| |
| |
|
Strategic Planning Information |
|
|
|
The Tables Have Turned - Its Officially a Sellers Market
Private equity firms have raised so much capital over the last 12 months that they are vigorously competing with one another for opportunities to put their money to work. Business owners, who previously would have had to go hat-in-hand to investors, instead find themselves inundated with unsolicited offers for their companies. Companies with solid balance sheets, good management and strong growth prospects are able to tailor deals to their liking, and get solid valuations. According to Private Equity Analyst, a newsletter that covers the private equity and venture capital industry, private equity groups raised $53.9 billion in 2004, more than double the $26.4 billion raised in 2003. "All this money out there means business owners might be able to get a better value for their company or sell less of it or both" says Patrick Haden, a partner with Riordan, Lewis & Haden, a private equity firm in Los Angeles. "And it allows owners to choose the firm they want to work with, the firm that can help them the most". Before the wave of private equity fund raising, strategic buyers would often be in a position to pay up to 25% more than private equity buyers because of the synergies and economies of scale that they brought to the table. But now, flush with cash, private equity groups are largely matching the offers of strategic buyers and sometimes exceeding them. Because of the amount of capital chasing middle market companies, private equity groups are finding it increasingly difficult to pinpoint good deals. According to Troy Noard, a managing director at Frontenac, a private equity firm in Chicago, "during the last six months, private equity firms have gotten very proactive about contacting business owners directly rather than waiting for investment bankers to bring them deals." From the owner's perspective this is both good and bad. It's good because owners are now beginning to realize they have options. It's bad because private equity groups are trying to by-pass the controlled auction process that investment bankers run so that they don't have to compete against other buyers in order to win the deal. This doesn't allow the business owner to maximize the value of this company through an auction and, because the owner is only talking with one buyer, it shifts the negotiating power to the private equity. Having multiple suitors to choose from also allows business owners to negotiate from a position of strength, greatly influencing the price, terms, and structure of the final deal. If a prospective buyer isn't able to meet the owner's key terms, the owner can walk away confidently knowing that he or she will be able to find a viable alternative. For business owners this "Seller's Market" means that they can take their time to investigate which private equity firm would be the best fit for them and their company. Many private equity groups actually want the former owner to stay involved in the company and retain a meaningful stake so that he is invested in the company's future performance. As long as the business is on the right track, they will often ask the business owner to stay on, if not as the CEO, then in whatever role the owner prefers, such as sales, operations, or as a consultant. If you own a company with revenues of between $5 million and $150 million, this is a unique time to consider your options. Valuations are at a four year high, capital gains rates are at a 40 year low, and institutional buyers are aggressively looking to make acquisitions. That makes this a unique time to consider selling your business. Author Bio: Rich Jackim, former Wall Street attorney and experienced investment banker has helped over 60 business owners successfully exit their companies and realize their personal goals. He is the author of the recenly published book, "The $10 Trillion Opportunity: Designing Successful Exit Strategies for Middle Market Business Owners." Available at http://www.exit-planning-institute.org Rich is the president of The Christman Group LLC, a boutique investment bank that specializes in selling privately owned businesses. Rich received his BA from Colgate University, his JD from Cornell Law School, and his MBA from the Kellogg Graduate School of Management. He is a sought after speaker and has either published articles or been quoted in Business Week, Chicago Tribune, Chicago Daily Herald, The Business Ledger, Bulk Transport, Plastics News, Indianapolis Business Journal, Nashville Business Journal, and other regional and national publications.
MORE RESOURCES:
Strategic-Planning - Google News |
|
|
|
RELATED ARTICLES
Completing the Annual Planning Process Imagine an office without a desk, or lights, a computer, or even something as simple as a chair. When the architects and designers started planning a building or office space they knew they would have to make concessions for these items during each of the building activities. Corporate Venturing For Emerging Growth Companies The boom of the dot-com era in 1999 brought the emergence of corporate venture capital as a major source of funding to the private equity markets. Corporate venture investments peaked in the third quarter of 2000 with 608 deals totaling a combined $4. Making a Decision to Outsource: Strategic Constraints Many companies are reluctant to dive into outsourcing ocean because of various reasons of strategic nature. As far as strategic goals are touched upon, managers are concerned with the following issues:- Risks and dangers of transferring too much managerial power to one partner. SWOT Analysis Is No Magic 8 Ball Q: A key investor in my business has suggested that I hire a consultant to do a SWOT Analysis to help plan for the future. I try not to argue with my investors, but I'm not so sure I need to have this done. Breaking the Growth Barriers in the Information Technology and Software Sector There's nothing automatic about corporate growth, particularly in the information technology industry; build it and they will come is a myth. In the real world there is either a structured, process-driven growth cycle, or stagnation-and stagnation is automatic. Innovate Today for Great Leaps Forward Tomorrow How often does your company make a quantum leap forward? My guess is that, on a scale from "frequently (10) - to - never (1)" the answer is much closer to "never" because few companies have a process to innovate or think creatively. Very few attempt to formally think through their business model, their relationships with staff, clients, and vendors, and their product / service offerings. How To Get More Business During The Winter Months Business seems to drop, slow or even stop during the winter months. As tourist traffic slows or stops during the winter months so does the incomes of many local business owners. 3 Ps of Planning - Prepare, Personalize, Pilot Here's a really simple way to make sure your plans always produce the results you expect."There is one quality which one must possess to win, and that is definiteness of purpose, the knowledge of what one wants, and a burning desire to possess it. Succession Planning for Business - 10 Key Points You Must Know By cranking up others development to meet your business needs, big or small, not just for right now, but for the future, you will find payoffs, big-time. Here are a few ideas to get you started. Business Plan Long Term Goals Writing a business plan is not an easy endeavor, nor is predicting the future. You will need to spent adequate time in preparing your long-term goals and objectives. Top Ten Traits of Strategic Thinkers Want to become more strategic? Add these traits to your collection of skills and watch your success soar!1. Maintain a self-responsible attitude. How to Start A Business Plan A business plan precisely defines your business, identifies your goals, and serves as your firm's resume. The basic components include a current and pro forma balance sheet, an income statement, and a cash flow analysis. The Power of Strategic Thinking: Creating Meaningful Success Too much goal setting and strategic planning can leave you feeling like you're working against the forces of nature; too little and you end up where you never intended to be-with a life or business that is bigger, smaller, or different than what you genuinely desire. Though getting you and your organization where you most want them to be at any given time can be hard work it can also be exhilarating. Sales Planning and Business Plans Writing a business plan can be tricky when all the books on the subject fail to keep updating their editions. One significant factor is the sales planning in business plans, yet few books show examples of how to explain online sales which will contribute to your over all stores sales in your retail outlet. Alice In Wonderland - A Parable for A Business Plan Remember reading "Alice in Wonderland?"She asks the Cheshire Cat, "which way I ought to go from here?" "That depends a good deal on where you want to get to," said the Cat. "I don't much care where," said Alice. Memo: Sustaining Growth in Your Business What gets measured gets done.How do you keep your business growing? How do you ensure the health of your business and your personal income against threats from competition, market cycles, commission payout changes, regulation of all kinds, and the human threat of complacency?The answer isn't to run faster on the same treadmill. Will and Vision Remember Chux? The disposable diaper that took the market by storm in 1932? Of course you don't. Chux saw its product as a luxury item, and happily kept its little throwaway business to itself for almost forty years. The Importance of Value Mix ( * - the word 'product' can be substituted to mean 'service' too; and vice versa )Every consumer looks at maximizing value accrual while engaging in act of purchase of products* or services*. Marketing as a domain plays a very important role in influencing a purchase. Regroup - How To Do It And Why It Works Regroup?is this a new management trend? Not a chance! Regroup is simply an opportunity to end one month's business cycle, recap the performance of your company and outline a plan of success for the new upcoming month. Why does it work? Because it allows each person on your team to assess their performance from the previous month, and make any necessary adjustments for the new month. The Top Five Reasons Strategic Plans Fail "Most great plans aren't. They are just nice, high-level ideas.
|
| home | site map |
| © 2006 |