, they could take advantage of this with a low offer.

How Benchmark International Can Help: Benchmark International will employ an approach where all potential acquirers are approached and exhausted before accepting any offers.

Using an M&A Sector Specialist

This may seem like an odd ‘mistake’ to make – why wouldn’t you want to use an M&A specialist operating specifically in your sector, surely you don’t want a generalist?

The reasoning behind this is that a general M&A firm will be able to think outside the box and target a large pool of acquirers, not limiting itself to those just in your sector.

How Benchmark International Can Help: Benchmark International has a vast and growing number of contacts giving you the best chances of receiving multiple offers, as well as significant experience across a broad number of sectors, leveraging this to identify the areas where the greatest synergies can be exploited.

Leaving it Too Long

To obtain the best price and right fit for your company, it is crucial to enter the market at the right time. It is important to strike a balance between seeking to sell when the company is on a growth curve, but also not missing the window of opportunity in the market cycle. Equally, it is important not to sell when you become desperate (e.g. you are looking at retiring soon) as acquirers could become aware of this and lower their offer accordingly.

How Benchmark International Can Help: Look at selling earlier than anticipated, not when you want an imminent exit. Benchmark International can best advise on when the right time is
to sell.

Neglecting the Day-to-Day Running of the Business

M&A transactions can be time consuming, but it is important not to let it get in the way of running the business. If an acquirer is interested in the business because profits are increasing, or a new product is due to be released to the market, for example, and this does not come into fruition because  you have taken your eye off the ball, then this could lead a buyer to renegotiate, or call the whole deal off.

How Benchmark International Can Help: The pressure of selling your business can be alleviated by Benchmark International as it will handle negotiations, leaving you to focus on running your company.

Not Negotiating Effectively at Critical Stages

Offers may go back and forth between yourself and the potential acquirer and at this point you are in a good position to negotiate. It is not until the Letter of Intent (LoI) is signed that the advantage swings to the buyer. Although the LoI is not typically legally binding it does usually stipulate a period where the seller cannot pursue further leads in the market (an exclusivity period), so competitive tension is lost. It is important, therefore, that you are completely happy with the terms (which can include such things as price, length of the exclusivity period etc.) before the LoI is signed to avoid either having to back out of a deal that could have been lucrative or being tied to a lengthy exclusivity period.

How Benchmark International Can Help: In all stages of negotiating, Benchmark International will do this on your behalf with your best interests in mind.

Author:
Lee Ritchie
Senior Director
Benchmark International

T: +44 (0) 1865 410 050
E: Ritchie@benchmarkcorporate.com

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I Want to Sell My Business.  But How Can I Be Sure My Employees Are Taken Care Of?

As an owner of a business, there are often times when the employees of the business can become like an extension of the owner’s family.  Employees are often present during challenging times in the business owners professional and personal life and the owners of the business can often be a stabilizing presence in an employee’s life.  One of the biggest concerns of a business owner is what the welfare of their employees will be upon a successful sale of the business. Often times, the concerns can be placed into four broad buckets,

1.) Will the employees be keeping their jobs?

2.) Will the employees be keeping their same level of compensation?

3.) How will the insurance benefits change, if at all?

4.) How will our company culture change – do we still have team building events planned every    quarter and holiday bonuses we can count on?

The answers to these questions can go a long way in determining whether a buyer is the perfect fit for a business, outside of the fundamental valuation and transaction structure.  Mergers and acquisitions are complicated endeavors, involving an incredible amount of work and attention to detail.  While in the midst of an acquisition, HR Departments are the group tasked with managing perhaps the most valuable part of a company – the human capital.  Granted, some aspects of the transaction are unavoidable, including the letting go of employees in an underperforming division or in a role that will be redundant within the acquirer’s organization.  But, if both buyer and seller can get on the same page and formulate a plan for informing the employees of a change, this will ease the transition and mitigate the fear of the unknown. 

Now, to address the first question that will come to an employee’s mind upon finding out their firm is being acquired – am I going to keep my job?  In the vast majority of transactions, employees will retain their roles and often times an acquisition can be an opportunity for upward mobility within a larger organization.  Timing will be of the utmost importance when it comes to making any type of announcement regarding an employee’s employment status, whether positive or negative. One hurdle to avoid at all costs is raising alarms unnecessarily.  In order to avoid this complication, it’s best to announce a merger or acquisition upon execution of a Definitive Purchase Agreement and the transfer of funds. This ensures that the deal is closed and official and will eliminate the risk of pulling the rug out from under the employees of a recently acquired company.  

When the topic of compensation arises, there are numerous factors at play, including the performance of both the buyer, seller and individual employee as well as the defined compensation structure that already exists within the buyer’s corporate infrastructure.  Having a discussion regarding compensation can also take a different tone – perhaps a buyer can offer employees a more compelling work/life balance, an office space that offers the opportunity to exercise, eat healthy or be in a location that is convenient and offers easy access to post office hours entertainment.  Being able to pitch potential employees on all of the value that a buyer offers aside from the number on their paycheck can help bridge any perceived gaps
in compensation.

Beyond the importance of staying employed and maintaining the current level of earnings, individual employees will also be concerned with their benefits package and whether the buyer offers a more compelling insurance package or one that could be considered a down grade.  In any event, being completely transparent about the pros and cons of the new benefits package will be important in mitigating the fear associated with change.  A buyer who makes themselves available to answer questions that are both qualitative and quantitative in nature will be able to ensure a smoother transition.  This would include providing feedback mechanisms such as one-on-one interviews, focus groups and anonymous surveys.  In most cases, there is not a need to turn everything upside down immediately – buyers should not expect for all the new employees to join their new health insurance plan immediately, buyers should also consider letting the new employees keep their old PTO until the end of the year, if a new employees has already reserved PTO, a buyer can still honor that time and garner a little morale. 

 Ultimately, communication will be key - giving employees an opportunity to feel seen and heard will give them the sense of feeling valued by their new employers.  Additionally, this will bring a level of comfort to the seller that those individuals who helped them achieve success will continue to be taken care of and that the culture of a company that takes years to create will remain intact and continue to permeate throughout the new company.

Author:
JP Santos
Senior Associate
Benchmark International

T:   +1 (512) 861 3309
E: Santos@benchmarkcorporate.com

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When Is The Right Time To Retire And Sell My Business?

Over 88% of business owners think their business will stay in the family. In fact, only about 30% of family-owned businesses survive into the second generation, 12% are still viable into the third generation, and only about 3% of all family businesses operate into the fourth generation or beyond. As baby boomers are heading for retirement, who is going to take over the businesses the boomers are looking to sell? 

Today’s business owners are faced with multiple factors when deciding the right time to sell. The perfect time can be tricky to predict as several economic considerations need to be weighed. The majority of business owners begin this thought process when nearing retirement age, but is this too late? The most important considerations are current economic statistics, market conditions, and industry trends. These are good predictors of a sellers’ market and shows the types of buyers and private equity companies ready to invest. Buyers are looking for businesses in the growth and maturity stages of their business life cycles. During these stages, operational bottlenecks are becoming managed and demand, profits  and lasting customer relationships have been built. Business owners sometimes have the tendency to postpone selling until operations and profits begin to decline. This is a costly mistake for any business owner wanting to maximize their company’s value.

 

Ready to explore your exit and growth options?

 

Sellers should strive to put aside personal feelings anchoring their decision-making process when considering their exit strategy. When considering selling, business owners should focus their attention on asking is my business in a financial incline, is my staff in place able to succeed without me, do I have a diversified client structure, and are my capital expenditures under control?Business owners need to consider these objectives now and determine if a sale is the right decision. Economic environments quickly change and in order to achieve a premium sales price, a favorable market is the key. Currently, multiples are at a historic high with limited quality businesses available for sale. Baby boomers are holding on to their businesses and aren’t willing to sell until they have to. 

This can be a hard-personal decision to make for owners who have built their companies from infancy. Owners are conflicted with their decision, asking did I do the right thing, did I maximize my company’s value, will my employees be taken care of, and what is next in my life.Before considering the sale of your business, define both the internal and external factors and remove any hidden traps that cloud your decision-making process and can result in missed opportunities. By having a written exit plan, an experienced team of advisors, and patience, business owners will realize the full value of their life’s work.

Here at Benchmark International, we understand the emotional and physical stress that accompanies the decision to sell. Our experienced advisors assist by providing an outside perspective to business owners and by identifying suitable conditions in the M&A sector. Our responsibility is to ensure our clients are presented with all the facts and strategies to move forward. Benchmark International values close relationships and ensures that our clients are fully prepared to make the right decision when the day comes.

Author:
Kendall Stafford
Managing Partner
Benchmark International

E: Stafford@benchmarkcorporate.com

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Benchmark International has Successfully Facilitated the Sale of Enroute Networks, Inc. to Dynamic Quest

Benchmark International, has successfully negotiated the sale of its client, Enroute Networks, Inc. (“Enroute”) to Dynamic Quest (“DQ”), a portfolio company of Spire Capital Partners (“Spire Capital”), a New York based private equity firm.

Founded in 2001 and based in Marietta, Georgia, Enroute is a leading information technology services provider managing the IT needs and security challenges of small to medium sized businesses. The company focuses on being a value-added reseller and cloud provider of computer networking, telephony, and systems solutions, as well as a fully capable IT managed service provider (MSP) of all solutions it implements. Today, the company employs over 15 people serving customers across the United States with a focus on the Southeast.

Headquartered in Greensboro, North Carolina, DQ is a managed service provider offering IT and cloud services to enterprises and businesses. Founded in 2000, DQ’s services include hosted cloud services, disaster recovery, managed IT, service plans, software maintenance and development, application support, virtual CIO and IT security services. In 2017, the Company serviced over 225 customers across a wide variety of market verticals. Dynamic Quest currently has 119 full time employees and satellite offices in Winston-Salem and Cary, North Carolina and Clark, Philippines. Spire Capital has supported DQ’s strategy of pursuing acquisitions to broaden its geographic reach and scale, while complementing its strong organic revenue growth. The acquisition of DQ marked the seventh platform investment in Spire Capital Partners III, and the strategic acquisition of Enroute represents an excellent addition to this.

 

Ready to explore your exit and growth options?

 

Founder & CEO of Enroute, David Hampson, stated, “Benchmark International played an instrumental role in identifying an acquirer whose vision aligned with our own. The team brought multiple offers to the table, and created a competitive bid process among some of the top names in the industry. A big thanks to the Benchmark transaction team for the extraordinary effort in making this deal a reality.”

“It was a pleasure working with David (Hampson) from the early stages of his relationship with Benchmark through to closing. We received excellent feedback from the market early-on and were able to orchestrate a process that resulted in multiple offers and ended with an ideal acquirer sharing many of Enroute’s same core values,” said Trevor Talkie, Senior Associate at Benchmark International. “Enroute is a compelling addition to DQ under Spire Capital’s growing managed IT services platform, and we are truly honored to have worked alongside Mr. Hampson toward this successful outcome.”

Leo VanderSchuur, Director at Benchmark International added, “It was a pleasure to represent Enroute in this transaction, and we’re extremely pleased with the outcome. On behalf of Benchmark International, I’d like to wish both parties the best of luck moving forward.”

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Investment Banker of the Year Winner!

On November 06, 2018 Benchmark International professionals attended the 17th Annual M&A Advisor Awards in New York City and walked away winners. The award ceremony is part of a larger summit hosted by M&A Advisor that is dubbed ”the country’s premier gathering of professionals engaged in M&A, restructuring and financing.” Industry leaders, watchers, and influencers travel from around the world to participate in this renowned professional-development summit and to be recognized for their accomplishments.

Benchmark International is pleased to announce that its Managing Director, Kendall Stafford, has been awarded with the title of “Investment Banker of the Year.” Stafford was one of eight finalists for this award, and went up against other outstanding individuals in the M&A realm. Stafford is an exceptional leader on mergers and acquisitions transactions, and Benchmark International is elated to say she is a prime example to the philosophy that we leave no stone unturned.

“The award recipients represent the finest in the M&A industry in 2018 and earned these honors by standing out in a group of extremely impressive finalists,” expressed Roger Aguinaldo, Founder of The M&A Advisor. “From lower middle market to multi-billion dollar deals, we are recognizing the leading transactions, firms, and individuals that represent the highest levels of achievement.”

The recognition of the 17th Annual M&A Awards hosted by The M&A Advisor is additional support to the claim that Benchmark International truly strives to provide the best service to its clients. Benchmark International was also recognized earlier this year at the Emerging Leader Awards and the 10th Annual International M&A Awards, both also hosted by The M&A Advisor; the leader in M&A recognition globally. Benchmark International’s Transaction Director, Luis Vinals, was named an Emerging Leader, and Benchmark International won Regional Deal of the Year for North America for the acquisition of Gasco Affiliates, LLC by Tech Air, and also won Financials Deal of the Year for the acquisition of Silexx Financial Systems by the Chicago Board Options Exchange.

When it’s time to sell your business, you want a team on your side that will bring you the most value for your business in every facet. Benchmark International works with clients on every front, from emotional needs, to monetary needs, to cultural needs for business owners looking to exit their businesses. Call today to find out how Benchmark International can help you.

Schedule a call to speak to an Analyst

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Benchmark International Successfully Facilitated the Acquisition of Columinate (Pty) Ltd. to InSites Consulting (Pty) Ltd.

Benchmark International is pleased to have successfully facilitated the acquisition of Columinate (Pty) Ltd to InSites Consulting (Pty) Ltd.

Columinate (Pty) Ltd (“Columinate”) is a highly awarded marketing research agency that provides quantifiable information to businesses in order to improve decision-making. The brand conducts its work exclusively through digital means – a methodology pioneered by Columinate in South Africa and where the business continues to be a proven leader in the space. The company employs a highly skilled team of over 40 research professionals and boasts a loyal and well-curated client base consisting of a diverse collection of both local and multinational customers.

InSites Consulting (Pty) Ltd (InSites) is recognised among the top 100 largest and top 10 most innovative market research agencies in the world. The agency helps global brands to make better and faster marketing decisions, combining smart digital technology with contemporary marketing methodology. InSites is now present on four continents with eight client service offices in Belgium, the Netherlands, the UK, the US, Germany, Romania, Australia and South Africa.

 

Ready to explore your exit and growth options?

 

The transaction sets the groundwork for both businesses to leverage off each other’s mutually advantageous basket of services while instantly expanding InSites footprint and reach into South Africa and the broader African market.

Commenting on this, Andre Bresler of Benchmark International said: “This transaction evidences a defined trend whereby market leading businesses in all sectors have recognised the opportunities the African Market represents in the context of their own global clients and ability to service them internationally. Aside from the powerful synergies, the cultures of the two businesses are wholly aligned and we are equally delighted for Insites and Columinate both”.

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

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Benchmark International has Successfully Facilitated the Acquisition of Mainplace Limited to Aquatronic Group Management PLC

Benchmark International is delighted to announce the sale of Southampton-based electromechanical engineer Mainplace, to Aquatronic Group Management (AGM).

Mainplace specialises in the distribution, installation and servicing of pumping equipment for a variety of clients operating in the commercial, industrial and retail sectors.

Do you have an exit or growth strategy in place?

AGM, a group of electromechanical engineering companies, comprises Aquatech Pressmain, Acorn, A & R Engineering, ESIS, PSI Inspection services, O.S. Locke, Renzland Powergates and Warmac. Together, the group of companies manufacture and maintain water booster and pressurisation equipment.

The acquisition enables AGM to improve its coverage in the South of England and expand into the South West. As well, AGM has scope to grow the business, fitting with its current strategy.

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

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Meet the Heroes Behind the Deals in the Latest Edition of The Mark

We have just released our latest edition of The Mark, a place where we share insights in the M&A industry and featured opportunities. 

 Version: 
http://bit.ly/2PM4UT5 

 Version: 
http://bit.ly/2QyMNxr 

As we look back on activity in 2018, there have been upward trends in certain sectors for M&A activity, which have included healthcare and technology, which have, in turn, attracted interest from private equity firms. 

This issue also discusses the many decisions that arise for a seller in the M&A process, from the type of buyer to choose to when the optimum time is to sell, as well as the pitfalls that can occur in the M&A process and how these can be tackled or prevented. 

We hope you find this edition of The Mark insightful and informative, one day assisting you with decisions when selling your business, along with our friendly and helpful team at Benchmark International, who are here to help wherever you are in the world. 

Some Articles Included:

  • Looking to Buy a Business?  4
  • Top Mistakes to Avoid When Selling  6
  • The Winning Hit 10
  • When is the Right Time to Retire?  12
  • Five Ways to Value Your Business  16
  • If Business Valuation Was a Science  18
  • Why have interest rates been so low for so long?
          Why are they rising now? Why should you care?  22
  • Featured Opportunities  26
  • Meet the Heroes Behind the Deals  34
  • Preparing Your Business for Sale  36
  • How to Avoid Leaving Money on the Table When Selling Your Business 40
  • Why Now is the Time to Sell Your Company  50
  • Strategic vs Financial Buyers  58

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Benchmark International Facilitated the Transaction of T.J. Baehr, Inc., D.B.A. Ground Hog Foundation Drilling to a Private Investor

Benchmark International has successfully facilitated the sale of T.J. Baehr, Inc., D.B.A. Ground Hog Foundation Drilling, to a private investor in Houston, Texas.

Since 1989, Ground Hog Foundation Drilling has been a specialty contractor that delivers foundation drilling and excavation services for commercial and industrial construction projects in the Houston market. The buyer, Guillermo G. is a private investor living in Houston, Texas with years of experience as a project manger for the energy sector. The buyer’s strong relationship with the seller, engineering background, and interest in specialized services and project management were factors that motivated the buyer to purchase his first business, Ground Hog Foundation Drilling.

 

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In reference to the transaction, Tom Baehr, President of Ground Hog Foundation Drilling, explained his experience with Benchmark International, “I was previously engaged with another brokerage firm and later decided to engage Benchmark International for their extensive market reach and successful track record. I found that Benchmark International immediately understood the excavation drilling market and was able to introduce numerous buyers into the mix. Not only did the Benchmark International team bring forth and negotiate an offer that satisfied my expectations but also a buyer that I know will facilitate the continued growth of Ground Hog Foundation Drilling for many years to come. I highly recommend using Benchmark International for your M&A needs.”

Guillermo G., acquiror of Ground Hog Foundation Drilling, described his experience with Benchmark International, “ I enjoyed working with Benchmark International. I felt that they truly cared about the deal and their constant communication allowed us to work through negotiations and ultimately helped me achieve my objective of business ownership”.

William Van Buren, Senior Associate at Benchmark International’s Austin office added, “Benchmark International’s Austin team very much enjoyed working with our client Tom Baehr, President of Ground Hog Foundation Drilling. The team found Tom to be very collaborative throughout the entire sales process and we were thrilled that he found the right buyer that will continue the business’ trajectory for long-term success. The team truly showcased its knowledge in the marketing of asset heavy businesses such as Ground Hog Foundation Drilling to broad marketplace and facilitated the flow of communications across several parties. Having both a client and a buyer such as Tom and Guillermo that are open to collaborating and communicating paved the way for the deal to come to fruition even when faced with uncontrollable challenges such as inclement weather that caused projects to be delayed. Ultimately, the teams on both the seller and buyer side did an incredible job at facilitating a successful business transaction.”

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If Business Valuation Was A Science…

Determining the value of your business is not as simple as looking at the numbers, applying tried and tested formulas, and concluding. Were it that straightforward all business valuations would be virtually identical. The fact that they are not is sure proof that valuation is not a science, it can only be an art.

If Mergers and Acquisitions (M&A) was as straightforward as calculating the theoretical value of a business, based on historical performance and using that to determine market value I would need something more constructive to do with my time.

Valuation is not as primitive as we have been led to believe. Whilst transaction values are commonly represented as a multiple of earnings this is merely the accepted vernacular used to report on a concluded transaction and almost never the methodology used to arrive at the value being reported.

The worth of a business is often determined by the category of buyer engaged. Financial buyers can add significant value to a business in the right stage of its life cycle but may not assume complete ownership, thereby delivering value for the seller simultaneously with their own. The right strategic acquirer for any business would be one that can unlock a better future for the business, and is willing to recognize, and compensate, a seller for the true value the entity represents to them.

Comparing the experience of so many clients, over so many years, and avidly following the outcomes of all the transactions published in South Africa there is little dispute that businesses are an asset class, like any other, and that the best value of all asset classes are only ever realized through competitive processes irrespective of whether the acquirer has financial or strategic motives.  

 

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1.  The itch of business valuation

Simplistically, for the right acquirer - one seeking an outcome that extends past a short-term return on their initial investment - valuation is more a function of the buyer's next best alternative, than it is a businesses’ historic performance.

It would be naïve to think that the myriad of accepted valuation methodologies have no place in the process but identifying, engaging and recognising the benefits of the acquisition for a variety of strategically motivated buyers is essential in determining value in this context.

Considering a variety of appropriate valuation metrics, the parameters applied and then being able to balance these against the alternative investment required to achieve a similar outcome is where the key determinant of value lies. This is a complex process that unlocks the correct value for buyer and seller alike and it is a result that is rarely achieved without engaging with a wide variety of different acquirers and being prepared to "kiss a few frogs"

The most valuable assets on the planet are only ever sold through competitive processes where buyers have the benefit of understanding and determining value in the context of their own motives, having considered their available alternatives. It is for this reason that when marketing a business, it should never be done with a price attached. 

2.  An aggressive multiple

Whilst conventional wisdom is firm on industry average multiples, case studies abound, and the business community is regularly astounded by stated multiples achieved when companies change hands.

Beneath the glamour, the reality is that multiples are rarely used as a determinant of value, but almost without exclusion applied to understand it. Multiples represent little more than a simplistic metric that reflects an understanding of how many years a business would need to reliably deliver historic earnings in order for the acquirer to recoup their investment.

In the same way as a net asset value (NAV) valuation would unfairly discriminate against service businesses, multiples discriminate against asset rich companies. For strategic acquirers, with motives beyond an internal rate of return - measured against historic earnings - valuation is sophisticated.  It relies on an assessment of whether the business represents the correct vehicle to achieve the strategic objectives, modelling the future returns and assessing risk. Valuation in these circumstances will naturally consider it, but places little reliance on the past performance of a business constrained by capital or the conservatism of a private owner to formulate the future value of such investment. 

Whilst there are Instances where the product of such an exercise matches commonly accepted multiples, there are equally as many valuations that, on the face of it, represent unfathomable results. 

3.  A better tomorrow for the buyer

It would be irresponsible to advocate that that return on investment is not a consideration when determining value - corporate companies and private equity firms typically all have investment committees, boards and shareholders that assess the financial impact of any transaction. It is rare that such decisions are ever vested with a single individual, or that the valuation is derived from their personal desire to own a company or brand.

The art of valuation requires a reliable determination of the synergies between buyer and seller and an accurate assessment of the risks and benefits of the investment. Risk and reward are inherently related and skilled negotiation is required to find solutions that mitigate, or de-risk a transaction for buyer and seller alike, in order to underpin the value
of a transaction.

Financial buyers can be very good acquirers, especially in circumstances where they are co-investing alongside existing owners, staff or management to provide growth funding. When seeking a strategic partner for a business the acquirer should always be unable to unlock value beyond the equivalent of a few years of historical earnings. It is for this reason that the disparity between valuations by trade and financial buyers exists, and why determining the appropriate form of acquirer for any business is a function of the objectives of the seller.

4.  Passing-on the baton, or living the legacy

The motives for a sale can be varied and extend from retirement to funding and growth, from ill-health to a desire to focus on the technical (as opposed to management and administration) aspects, of the business.

Value for buyers and sellers comes in many different forms. For sellers it is their ultimate objective that determines whether they have achieved value in a transaction. For sellers it may be as simple as the price achieved or it could extend to value beyond the balance sheet as diverse as leveraging the acquirer’s BEE credentials, unconstrained access to growth capital or even to secure a future for loyal staff.

For both local and international buyers alike, the intangibles may be as straightforward as speed to market in a new geography who would otherwise not readily secure vendor numbers with the existing customers of the target business. An acquisition may be motivated by access to complimentary technology, skills or distribution agencies to diversify their own offering. Whatever the motives, an assessment of the future of the staff will always be an important aspect to both parties.

There are few, if any businesses, that are anything without the loyal, skilled and hardworking people that deliver for the clients of a business. The quality of resources, succession and staff retention are all factors that weigh on a decision to transact. Navigating the impact of a transaction on staff is a factor that cannot be ignored and the timing of such announcements can be meaningful.

Author:
Andre Bresler
Managing Director
Benchmark International

T: +44 (0) 1865 410 050
E: Bresler@benchmarkcorporate.com

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Five Ways to Value Your Business

The first question you will probably want to ask when thinking about selling your business is – what is it actually worth? This is understandable, as you do not want to make such a big decision as to sell your business without knowing how much it could command in the market.

Below are five different ways a business can be valued, along with which type of companies suit which type of valuation.

Multiple of Profits

A common way for a business to be valued is multiple of profits, although this typically suits businesses that have an established track record of profits.

To determine the value, you will need to look at the business’ EBITDA, which is the company’s net income plus interest, tax, depreciation and amortisation. This then needs to be adjusted to ‘add-back’ any expenses that may have been incurred by the current owner which are unlikely to be incurred by a new owner. These could be either linked to a certain event (e.g. legal fees for a one-off legal dispute), a one-off company cost (e.g. bad debts, currency exchange losses), are at the discretion of the current owner (e.g. employee perks such as bonuses), or wages/costs to the owner or a family member that would be more than the typical going rate.

Once the adjusted EBITDA has been calculated this figure needs to be multiplied; this is typically between three and five times; however, this can vary – for example, a larger company with a strong reputation can attract towards an eight times multiple.

This provides an Enterprise Value, with the final ‘Transaction Value’ adjusted for any surplus items, such as free cash, properties and personal assets.

 

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Asset Valuation

Asset valuation is suitable way to value a business that is stable and established with a lot of tangible assets – e.g. property, stock, machinery and equipment.

To work out the value of a business based on an asset valuation the net book value (NBV) of the company needs to be worked out. The NBV then needs to be refined to take into account economic factors, for example, property or fixed assets which fluctuate in value; debts that are unlikely to be paid off; or old stock that needs to be sold at a discount.

Asset valuations are usually supplemented by an amount for goodwill, which is a negotiable amount to reflect any benefits the acquirer is gaining that are not on the balance sheet (for example, customer relationships).

Entry Valuation

This way of evaluating the value of a company simply involves taking into account how much it would take to establish a similar business.

All costs have to be taken into account from what it has taken to start-up the company, to recruitment and training, developing products and services, and establishing a client base. The cost of tangible assets will also have to be taken into account.

This method for valuing a business is more useful for an acquirer, rather than a seller, as through an entry valuation they can choose whether it is worth purchasing the business, or whether it is more lucrative to invest in establishing their own operations.

Discounted Cash Flow

Types of companies that benefit from the discounted cash flow method of valuing a business include larger companies with accountant prepared forecasts. This is because the method uses estimates of future cash flow for the business.

A valuation is reached by looking at the company’s cash flow in the future, and then discounts this back into today’s money (to take into account inflation) to give you the NPV (net present value) of the business.

Valuing a business based on discounted cash flow is a complex method, and is not always the most accurate, as it is only as good as its input, i.e. a small change in input can vastly change the estimated value of a company.

Rule of Thumb

Some industries have different rules of thumb for valuing a business. Depending on the type of business, a rule of thumb can, for example, be based on multiples of revenue, multiples of assets or of earnings and cash flow.

While this method may have its merits in that it is quick, inexpensive and easy to use, it can generally not be used in place of a professional valuation and is instead useful for developing a preliminary indication of value.

To summarise, the methods of valuation can very much vary in terms of complexity and thoroughness, and different industries will find different methods more useful than others. A good M&A adviser can best suggest which way to value your business, as well as help to counter offers in the latter stages of the process with an accurate valuation in mind.

 

Author:
Tony Yerbury
Director
Benchmark International
T: +44 (0) 1865 410 050
E: Yerbury@benchmarkcorporate.com


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Why Do Buyers Take the Mergers and Acquisitions Route?

A merger is very similar to a marriage and, like every long-term relationship, it is imperative that mergers happen for the right reasons. Like many things in life, there is no secret recipe for a successful transaction. While the strategy behind most mergers is very important to obtain the maximum value for a business, finding the right reason to execute a merger could determine the success post-acquisition.

When two companies hold a strong position in their respective areas, a merger targeted to enhance their position in the market, or capture a larger market share, makes perfect sense. One of the most common goals for transactions is to achieve or enhance value; however, buyers have different reasons for considering an acquisition and each entity looks at a new opportunity differently. The following points summarize some of the primary reasons that entities choose the mergers and acquisition route.

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  1. Increased capacity

When entertaining an acquisition opportunity, buyers tend to focus on the increased capacity the target business will provide when combined with the acquiring company. For example, a company in the manufacturing space could be interested in acquiring a business to leverage the expensive manufacturing operations.  Another great example are companies wanting to procure a unique technology platform instead of building it on their own.

  1. Competitive Edge

Business owners are constantly looking to remain competitive. Many have realized that, without adequate strategies in place, their companies cannot survive the ever-changing innovations in the market. Therefore, business owners are taking the merger route to expand their footprints and capabilities. For example, a buyer can focus on opportunities that will allow their business to expand into a new market where the partnering company already has a strong presence, and leverage their experience to quickly gain additional market share.

  1. Diversification

Diversification is key to remain successful and competitive in the business world. Buyers understand that by combining their products and services with other companies, they may gain a competitive edge over others. Buyers tend to look for companies that offer other products or services that complement the buyer’s current operations. An example is the recent acquisition of Aetna by CVS Health. With this acquisition, CVS pharmacy locations are able to include additional services previously not available to its customers. 

  1. Cost Savings

Most business owners are constantly looking for ways to increase profitability. For most businesses, economies of scale is a great way to increase profits. When two companies are in the same line of business or produce similar goods or services, it makes sense for them to merge together and combine locations, or reduce operating costs by integrating and streamlining support functions. Buyers understand this concept and seek to acquire businesses where the total cost of production is lowered with increasing volume, and total profits are maximized.

The above points are merely four of the most common reasons buyers seek to acquire a new business. Even if the acquirer is a financial buyer, they still have a strategic reason for considering the opportunity.

Author:
Fernanda Ospina
Senior Associate
Benchmark International

T: +1 (813) 313 6150
E: opsina@benchmarkcorporate.com

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What is included in the M&A due diligence?

The due diligence process is one of the final steps in an M&A transaction where the potential buyer does its obligation to best confirm and verify the seller's company data and relevant information. This information typically includes but not limited to: financials, IT, operations, legal & compliance, insurance, corporate bylaws, contracts, customers, among other important information. Typically, the due diligence process follows the execution of a letter of intent (LOI), a non-binding document outlining the intent of both parties to commit to the transaction.

Once the LOI has been executed, the buyer will request a list of items to be shared by the seller with the intention of disclosing the selling company’s key details that could uncover risk buyer. As mentioned before, items can range all the way from financials to operations to insurance to contracts, among others. In cases where the seller owns the real estate, additional documents pertaining to the real estate, such as: deeds, mortgages, tax documents, owners’ insurance, etc. will need to be provided. Given today’s advancements in technology, once the due diligence request list has been sent to the seller, the team leading the deal will proceed to open what we call in the M&A world a “virtual data room” or a “data room.” These two terms are referred to as online portals that hold and store the information requested by the buyer with high levels of security only available for certain parties, including: buyer, seller, M&A attorneys, CPAs, advisors, among others. The data room allows activity within the room to be tracked and archived so there is a file of the information exchange after closing should any issues arise.

Once the due diligence starts, it is highly recommended for the buyer to hold, at the very least, weekly meetings or calls with the seller to discuss outstanding items or any questions that may have arisen from the process. As the due diligence process progresses, the buyer will become more familiar with the seller’s company. For an instance, should the buyer find any items that may play against the seller in the due diligence process, the buyer may use this to lower the valuation of the business which may ultimately result in a lower offer price.

In addition, this process can result as a discovery of potential opportunity to better structure the deal, find real synergies among parties, review any benefits and challenges for potential system integrations, and any associated risks that may arise from the result of this potential acquisition. 

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Benchmark International has successfully facilitated the sale of ME Interests LP, DBA First Service Technology to Restoration Risk Management.

Benchmark International has successfully facilitated the sale of ME Interests LP, DBA First Service Technology to Restoration Risk Management.

First Service Technology is a professional services company that offers IT and physical security integration consulting, network audits, project management, implementation, and installation for the Texas market.

First Service Technology serves the State, Local, and Public Education markets (SLED). These include Texas K-12 school districts and city and county government entities. The company also serves the commercial market. Ownership consisted of two partners looking to sell the company to de-risk and facilitate growth. Both partners were open to various deal structures and willing to stay with the company on a long term basis.

 

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Restoration Risk Management is a Wyoming based entity with partners in several international locations such as Thailand, United Kingdom and the United Arab Emirates. The acquisition of First Service Technology will facilitateRestoration Risk Management’s entrance into the Texas market.

Transaction Director, Luis Vinals, commented “The Central Texas Market is primed for growth across a variety of industries. The consolidation of the IT Services and IT Security sectors prove that now is the time to sell. Currently, buyers are paying sellers historically high multiples for their businesses in this space. In addition, Benchmark International’s Austin office, through its team of Analysits, Associates and Directors were able to uncover an international buyer based in Thailand and the UK with sufficient experience to run and grow First Service Technology. This is testament of Benchmark International’s market reach and understanding across all sectors.

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Benchmark International Has Successfully Facilitated the Sale Between West Sands Advisory Limited and Sibylline Limited

Benchmark International is delighted to announce the sale of West Sands Advisory to Sibylline.

Established in 2006, West Sands Advisory is a strategic intelligence and advisory firm that helps clients confidently navigate complex markets and commercial situations. It is a leading supplier of market entry, expansion and risk mitigation services with a particular focus on understanding and communicating the connection between politics, crime and business in emerging markets.

The company is an ideal partner to Sibylline, as a strategic risk and threat advisory firm that supports businesses, governments and NGOs through high quality risk and due diligence services. West Sands Advisory, therefore, adds significant expertise to Sibylline’s operations, as well as helps to increase its core geopolitical insight through its expanded and highly connected global network.

 

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West Sands Advisory’s former CEO, Tamara Makarenko, has become Head of Investigations at Sibylline, whilst West Sands Advisory’s employees have been integrated into Sibylline’s seven existing teams.

Benchmark International would like to thank all parties involved and we wish them all the very best of luck for the future.

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Benchmark International has Facilitated the Acquisition of Paragon Plastics, Inc. by Ashley Industrial Molding, Inc.

Benchmark International has successfully facilitated the acquisition of Paragon Plastics, Inc. (“Paragon”) by Ashley Industrial Molding, Inc. (“AIM”). Paragon is an original equipment manufacturing company using thermoforming technology to produce custom plastic products for marine, industrial, busing, and aerospace industries.

Paragon was founded in 1993 by David Trout. The company produces high quality OEM components and offers a full range of services including CAD design, pattern milling, plastic forming, assembly, and finishing. The company’s proven track record, commitment to high-quality, professional work, combined with its advanced technology has enabled Paragon to establish a stellar reputation and build long-lasting client relationships.

 

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AIM, headquartered in Ashley Indiana, is a leading manufacturer of quality custom molded and painted plastic products and assemblies. AIM has manufacturing processes which encompasses capabilities in SMC Compression Molding, Reaction Injection Molding and Thermoforming. The primary marketplaces it services are the agricultural, industrial, construction, forestry and military markets. The company continues to expand its product capability and nationwide footprint through acquisitions. The Paragon opportunity became a good strategic fit for AIM’s growth.

David Trout, president and owner of Paragon stated, “The Benchmark team, with their knowledge and experience in M&A transactions far surpassed my expectations. After owning my business for 25 years, Benchmark found the perfect buyer to continue the Legacy. Thanks for all your help through this transaction.”

Regarding the deal, Transaction Director Leo VanderSchuur stated, “It was a pleasure to represent Paragon in this strategic transaction. On behalf of Benchmark International, we wish both companies continued success.” Senior Associate, Sunny Garten, added, “David and his team were wonderful to work with. They were engaging and always responsive to diligence requests. We’re excited to see that their legacy will be preserved and enhanced through this transaction with AIM.”

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Benchmark International successfully facilitated the acquisition of Bean, Whitaker, Lutz & Kareh, Inc. to CES inc.

Benchmark International has successfully facilitated the acquisition of Bean, Whitaker, Lutz & Kareh, Inc.Bean, Whitaker, Lutz & Kareh, Inc. (BWLK) by CES, Inc. BWLK provides land surveying, mapping, civil engineering, and land planning services in Florida.

BWLK has been in the land surveying, planning, and engineering services business since 1987. The company’s proven track record, commitment to high-quality, professional work, combined with its advanced engineering and surveying technology has enabled BWLK to establish a solid reputation and build long-lasting client relationships.

CES, Inc., a Maine-based firm of engineers, environmental scientists, and land surveyors is expanding its footprint to the Southeast. Denis St. Peter, President and CEO of CES, commented, “CES, Inc. has been utilizing M&A as one of our strategies to help achieve our growth goals over the past several years. By working with Sunny Garten, Leo Vanderschuur, and their team at Benchmark International to acquire Bean, Whitaker, Lutz & Kareh, Inc., we were able to identify and perform preliminary evaluations of several companies quickly and accurately within our targeted geographic area. Benchmark represented several prospective sellers that fit our criteria, and the responsiveness and quality of their initial teaser summaries and more detailed confidential information memorandums allowed us to optimize our search efforts to end up with the best company for CES, Inc. Their significant knowledge of the acquisition process, the sophistication of their systems (e.g., online data exchange), and their willingness to communicate deal structures based on their past experiences were all valuable to the success of our acquisition.”  

 

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Scott Whitaker, president and one of BWLK’s owners stated, “On behalf of everyone at BWLK, we are delighted to join the CES team. The more we learned about CES’ approach to its employees and clients, including its Best Places to Work recognition and past project awards, the more we grew excited about our partnership. By joining our professionals with theirs, we will offer new opportunities to our employees and continue our dedication to our clients and provide them the same high-quality services they enjoy.”

“I am honored to join CES as a Shareholder and to help be the link between Maine and Florida,” said Ahmad Kareh, also an owner of BWLK. “CES’ depth of engineering and environmental experts means that we will be able to collaborate with shared expertise to provide our clients with additional capabilities to reach their project’s goals.”

Regarding the deal, Transaction Director Leo VanderSchuur at Benchmark International stated, “It was a pleasure to represent BWLK in this strategic transaction. On behalf of Benchmark International, we wish both companies continued success.” Senior Associate, Sunny Garten, added, “Scott, Ahmad and their team were wonderful to work with. They were engaging and always responsive to diligence requests. We’re excited to see that their legacy will be preserved and enhanced through this transaction with CES.”

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Strategic Vs. Financial Buyers

If you are considering selling your business, it is important to dedicate some thought to the type of sale that best allows you achieve your goals. Do you believe a full sale where you walk away from the company after closing is best for you?  Are you the type of person who would work well with a strategic partner that, together, will allow for accelerated company growth?  Is there an amount of time you would like to continue working after the transaction with a plan to slowly exit over time?  Determining the type of sale that appears the most attractive (I only say ‘appears’ because many owners change their mind after learning what the market has to offer and will find a more attractive sale type than what was initially assumed to be the ‘best’) will also allow you to gain an understanding for the most likely type of buyer.

When selling your business, buyers typically fall into two main categories: strategic buyers and financial buyers. The best type of buyer for your business depends on personal goals you hope to achieve from the sale.

Strategic Buyer:

This type of buyer is more likely to pay a premium for a business because their reason for the acquisition is to add to their already existing business. A strategic buyer can be a competitor, supplier or vendor in the same industry.  A strategic buyer can also be a focused on businesses of similar model that service the same sector.  These attributes are commonly referred to as vertical and horizontal markets, respectively.  Using what your company has to offer can help them either expand their footprint or break into a new market.

They are looking for synergies in a prospective merger or acquisition. Synergies are characteristics of the two companies that compliment each other, so that when they are put together, the sum equals more than the two parts individually. In other words, a strategic buyer wants to have a relationship that makes the resulting business more valuable than the two businesses when they stand on their own.

Finding a strategic buyer to work with your business will give you more options in a sale. You can decide to stay on with your business for a transition period, while the new company takes over and for an integration period, eventually allowing you to exit completely, or you can negotiate your continued role in the business as a key player in its continued development.

A strategic buyer can often outbid a financial buyer because of the synergistic relationship they are looking to create in your business. Your businesses together yield increased value, sometimes exponentially, in one way or another.

Financial Buyer:

A financial buyer is looking to invest capital to get a return on their investment. Basically, they want to buy your business outright, make profits from it, and then sell it again to create liquidity. For this reason, a financial buyer is not typically willing to invest the same amount of capital they can invest into your business because they are not adding your business to an already existing company of theirs. Instead, they are buying your company as a whole and working with what you have in place already.

A financial buyer doesn’t have the ability to cut on backend costs that a strategic buyer does. They will need to buy a company with a good working structure and management team in place, since they may not be bringing a team of their own to take over all areas of the business. This allows owners to stay involved with their business to help it grow until the financial buyer decides it’s time to sell again.

The benefit to using a financial buyer is knowing that there is a high growth model in place for your business, and you will most likely play a role in its realized potential before it is sold again. This is a great option for a business owner who is looking for an eventual complete exit from his business.

Choosing the Best Fit

Now, there are some exceptions and looking at different buyers from a less seasoned perspective can make it difficult to understand exactly what type of buyer you are actually facing.  For example, a financial buyer may have a portfolio of business that compliments yours which can allow for a synergistic fit, thereby allowing you to enjoy some of the benefits a strategic buyer brings to the table.  It could also be that a financial buyer recognizes inefficiencies or ‘areas of improvement’ that will allow them to immediately increase the company’s profitability following an acquisition.  On the other hand, a strategic buyer may only want to buyer your business to eliminate a competitor and has no real intention of growing your business after the transaction takes place.  Simply put, they may just want to prevent your business from continuing to eat up market share whether that be by forcing the company to remain static or by closing the doors.When it comes to selling your business, it is important to consider all your options in a sale. You need to find a buyer that will bring what you are looking for to a sale. Selling your business for a high value is important, but is it worth compromising the culture of your business or your employees? You need to decide what is most important to you and let those values be driving factors in your decisions in a sale.

It is tough to find the best fit for your business on your own. That’s why using a sell side mergers and acquisitions firm like Benchmark International is essential. You will have someone on your side who can help you find the right buyer for your needs. You can also learn more about what you can negotiate in a sale and you can discuss what’s most important to you to make sure those needs are met in a sale.

If you are thinking of selling your business, Benchmark International is dedicated to helping business owners like you achieve what they are looking for in a sale.

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Top Tips to be Due Diligence Ready

It is imperative that during an M&A transaction thorough due diligence is conducted, not least because it helps to establish the true value of a transaction.

Due diligence is a term applied to the work acquirers undertake after signing HoTs (Heads of Terms) and falls into three main categories: commercial due diligence, financial due diligence and legal due diligence. It is a review of the seller’s company and includes looking into areas such as potential risks and liabilities, the seller’s competition, middle management and employees, financial status, intellectual property, and assets.

It is not an easy task to conduct, so here are five tips on how to ease the process:

TIP ONE: IT’S NEVER TOO EARLY TO PREPARE

An acquirer will want to see an extensive list of documentation which can include copies of contracts with suppliers, intellectual property registration, computer systems and data protection, employment contracts and pensions, and much more.

It is wise to draw up a due diligence checklist anticipating what an acquirer will want to know – most will provide this when the time comes but a checklist early on ensures that these documents are prepared and up-to-date.

Being prepared with this information, before an exit is even on the cards, is important as it can help expedite the transaction and make the company look more attractive to potential acquirers – if information can be provided quickly, an acquirer will know the transaction is being taken seriously.


TIP TWO: USE A DATA ROOM

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How Can I sell the Business I Love ?

Bringing a business to success is an emotional journey from start to finish. Years are spent making sacrifices and taking tough decisions. So, as you get closer to retirement age, choosing to sell your business can be a bittersweet step to take. You raised your business like a child, and you have grown attached to it. How do you begin to make the decision to sell it?

First and foremost, you need to know your reasons for selling. Perhaps, you started your own business, so you could take control of your life and call the shots. Maybe, it was to provide a better life for you or your family. If you are reaching retirement age, then you have probably made a full circle and came back to those initial reasons. Those same motivators can be the drivers behind your ultimate decision to develop a strategy so that you can exit your company.

You love your business, but you love your family too. Perhaps you feel it’s come time to refocus your time and energy on your personal life. That’s okay, and you have several options at your disposal. Balancing work life and home life can be a challenge. Don’t let your obligations to your business keep you from fulfilling your goals at home.

If the decision to sell is on the table, there are a few paths you can take. A partial sale of your business is one option. This option is intriguing if you aren’t sure if you are ready to leave your business entirely. Bringing in a strategic buyer for your business that can begin working alongside you and help your business grow to its full potential will give you more time for your personal goals, while still allowing you to stay involved in your business. You can take on a less rigorous role without having to step down completely.

Strategic buyers are looking for a synergistic partnership that will allow them to either expand their footprint within a particular market, or one that will give them the chance to break into a new industry. Your business will add value to a strategic buyer’s plans , so they will want to see success in your company. This means your incentives will be aligned and if your company isn’t successful, neither is theirs.

Another option is a sale with an eventual complete exit. A complete sale does not have to happen immediately. You can slowly transition out of your business over time. This is a good option if you want to retire and leave your business completely, but care about your employees and the legacy you’ve left behind after you are gone.   

A buyer who buys your business out right is called a financial buyer. Your business is an investment, and this buyer will need to have a management team in place, most likely your management team. If you want to make sure your business is going to be okay without you, it’s a good idea to transition with the business, so your employees can get acclimated to the changes as well.

Also, if your employees see your commitment and support to transitioning through the changes with them, it will help alleviate doubts they might be having about the sale themselves. When you decide to leave the business you love, you want to make sure you are leaving it in the right hands, and you want to make sure the employees who helped you build it are in good hands as well.

One thing you definitely should not do is tackle a sale on your own. If you are vested in focusing on selling your business and neglect your daily responsibilities within the business itself, you can potentially harm your business because your focus has shifted. Successfully completing a sale takes a great deal of time and understanding of the mergers and acquisitions transaction process. Patience is a virtue, and selling your business will take a little time, but with the right team in place, you can get maximum value for your company.

READ MORE >>

View Our Exclusive US Opportunities

Benchmark International has been engaged as the exclusive sell-side broker for international companies across all industries. However, in this PDF, we are showcasing our Featured US Opportunities.

If you find the teasers you would like to see, please contact Garrett Spek at Spek@BenchmarkCorporate.com or call 813-898-2373 and provide the six digit 
alphanumeric code.

All of these clients have retained Benchmark International as their exclusive broker and we are not co-brokering any of them so if you have seen them elsewhere, we are the source. That said, we appreciate your passing this list on to any and all serious buyers you may know of.

Featured US Opportunities PDF

Benchmark sells over 100 businesses every year, many involving cross-border deals. If you have specific acquisition interests, please email your criteria to acquirerupdate@benchmarkcorporate.com.  You can also let us know if you would like to sign up to receive future opportunity marketing emails.

Beyond this list, we also have EmbraceBenchmark.com, which showcases a complete listing of our US opportunities.

Looking to Aquire an Exclusive Opportunity in the Americas?
Contact Kendall Stafford at Stafford@BenchmarkCorporate.com

Looking to Acquire an Exclusive Opportunity in Europe?
Contact Bhavina Halai at Halai@BenchmarkCorporate.com

Looking to Acquire an Exclusive Opportunity in Africa?
Contact Andre Bresler at Bresler@BenchmarkCorporate.com 

READ MORE >>

Benchmark International has successfully facilitated the acquisition of Plastic Revolutions, Inc. to Industrial Container Services

Benchmark International has successfully facilitated the acquisition of Plastic Revolutions, Inc. to Industrial Container Services.

Plastic Revolutions, Inc. is a plastic recycling company that diverts post-consumer and post-industrial waste from landfills. The company receives plastic material in various forms from manufacturers, material recovery facilities, and brokers.

The acquirer, Industrial Container Services, is the largest provider of reusable container solutions in North America. The company offers the most complete container management systems available including reconditioning, manufacturing, distribution, used container collection and recycling services for all major industrial packaging types.

 

Ready to explore your exit and growth options?

 

Given the current market standards, the Benchmark International team decided to focus on synergistic buyers for the client. This allowed Plastic Revolutions to obtain the best possible value in a transaction as both parties would benefit from the acquisition. The acquirer can now bring plastic recycling in house.

Regarding the deal, Transaction Director Leo Vanderschuur stated “It was a pleasure to represent Plastic Revolutions in this transaction, and on behalf of Benchmark International, we are extremely pleased with the outcome. Allowing both the seller and acquirer to prosper and benefit is always an ideal end result.”

The President of Plastic Revolutions, John Hagan, stated that his experience with Benchmark International was top notch. "Benchmark was unbelievably helpful in assisting in the sale of my company. They explained the process and were in front of the pack the entire way to the finish line," he said. "I would highly recommend Benchmark to anyone wanting to sell their company."

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Upcoming Webinar: Now that the Valuation is Set, Here’s Where You will Win or Lose the Deal - PART II

If you joined us for part one of this webinar last month, you already understand why coming up with the valuation is only one of many key deal points you will need to secure in order make your exit a success. In part two we will examine another six key issues, this time focusing in on those that come even later in the process; after deal fatigue has set in and you feel like you can’t possibly have anything left to fight about or give away.

  1. Winning the net working capital fight
  2. Your indemnification of the acquirer
  3. How the disclosure schedules protect you
  4. Can reps and warranties insurance assist you?
  5. The inevitable non-competes
  6. Meet the Grim Reaper of your sale process - Delays

Register and save your seat! 

If you missed part I, the video can be found here and I encourage you to take an hour to get caught up to ensure you get the most out of part II this month.

Date & Time: 
August 30th, 2018
10:00 am EST

Host:
Clinton Johnston
Managing Director
Benchmark International

 

WE ARE READY WHEN YOU ARE. 

Call Benchmark International today if you are interested in an exit or growth strategy or if you are interested in acquiring.

Schedule a call to speak to an Analyst

Americas: Sam Smoot at +1 (813) 898 2350 / Smoot@BenchmarkCorporate.com

Europe: Carl Settle at +44 (0)161 359 4400 / Settle@BenchmarkCorporate.com

Africa: Anthony McCardle at +2721 300 2055 / McCardle@BenchmarkCorporate.com

 

ABOUT BENCHMARK INTERNATIONAL

Benchmark International’s global offices provide business owners in the middle market and lower middle market with creative, value-maximizing solutions for growing and exiting their businesses. To date, Benchmark International has handled engagements in excess of $5B across 30 industries worldwide. With decades of global M&A experience, Benchmark International’s deal teams, working from 13 offices across the world, have assisted hundreds of owners with achieving their personal objectives and ensuring the continued growth of their businesses.

Website: http://www.benchmarkcorporate.com
Blog: http://blog.benchmarkcorporate.com/ 

READ MORE >>

View Our Featured International Business Opportunities

Benchmark International has been engaged as the exclusive sell-side broker for international companies across all industries. Please take a moment to review the Featured International Opportunities PDF.

If you find the teasers you would like to see, please contact Anthony Sourour at Sourour@BenchmarkCorporate.com or +1 813 898 2391 and provide the six digit
alphanumeric code.

All of these clients have retained Benchmark International as their exclusive broker and we are not co-brokering any of them so if you have seen them elsewhere, we are the source. That said, we appreciate your passing this list on to any and all serious buyers you may know of.

Featured International Opportunities PDF

Benchmark sells over 100 businesses every year, many involving cross-border deals. If you have specific acquisition interests, please email your criteria to acquirerupdate@benchmarkcorporate.com.  You can also let us know if you would like to sign up to receive future opportunity marketing emails.

Beyond this list, we also have EmbraceBenchmark.com, which showcases a complete listing of our US opportunities.

Looking to Aquire an Exclusive Opportunity in the Americas?
Contact Kendall Stafford at Stafford@BenchmarkCorporate.com

Looking to Acquire an Exclusive Opportunity in Europe?
Contact Bhavina Halai at Halai@BenchmarkCorporate.com

Looking to Acquire an Exclusive Opportunity in Africa?
Contact Andre Bresler at Bresler@BenchmarkCorporate.com 

READ MORE >>

Webinar Video: Now That the Valuation is Set, Here's Where You Will Win or Lose the Deal

 

 

M&A Webinar: Now that the Valuation is Set, Here’s Where You will Win or Lose the Deal

Many sellers think they have reached the finish line once the buyer has been selected or perhaps when the letter of intent is executed. Even those who know they haven’t reached that line often believe all key elements of the transaction have been ironed out and all that remains is the “technical” part. To better understand many of the material issues that remain open after the letter of intent is executed, this webinar will walk participants through a wide array of those open issues. 

  1. Stock versus asset deals, which is really better?
  2. Tax elections = dirty words
  3. Monetizing the real estate portion
  4. Protecting yourself with employment and consulting agreements
  5. Seller notes and earn outs – never say never
  6. Escrows, who needs them?
  7. Winning the net working capital fight
  8. Your indemnification of the acquirer
  9. How the disclosure schedules protect you
  10. Can reps and warranties insurance assist you?
  11. The inevitable non-competes
  12. Meet the Grim Reaper of your sale process- Delays

You can also watch it here on Vimeo:
https://vimeo.com/282908864

Hosted By:
Clinton Johnston
Managing Director
Benchmark International

READ MORE >>

Benchmark International Completes the Sale of John Dwyer Bakery Limited to Bridgwater Bros. Holdings Limited

Benchmark International is delighted to announce the sale of a Rugby-based family bakery firm to Bridgwater Bros.

Founded in 1986 by John and Jacqueline Dwyer, John Dwyer Bakery produces, supplies and delivers one-off and batch baked goods to supermarkets, schools, universities and catering companies.

The acquisition increases Bridgwater Bros’ portfolio of companies to twelve and enables the buyer to focus on expanding on its existing food company, The UK Foodhall, a producer of quality British frozen food. In Bridgwater Bros and The UK Foodhall, Benchmark International sourced an acquirer that adhered to the same values and traditions that have made John Dwyer Bakery a success and all parties involved are looking forward to the future under new ownership.

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4 Things I Can Do to Replace Myself in my Business

As a business owner, you sacrifice a great deal of time and hard work to bring your business to success. As the business grows, your workload does too. You start in the front driving innovation and sales, then you end up in the shadows working on daily operational tasks, often obligatory, just to keep things afloat. You know you’re needed to keep the business running, but you want to make sure it continues to operate efficiently if you aren’t around.

READ MORE >>

Benchmark international Facilitates the Acquisition of Urban Design Group PC to Dunaway Associates LP

Benchmark International has successfully facilitated the acquisition of Urban Design Group PC to Dunaway Associates LP. Benchmark International worked hard to find a buyer that was a good cultural fit for the business and would allow each of the three principals achieve their personal goals.

Urban Design Group PC is a Texas-based professional firm that provides a full range of civil engineering, urban design, and surveying services to a diverse group of clientele in the Austin market. UDG has been "shaping the urban environment" since 1981. UDG brings 37 years of engineering experience to the Austin, Texas area, and this experience will be beneficial in the years to come through their new partnership.

 

Ready to explore your exit and growth options?

 

A professional services company with over 60 years of delivering results and an expansive footprint in the state of Texas, Dunaway was an obvious choice for a buyer. Dunaway provides services including civil engineering, structural engineering, planning and landscape architecture, environmental and surveying. The acquisition of UDG will provide Dunaway with surveying and planning operations , two services the firm offered in its other offices but were missing in Austin.

Laura Toups of Urban Design Group stated “The Benchmark International Austin team brought invaluable results to this transaction for us. They put our personal and professional objectives at the front of their objectives in driving this deal through to the end. They presented us with a variety of potential buyers to fit our needs. In the end, they were able to provide a buyer that would culturally align with our vision. We would highly recommend the Benchmark International team of experts to anyone planning to successfully exit their business.”

Benchmark International’s Transaction Director, Luis Vinals, commented “Clients like John, June, and Laura, are a true pleasure to work with. Throughout the engagement, they were communicative, responsive, and most importantly, straight forward with their objectives. This allowed the team to have a clear mission and effectively execute a plan to bring a successful result. Having a client that is open to collaborating with our process is crucial to achieving success in the open market and our clients were very cooperative. Ultimately, the deal allowed each individual owner to meet their goals. This was a great result all around!”

READ MORE >>

Mergers and Acquisitions in the Architecture and Engineering Industry

Over the last few years the architecture and engineering industry has seen a marked increase in mergers and acquisitions activity. Since reemerging from the depths of the recession, the industry has been ripe with activity; with everything from the expansion of the ever growing reach of firms like DLR, Perkins & Will, and HOK, to the merging of small businesses to facilitate the retirement goals of local industry experts. Considering there is typically a few year lag between economic fluctuations and corresponding changes in M&A activity, as the bull market run is approaching nine years, this type of inorganic growth activity shows no signs of slowing down.

As an industry agnostic mergers and acquisition leader, Benchmark International is in touch with leaders from a variety of industries on a daily basis. We’ve seen significant movement from corporate development teams in a number of industries which are beginning to expand their services to grow not only their customer base, but also to gain additional wallet share of their existing clients. This type of cross pollination has occurred in interior design, surveying, construction, architecture, engineering, and technology. We currently are in the midst of closing a transaction which would allow a specialized electrical engineer which focuses on the commercial and healthcare markets to broaden their end market to include the hospitality sector, and their service offerings to include the upstream design, planning, and engineering components of a building’s IT infrastructure needs.

READ MORE >>

Life After Sale

There are a myriad of reasons why you might look to sell your company: retirement, further resources are required to grow, or it is an opportunistic time. Whatever the reason, this is likely to be the pinnacle of your career as the amount of time and money invested into your business will come to fruition when it sells, securing the future for you and your family.

But what happens after a sale? The business which you have invested years into, and the place where you spent the majority of your time, has passed on to somebody else. You may have made a tidy sum of money from the sale, which many people would be satisfied with as they may never have to work again and be able to live in the lap of luxury, but once the holiday of a lifetime has been taken, what then?

And what about how the company will thrive going forward? This is maybe something that you have grown from the beginning, and you want to see its continued success, as well as ensure the future of your employees who have been loyal to you.

At Benchmark International, we understand that there is life after the sale of a business and so structure a shareholder’s exit to suit both them, and the welfare of the company going forward.

The following are companies which Benchmark International has sold and structured the deal to allow for a successful life after a sale for both the shareholder(s) and the business.
ROC NORTHWEST

ROC Northwest had been established for nine years before the shareholders, Hilary and Glyn Waterhouse, decided to sell. They had built up a company which provided education, residential, and domiciliary care services to young people with emotional and behavioural difficulties, autism spectrum disorders, learning and physical disabilities, and those with challenging behaviour issues, from seven properties throughout the north west of the UK.

They had a vested interest in ensuring that the company was sold to the right acquirer, not just to ensure that the welfare of the young people in their care was maintained, but also to ensure that the staff that had been loyal to them remained in employment. As such, a large number of interested parties were presented to ROC Northwest and the shareholders were able to choose the acquirer which best fit their ideals. Commenting on the acquirer’s plans going forward, Glyn said:

“We actually sold the company to a firm called CareTech Holdings PLC. They wanted to keep our managers, they wanted to keep the staff, they wanted to keep the homes. In fact, they didn’t want to change anything about the business. It was very important because once you start a business from scratch, you want that business to succeed; you’ve got loyalty from your staff, and you want the staff to be in place and have their jobs, so it was very important that we found a buyer that followed that ethos and allowed us to continue the hard work that we were doing.”

The shareholders at ROC Northwest wished to sell the company as they were looking at other business opportunities and wanted to spend more time together as a family. As this was the case, Benchmark International negotiated a seven figure deal with the majority forming a cash payment on completion. Now, Hilary has been able to purchase an equine business and has a total of eleven horses, growing from two.

READ MORE >>

When Do I Tell My Employees I'm Selling?

The thought of selling your business has been on your mind for quite some time, and now you have made the decision to sell. The business is ready to go and you have been working with your advisor to bring in a suitable buyer. The offer comes in and you have signed a letter of intent. The process is in motion, and this is what you have been waiting for, but what about your employees? Your exit plan has been on your mind, but your employees probably haven’t given much thought to what will happen if and when you exit the business. You have a couple options when it comes to sharing the news of your business sale to your employees.

Share Nothing:

Some business owners opt to not share the decision to sell with their employees at all. This option can be viewed as inconsiderate, but it does alleviate the risk of a mass exodus from the company. There are pros and cons to any decision, but not telling your employees right away and keeping information for yourself allows you to keep them from undue stress.

It’s important to protect the integrity of the deal and the company. This means you need to keep details under wraps. If you spill the beans to your employees, there is no guarantee that the information will stay within your company, and it could be concerning for your client base if they catch a whiff of the pending sale.

This doesn’t mean you can’t put things in place to protect your employees through a transition, of course. You just need to pay attention to their needs and ask your advisor what your options are in a sale. If you choose this route, you need to be prepared to extinguish any rumors and answer employee questions the best you can if they notice any changes taking place.

Keep Them in the Loop:

Some owners think the best policy is to be transparent with employees from the outset. The decision to sell has been made, and you are exploring options. So, you want to inform your employees what’s going on. You can be up front with employees and let them know of your plans to sell and your desire to find the right buyer for the company who will instill the same values you hold as a business leader.

This will need to be handled delicately, so your employees will remain comfortable throughout the process. You will need to drive home the initiative that you are doing what is best for the company as a whole and selling the business doesn’t mean the end of the business but rather the growth of the business. It is important to keep the conversation positive, so your employees will get on board with your plans.

READ MORE >>

Dry Powder in Private Equity: A Struggle to Spend or a Welcome Resource?

Dry powder is currently a hot topic within the private equity industry because the levels of dry powder are at a record high since the financial crisis, with over $1T of committed capital available.

It is the term used for the amount of cash reserves or liquid assets used by an investor for investment purposes, but has not yet been deployed and there are a number of reasons why there is an excess. In part, there are surplus cash reserves as a result of the strength of fundraising – more cash risen, more cash reserves. However, this is a tale of two halves as private equity has not been spending as much in previous years – asset prices have been inflating and private equity firms are reluctant to pay a premium for these assets. In fact, there has been a year-on-year decrease in private equity funding from 2015 to 2017.

READ MORE >>

Upcoming M&A Webinar: Now that the Valuation is Set, Here’s Where You will Win or Lose the Deal

July 26th @ 10am EST

Register Now >> http://bit.ly/2Nvampu 

Many sellers think they have reached the finish line once the buyer has been selected or perhaps when the letter of intent is executed. Even those who know they haven’t reached that line often believe all key elements of the transaction have been ironed out and all that remains is the “technical” part. To better understand many of the material issues that remain open after the letter of intent is executed, this webinar will walk participants through a wide array of those
open issues. 

READ MORE >>

The Benefits of Choice in Formal M&A Process: Partnership Essentials

After an M&A deal has been concluded, it is unusual for the seller to depart a business immediately. Whether it is a short-term work out or a longer-term growth plan, invariably there will be is a period in which the buyer and seller will operate in partnership.

In all partnerships, be they personal or professional, the ability to achieve the outcomes and aspirations sought relies to some degree upon the compatibility of the individuals. Almost all studies on the essential components and attributes of successful partnerships, unsurprisingly, conclude that the dynamics of a partnership are determined by the same criteria as any relationship, namely, the personalities involved.

The reason for failed M&A transactions has been studied extensively by academics and professionals alike, but these studies contain little to no data comparing the success and failure rates of transactions concluded with the aid of a formal competitive M&A process and those without. However, common to almost all studies of failed M&A transactions, and often deep into the reports, are cursory references to cultural integrations, yet these are rarely addressed or understood during negotiations.

To truly understand whether the fundamentals for an effective and successful partnership exist in a new relationship is not simple, but it is an exercise that can be explored in the context of a process that exposes the business owner—the seller—to choice. It is a common misconception that the M&A processes only generate choices through the creation of price competition.

READ MORE >>
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