Building Bridges ... Mergers & Acquisitions for Companies of $5-$50 million in revenue.

Category List


Tag List


Tag Cloud

Growth through AcquisitionBuy Side AdvisoryClosed TransactionsMergers & Acquisitionsselling a business


Archive

2012

2013

2014

2015

2016

550 Deal Update: May 2015 Edition

May 01, 2015 at 10:23 AM

Deal Flow improves time to Sale

With the increased volume of deal making, we are seeing total time to deal closing gradually decreasing. That’s a good thinking for both sides, as our Las Vegas Sunbelt Business Advisor colleague Len Krick details in this recent blog.

In the Selling Process, the Shorter the Timeline, the Better

In the selling of any business, especially in times of a volatile or uncertain economy, speed is of the essence.  Faster is always better, and can radically improve the likelihood of success.

The total process of selling a business can take anywhere from two months to two years. Two months is unusual in the extreme, and requires aggressive buyers in hand at the outset and a willingness on the part of the seller to settle for nominal investigation of possible competitive bidders. On the flip side, two years is extremely slow, and generally would indicate a serious problem.

A reasonable timeline would be six to ten months. The first two to three months are generally required to gather information about the company for presentation to buyers and, at the same time, to identify and research who the best buyers may be.

Information to be presented needn’t be pulled to an elaborate bound-book format in this process. In fact, we recommend strongly against any printed material that cannot be easily updated and revised as the process evolves. However, material does need to be accurate, professional, and presented in a way to clearly set forth key elements to the deal that makes the opportunity attractive to buyers. The package of data which you give to buyers is a selling piece, albeit very soft sell.

With respect to buyer search work, the temptation to rely on old biases and assumptions about possible buyers makes it difficult for anyone heavily involved in the company to gain adequate distance to think most creatively. Also, the time to do a quality job in buyer search is extensive. Hired help is worthwhile, to try to contract the timeline somewhat, but in any and every case, this is time well-spent.  Solid competition can make an enormous difference in deal velocity and resultant likelihood of success.

After information is well developed and you are ready to launch, the early contact stage can be expected to take about another two months. For any given buyer prospect, it make take anywhere from one to ten days just to get the confidentiality agreement signed, depending on whether or not the buyer requires advance legal review before signing. Although our firm generally uses a very straightforward one-page document for this, we have at times had to deal with longer, more complex, formats due to a client’s attorney preference, resulting in a longer timeline.

From signing of the confidentiality agreement, it will typically take several more weeks to get the buyer the first phase of information, and for the buyer to consider their initial interest level. The faster that buyers return to you with eager requests for further data the better. Detailed questions are a good sign of real interest.

By the time you get to the stage of explicit response to buyer questions, you’re likely to be at the three- to four-month mark. When you have a nice mix of interested parties and you have provided them with solid information, it is time to call for bids. Best buyers should, by this time, be fairly far along in their thinking and able to establish price quickly. Bids can generally be requested with as little as a week’s notice, if all is in place.


When bids are received, it is prudent to select more than one party to with which to continue discussions. Next-phase actions will include invitations for tours of facilities, and meetings with the CEO or owner. Arranging such visits will probably take several more weeks, but, if all goes well, you will then be set to enter into a Letter of Intent with your chosen favorite, or move directly toward the Definitive Purchase Agreement. It shouldn’t take more than a few weeks to negotiate the formal Definitive Purchase Agreement, and not more than another sixty to ninety days to complete the due diligence and close.

Regarding the overall timeline, keep in mind that faster is ALWAYS better. A hundred things can go wrong and foil the sale. A handful of things WILL go wrong—inevitably. They have to be fixed, and fixed again, to stay on track. The tighter the time frame, the less opportunity for fate to introduce new challenges to your successful completion of sale. 

You can see more from Len Krick on the art of deal making at www.businessadvisorslv.com

 

Trending:

Time to Sell?  M&A Market strong across all sizes; Q1 and start Q2

Many sources continue to report on the strength of the overall M&A market in 2015, most recently, PitchBook's 2Q 2015 M&A Report reporting on 4,220 deals Q1 deals totaling nearly $500 billion.  More significantly, median deal size doubled from just over $40 million to nearly $80 million.  

But while there may be signs that a market is heating up, what are the objective measures that the time is right to sell high?

Sunbelt can report that activity is soaring for the acquisition of companies in the $5-$50 million space.      

Objective data:

Total deal count is up in 2015 by more than 50% over 1st quarter of 2014. 

Pricing multiples continue a slow but steady rise: deals by dollar volume are up by nearly 100%.

Total inquiries by buyers on businesses represented by Sunbelt were up 74% in Q1.

______________________

New Acquisition Opportunities:

Healthcare Segment:

Pain Management

Care management mobile platform

Manufacturing/B2B:

Electronics

Industrial equipment

Trucking & Logistics

Engineering Solutions

Direct Response Services

 

 



Tags:
Category: 550 Update