Showing posts with label Target Search Group. Show all posts
Showing posts with label Target Search Group. Show all posts

Thursday, August 1, 2013

Deal Structure for Private Equity Financing

Deal Structure

Terry Stidham


Earlier this week we talked about how Private Equity could be an alternative to bank financing.

You need to know going in that there will two important parts of the deal –

1.    Amount of capital financed

2.    Terms/ Conditions


Answer these key questions before seeking financing from PE:

·         How much do you need?

·         How will the capital be used?

·         How soon and over what time period?

·         In what form of equity are you willing to structure?

·         What are you willing to give up in terms of control?

All private equity (PE) deals employ equity in some form, but the actual deal may use one or more instruments ranging from common stock to convertible debt. Investments may be made up front or over a period of months or even years.  

The PE investor will assess your funding needs and propose a funding structure. The final structure will be determined through discussions of how a business relationship can be built that meets your company’s funding needs and the PE firm’s need to ensure the success of your business, and their investment.

The Issue of Control is a key consideration one must make when using financing from PE. Business owners who have devoted years to building a business can find handing a majority stake over to an investor very daunting, yet many deals require just that: As a rule of thumb, most PE deals involve a 40 to 65% equity stake. If the investor takes a stake of less than 50%, the conditions tied to that stake are likely to be more rigorous so that the investor can protect its investment and ensure that it has the ability to direct the firm to extraordinary returns in the long run. Once the equity stake is above 50%, the terms are likely to be less stringent as the investor will have a voting majority on the board. In either case, the deal will also involve board seats and management interaction to ensure that the investor can actively mentor the business owner to a successful outcome.

Whatever the level of equity involved, business owners are likely to end up wealthier and businesses are stronger after the deal. PE firms do not invest unless they are confident in a company’s ability to grow. The capital it provides is the fuel that helps to make that growth happen which, in turn, raises shareholder value.

The math is simple: a smaller share of a large and rapidly growing company is worth more than 100% of a small company. And even if voting control is given up, the investors will most likely be committed to growing your vision and keeping the senior management team intact. You and your team have created the success to date and is the number one asset that the investor values most. PE will provide the funding to cash flow the growth and provide management tools and expertise to fill the gaps.

Many deals involve one or more of the following instruments:

·    Common stock. While equity stakes are often taken, common stock offers less protection for the investor than preferred stock and is therefore rarely the first choice.

·    Convertible preferred stock. Preferred stock that converts into common stock, usually upon an initial public offering (IPO) or the sale of the company. The preferred stock can be either participating (it gets a regular dividend) or non-participating (no dividends are paid).

·    Convertible debt. A PE firm may seek to start the investment out as a loan that is convertible into preferred or common stock upon certain events.

The ultimate structure of the deal will depend on a number of factors and may include some or all of the equity forms above, as well as a variety of terms and conditions that are based on the circumstances of the deal and the needs of your company

Another factor to consider in the structuring of the deal is timing: when the funds are received. Generally it depends on what they are needed for; for example, funding for an acquisition will be tied to the timing of the purchase. However, funding for a management buyout may be staged over time to ensure that the senior manager being bought out remains committed to the company’s future for some fixed timeframe.

Investors will aim not only to build your company in the short run, but also to sell or liquefy their investment in the long run. Most funds raised by PE firms have a 10 year time horizon and are generally more patient than venture capital funds. Typical liquidity events include selling the company to larger player in the marketplace, going public, or being bought out as the company raises substantially more equity and debt capital in the future. There are some traditional wealthy family funds that don’t have any particular time horizon and consequently may stay in the investment so long as it’s making economic sense to do so.

Most investors will consider an exit strategy at the time they structure a deal. Others will work to have a long run relationship with the intention of remaining a business partner until the day that a firm with much larger resources is required to take a company to the next step. In that case, the original PE firm may stay on as a minority shareholder or the new partner may buy out the first firm’s interest.

Another Key Consideration when seeking private equity is finding the right balance between realizing your vision, gaining outside help in terms of financial and executive experience along with a team that you can work with. You are more likely to create a successful deal if you seek a PE firm that shares your vision and has the resources to implement.


Contact us today to discuss your situation and what you need to do next to get in front of the right PE group for you business needs.

 

Terry Stidham,  Managing Member and Founder of Target Search Group. Mr. Stidham is a Business Development Leader with extensive knowledge of the M&A process, combined with an in-depth understanding of the constantly changing global capital markets environment.  He has served as the head of entrepreneurial organizations as well as Fortune 500 companies.  He specializes with mid-market companies in a diverse array of industry sectors from service and manufacturing to technical and professional firms.Mr. Stidham speaks the language of both the seller and the buyer having vast experience on both sides of the transaction. He has been directly involved in the execution and successful closing of hundreds of investment banking and corporate finance transactions. 

Wednesday, July 31, 2013

Financing for Your Growing Business

GROWTH CAPITAL

by Terry Stidham

You just left another meeting with another bank for financing and they told you once again that if you did not need the money they would be glad to make you a loan. Somewhat of a catch 22 for the business owner and the banker whose hands are tied by strict debt-to-equity ratios. The frustration is obvious, yet the solution may be just around the corner with Private Equity (“PE”) funding.
Private Equity Financing can be somewhat of a mystery for many successful companies facing financing challenges, but can be a highly effective source of funds. Many business owners assume that it is only available for the largest companies that are looking to be acquired. This misconception arises from the industry’s history: private equity grew out of the leverage buyout firms that purchased and broke up major conglomerates in high profile deals during the 1980s. The assumption was that the individual businesses were worth more than the sum. Other people only know the venture capital part of the industry, which funds startup companies and received a lot of attention during the high tech boom. Neither picture is complete.
Today, Gordon Gecko’s mantra of “greed is good” is long gone and the .com boom has busted, yet the PE industry is alive and well. The complex industry gathers private and institutional money in funds with a range of objectives. They include:
  • Buyout Funds
  • Hedge Funds
  • Venture Funds
  • Growth Capital Funds
  • Dedicated Capital from High Net Worth Individuals
Private equity firms place its money in one or more funds to make investments in what are referred to as “portfolio companies.” They typically have a charter which sets out well-defined parameters for investments to be made by the fund, including:
  • Nature of Investments - Some funds like high-growth companies, others prefer investments with stable cash flow or dividends. Still others prefer turn-around situations.
  • Geographic Scope - Some funds will primarily invest in a certain region or part of the country.
  • Preferred Sectors - Some funds are generalist funds that will look at just about any sector, others focus on one particular sector, such as transportation, infrastructure, telecommunications, etc.
  • Investment Size - Most funds will specify a minimum or maximum investment size.
  • Ownership Interest - Some funds insist on control, others will take minority interests.
  • Fresh Equity - Many financial investors are not willing to buy out shareholders, they only want to inject fresh equity into a company (e.g. to fund growth). Others will consider a combination of fresh equity and buying out existing shareholders. Buyout funds will want to buy 100% of a company.
PE firms provide capital in return for an ownership stake. They usually invest cash in exchange for convertible preferred shares in the portfolio company. While many firms focus on larger businesses seeking $50 million or more in funding, there are a number of PE firms that work with growing businesses valued at $5 to $50 million and are seeking as little as $2 million in funding. The funding can take many forms ranging from common stock to convertible debt, but unlike traditional funding sources, the PE firm becomes actively involved in the companies it funds through board representation and active mentoring.
 
It is therefore important to find a good match between a PE fund and a company. It is likely a waste of time to enter into discussions with a fund if the applicant company does not fit the fund’s criteria. So what does a private equity firm look for in its investment choices?
  • A Solid Business Opportunity - that reflects its acquisition criteria (e.g. growth, size, geographic parameters, etc.)
  • Exit strategy – who are the likely buyers for the company? What are the chances for a successful exit?
  • A Strong Management Team - who is prepared to stay until the exit of the fund. (An owner-manager who is cashing out is often too high a risk for the private equity investor.
  • Strong Corporate Governance – good decision structures, reporting systems, and strong documentation. Private equity investors seek management teams that are highly motivated, prepared to agree to ambitious goals and prepared to work extraordinarily hard to achieve significant financial gains. Conversely, if results are not forthcoming, managers that own shares may find their ownership diluted.
  • Manageable Risks - No actual, pending or potential litigation. Minimal potential for surprises on the downside.
 
After the due diligence, the investment committee (or at least certain members) will usually review the due diligence report of lawyers and other advisors, and the proposed Sale and Purchase agreement. 
 
PE investors are an important potential source of financing for mid-sized firms that needs to be explored.
 
If you have a business that is seeking financing then contact us today to discuss what is needed to get in front of the right PE group for your business.

 

About the author: Terry Stidham is a Sales and Business Development Leader with extensive knowledge of the M&A process, combined with an in-depth understanding of the constantly changing global capital markets environment. He has served as the head of entrepreneurial organizations as well as Fortune 500 companies. He specializes with mid-market companies in a diverse array of industry sectors from service and manufacturing to technical and professional firms.

Mr. Stidham speaks the language of both the seller and the buyer having vast experience on both sides of the transaction. He has been directly involved in the execution and successful closing of hundreds of investment banking and corporate finance transactions. Mr. Stidham has instructed thousands of business owners on how to prepare for a successful exit. He improves operational efficiencies leading to significant increased value.


 

Tuesday, July 30, 2013

Should Foreign Buyers Acquire or Go Greenfield in the US?

ACQUIRE or GREENFIELD?

by Terry Stidham


The answer to this question can depend upon a combination of many factors. They won’t all necessarily point in the same direction, but it’s important to weigh each in your decision process.

Greenfield Investments are foreign direct investments where a parent company starts a new venture in a foreign country by constructing new operational facilities from the ground up.

Acquire or go Greenfield?

Acquire - In the case of an acquisition, 
  • How similar is your product line to that of the target? 
  • Are there issues with proprietary or sensitive technology?
  • What place will the U.S. venture occupy in your global structure?
  • What is the scope and difficulty of the integration task that you’d be taking on? 
  • How relevant is the cultural gulf between the two groups you intend to knit into a team? 
  • And at what pace should you move?
Generally, acquisitions can get you into the market much faster and help you pre-empt competitors. But the price tag can be hard to quantify because considerations such as stay agreements, management, recruiting and integration carry their own costs. An acquisition also depends on synergy capture.
 


Greenfield - With a Greenfield investment, it’s important to evaluate your own organization’s degree of experience doing business in the United States and the scale of the entry you’re attempting.
  • Do you have the strengths in management and technical competence, or are you looking to bolster one of these areas? 
  • And what type of Greenfield move are you considering: licensing, a joint venture, or starting a new entity from the ground up?
In contrast, Greenfield investments make it easier to stage or phase commitments which give investors more direct control over risk management. However, it takes longer to build something new than to add it to your organization with the stroke of a pen.
 
Questions behind the questions
  • Are the customers, suppliers, and service providers you’ll work with in the United States ready for a “new face” in the market, or is their comfort with an existing entity an asset?
  • Is it more important for your U.S. operation to prosper on its own terms as a market presence or for it to serve the larger needs of the global organization?

Get Started
If you’re considering this choice, you probably aren’t operating in a vacuum. Compare the top handful of acquisition targets on your list with the top handful of Greenfield opportunities. Which ones offer:
  • The more timely assimilation into your target market?
  • The easier route to capital repatriation?
  • The preferred security for your processes and knowledge?
  • The more favorable tax advantages?
 
About the author: Terry Stidham, Managing Partner of Target Search Group (TSG). TSG is a business development firm providing mid-market deal flow and investment opportunities for a select number of private equity and corporate clients. TSG sources and originates investment opportunities that fit their client's strategy, size and focus on an opportunistic and a specific search basis. 

Mr. Stidham is a Sales and Business Development Leader with extensive knowledge of the M&A process, combined with an in-depth understanding of the constantly changing global capital markets environment. He has served as the head of entrepreneurial organizations as well as Fortune 500 companies. He specializes with mid-market companies in a diverse array of industry sectors from service and manufacturing to technical and professional firms. 

Mr. Stidham speaks the language of both the seller and the buyer having vast experience on both sides of the transaction. He has been directly involved in the execution and successful closing of hundreds of investment banking and corporate finance transactions. Mr. Stidham has instructed thousands of business owners on how to prepare for a successful exit. He improves operational efficiencies leading to significant increased value.

Tuesday, July 23, 2013

H1, 2013 Corporate Venture Capital

H1, 2013 Corporate Venture Capital

by: Terry Stidham

According to a PricewaterhouseCoopers/National Venture Capital Association MoneyTree™ Report the most recent data shows that corporate venture capital (CVC) activity is on the upswing. In the first half of 2013, corporate VCs invested an estimated $1.38B in 303 deals. This activity is attributed to 107 corporate VC groups and represents a participation level of 16.7% of the deals done by the industry and 10.9% of the dollars. This percent of dollars is a post-bubble record.

More than a quarter of the corporate dollars (27.7%) went to the software sector; 17.7% to biotech sector, and 11.6% to the industry/energy sector. Sectors where CVC was a significant player based on percentage of deals engaged in are telecom, networking and biotech.

For energy and clean tech, 15.8% of all CVC dollars went to this sector and corporate groups were involved in 19.7% of all the energy and clean tech deals.

Friday, July 12, 2013

Best Targets Are The Ones Not Seen

Shortage of Quality Deals Above the Waterline

by Terry Stidham, President of Target Search Group

 
It has been said many times that “It’s Faster, Smarter, and Cheaper to buy than to build”. Mergers and acquisitions is one of the most effective aspects of a corporate business development strategy to help an enterprise grow. The challenge today is how or where to find the businesses to buy or invest into. 

How many times have you said or heard it said, “If we had known that company was for sale we would have bought it or at least tried to buy it" or "Why aren't we getting more targets to look at"? 

The fact is that the vast majority of business owners who would like to sell don’t want it known on the street that they are for sale. The business owners would prefer for a premium or strategic buyer to identify who they are, prove that they have the intent and means to buy and then to enter into serious discussions as to what they would like to accomplish.
 
Simple enough, Right?
 
I often get requests for my advice on something along these lines; “Our Company is looking to grow through acquisitions. I have used business intermediaries and we have an in-house person or team that is tasked with finding companies. What other options are available to us? We are not getting enough of the “right deals” to look at without too many strings attached. We have very specific requirements as to the size and geographic service area of the company we would be interested in purchasing. Efforts so far have not had very many positive results. Any suggestions or help would be appreciated.”

Strategic Buyers, Private Equity and VC firms are all faced with the challenge getting enough of the “right deals” to look at and to ultimately buy or invest into. The “right deals” are the ones that are aligned with the investment objectives that fit the strategy, size and focus of the investor.
 
Having spent the last 15 years sourcing deals, I can tell you that without a doubt that there is no shortage of quality companies to buy or to invest into. Below the waterline is where one has to go to find them. The outlook for targets to acquire looks extremely good as the baby boomers, who currently own over 60% of the businesses, continue to seek an exit in increasing numbers. 
 
"It's far better to buy a wonderful company at a fair price than a fair company at a wonderful price." Warren Buffet to his share holders in 1989
 
The Majority of Deal Flow is being sourced from:
  • Brokers or Intermediaries
  • Web Sources
  • In-house Business Development Teams
  • Networking
  • Referrals
This may be adequate for the very large players that have dedicated resources to source, review and scrub enough opportunities to meet their investment objectives. The numbers and the amount of dry powder tell us that for many this is simply not the case. Most strategic buyers and investors that are looking to grow through acquisitions may at best have a person or two that is assigned with the task of sourcing deal flow.
 
  • Approximately $900 Billion with private equity firms 
  • Strategic Buyers (non-financial companies) with over $1 Trillion 
“Insanity is To Do the Same Thing Over and Over Again and Expecting Different Results” often attributed to Albert Einstein
 
Investors that are not meeting their acquisition/ investment objectives need to initiate or increase their Business Development efforts - either through in-house efforts or outsourcing it to a business development and deal sourcing specialist firm.
 
Advantages are exponential for the following reasons:
  • The Deal is Typically Un-shopped
  • Majority of the Quality Deals are Below the Waterline
  • Avoidance of the Auction Process
  • Committed Sellers
  • Quicker Closings
  • Confidentiality is Easier to Maintain
  • Less Time Wasted on Deals that are Unaligned
  • More Cost Effective
Successful business development to source proprietary acquisition/ investment opportunities involves being able to:
  • Speak the Language of Both the Buyer and the Seller
  • Segment Markets
  • Identify Targets
  • Establish Lines of Communication
  • Gather Base Level of Information to Determine Suitability
  • Get Level of Understanding as to Owners Initial Expectations
Call or contact me with your questions of comments.


About the Author:  Terry Stidham is a Sales and Business Development Leader with extensive knowledge of the M&A process, combined with an in-depth understanding of the constantly changing global capital markets environment. He has served as the head of entrepreneurial organizations as well as Fortune 500 companies. He specializes with mid-market companies in a diverse array of industry sectors from service and manufacturing to technical and professional firms.

Mr. Stidham speaks the language of both the seller and the buyer having vast experience on both sides of the transaction. He has been directly involved in the execution and successful closing of hundreds of investment banking and corporate finance transactions. Mr. Stidham has instructed thousands of business owners on how to prepare for a successful exit. He improves operational efficiencies leading to significant increased value.

Sunday, June 16, 2013

Understanding LBOs

Leveraged Buyouts

by Terry Stidham, President of Target Search Group


Wall Street has proven Archimedes' statement, "Give me a lever long enough and a place to stand, and I will move the earth" to be true through their use of Leveraged Buyouts. 

A Leveraged Buyout ("LBO"), is achieved by a Financial Sponsor acquiring a controlling interest in a company by financing a large percentage of the purchase price through leveraged borrowing. The buyer may be the current management, the employees or a private equity firm. The assets of the acquired company are used as collateral for the borrowed capital, sometimes with assets of the acquiring company. Leveraged buyouts use a combination of various debt instruments from bank and debt capital markets. The bonds or other paper issued for leveraged buyouts are commonly considered not to be investment grade because of the risks involved. Some leveraged buyouts occur in companies experiencing hard times and potentially facing bankruptcy, or they may be part of an overall plan.


Source Wikipedia
The concept of the process is not complex, and, if used correctly, can lead to a successful future for a company that may be at risk or crisis. 

Companies of all sizes and industries have been the target of leveraged buyout transactions, although because of the importance of debt and the ability of the acquired firm to make regular loan payments after the completion of a leveraged buyout, some features of potential target firms make for more attractive leverage buyout candidates, including:
  • Low existing debt loads
  • Historical financials that reflect stable and recurring cash flows
  • Market conditions and perceptions that depress the valuation or stock price
  • The potential for new management to make operational or other improvements to the firm to boost cash flows
  • Hard assets (property, plant and equipment, inventory, receivables) that may be used as collateral for lower cost secured debt
  • 
    Contact Us for Your Business Development, Deal Flow & Sourcing Needs
While some LBOs can lead to large layoffs and asset selloffs, some LBOs can be part of a long-term plan to save a company through leveraged acquisitions. Empirical evidence shows that many LBOs, like other types of buyouts, have resulted in significant improvements in firms’ performance (using a range of indicators from cash flow to return on investment), which can be explained by a combination of factors including tax benefits, strengthened management, internal reorganization, and change in corporate culture. 

On the other hand, LBOs, because of the leverage aspect, are controversial because they may cause disruptions and economic hardship in the company purchased: Its assets serve as collateral for the borrowed money, the purchasing company (often a holding company whose only purpose is corporate ownership and control) intending to repay the loan by using the future profits and cash flows from the purchased company or, failing that, by selling its assets (i.e., dismantling the company). 

LBOs have raised issues of ethics, notably about conflicts of interest between managers or acquirers and shareholders, insider trading, stockholders’ welfare, excessive fees to intermediaries, and squeeze-outs of minority shareholders (who may well receive a good price for their shares, an average of 30% to 40% more than the market price, but do not eventually benefit from the massive financial rewards of shrewd post buyout strategies).

Challenges and Demand for LBOs

Although LBOs still have the largest amount of funds available for investments the private equity industry has experienced some decline in their capacity for leveraged buyouts due to external pressures and investor preferences.

Top 7 Reasons for Trend 
 
  1. Monetizing portfolio companies are talking longer in recent years. That traps investors' capital, reducing capacity for redeployment in new funds or in some cases for recycling existing funds.  
  2. Newly launched buyout funds - even from established managers - are having an increasingly difficult time raising the same amounts of capital they did in earlier funds. Large institutional investors have been cautious on private equity due to liquidity constraints they encountered in 2008 as well as poor return expectations for the whole sector. 
  3. Many pensions and endowments are staying away from some of the mega-funds with the belief they are too bulky to achieve superior returns. And in cases where major investors do come into large LBO funds, they often demand to directly co-invest with these funds on buyout deals. These co-investments, on which pensions do not pay fees, become a significant portion of investors' private equity allocations. Pension holding company shares directly on their books limit the amount of capital available for LBO funds. Some years back when deals were too large for a single fund, LBO firms would call each other to club on transactions. Now they call their investors to present co-investment opportunities. 
  4. Companies have developed preventive strategies and defensive tactics (with “poison pills” meant to deter hostile bids, typically giving current shareholders particular rights to buy additional shares or to sell shares with severe economic penalties on the LBO acquirer).  
  5. Changes in legislation make such takeovers more difficult (e.g., with Delaware’s merger moratorium law or Ohio’s control share acquisition law).
  6. The rise of litigation against leveraged bids (for instance with allegations of violations of antitrust and securities laws) contribute to the difficulties in completing a LBO.
  7. Ongoing re-balancing in retirement funding. Increasingly employers are shifting from defined benefits to defined contribution pensions. Defined contribution accounts are managed by individuals rather than pension funds and do not have access to alternative investments such as private equity. The slower growth in defined benefits accounts (as well as the ageing population of employees with these benefits) limits the overall demand for private equity, making fundraising for LBO shops enormously challenging in an already competitive environment.

4 Common Buyout Scenarios  

  1. The Repackaging Plan - The repackaging plan is when private equity is used to purchase a currently public company. The purchased company is then taken private for a few years and "cleaned up" before being returned to the market as a fresh new IPO. 
  2. The Split-Up - Splitting up happens when a company is deemed to be worth more if divided or sold off in pieces. An LBO occurs and then the acquired company is dismantled. This is the most feared form of LBO and is commonly seen with conglomerates. 
  3. The Portfolio Plan - The portfolio plan or aggregation uses an LBO to acquire a competitor and thus enhance or add to its portfolio. This is risky because the acquired company must show a return on invested capital that exceeds the cost of acquisition. 
  4. The Savior Plan - The savior plan is often drawn up with good intentions, but frequently arrives too late. This scenario is when the management and employees of a company borrow money to save a failing company. This is the least common form of leveraged buyout because to turn a failing company around generally requires changes in management and employees.
Regardless of what they are called or how they are portrayed, LBOs will be a part of our economy as long as there are companies, potential buyers and money to lend. 


Terry Stidham is the President and Founder of Target Search Group. He is a Business Development and Deal Flow Specialist with extensive knowledge of the M&A process, combined with an in-depth understanding of the constantly changing global capital markets environment. He has served as the head of entrepreneurial organizations as well as Fortune 500 companies. He specializes with mid-market companies in a diverse array of industry sectors from service and manufacturing to technical and professional firms.