Professional Documents
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Leading Firms in Software, Semiconductor and Other Key Technology Sectors and How to Identify and Engage a Banker
99 High Street Boston, MA 02110 617.371.3900 623 Fifth Avenue 16th Floor New York, NY 10022 646.264.6000 Four Embarcadero Center Suite 3300 San Francisco, CA 94111 415.229.7171
Member NYSE/NASD/SIPC
Jefferies / Broadview
Needham Pacific Crest Piper Jaffray
RBC
SG Cowen SVB Alliant The full, relevant list is probably 25-30 firms - the specific needs, relationships and culture of the clients decision-makers will dictate the best working relationship.
Board members
Public company CFOs Those who have gone through the process before
Examples of what to do and what NOT to do
Establish relationships well before taking action
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Venture fund
Specific industry or M&A practice groups
Will your deal be important to the firm? Who will be the team?
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Particularly required for technology and middle-market transactions: Senior-level attention, experience
Not treated as training ground; less turnover
Importance and relevance to firms strategy Match with rest of firms investment in your industry sector
More consistent contact and influence with relevant decision-makers
Creativity / independent thinking Relationship share of client orientation vs. share of market
The engagement:
Should align shareholder interests with those of advisor Can be customized, according to prior corporate relationships, etc. Needs to reflect strategy broad auction, narrow list of buyers, etc.
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Incremental risk inherent in the industry requires special focus on buyer universe and process.
Valuation Perspectives
Business Challenges
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Maximize Value
Determine effective positioning Access key decision makers Generate competition, if necessary
Secondary
Stage 1: Screen buyers (more cost-effective) Stage 2: Front-loaded due diligence / informal bidding Use disciplined approach Maintain a level playing field
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Phase
1
Company Evaluation
2
Preparation and Research
3
Executive Marketing Strategy
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Screening and Due Diligence
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Execution and Closing
Weeks
10
11
12
13
14
15
16
17+
Negotiate definitive merger or purchase agreement Announcement of transaction Close transaction
Conduct due diligence Understand / assess financial and strategic objectives Develop financial models Develop positioning strategy Draft descriptive selling memorandum Develop potential acquiror list Find agreement on all elements of process
Contact potential acquirors Execute confidentiality agreements Distribute descriptive selling memorandum
Schedule visits by potential acquirors Initial due diligence Discuss feedback with management
Evaluate proposals Select final candidates Negotiate agreement in principle Conduct final due diligence
Valuation
Contribution Analysis
Valuation based on relative contribution to NEWCO Quantify amount of EPS accretion
Business momentum
Access to capital, flexibility, alternatives Technology position Commitment of key personnel, management strength
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Leadership companies increase growth prospects by investing during periods of slowing growth valuations improve as focus shifts to next upturn Structure Balancing act between parting with precious cash in a downturn versus issuing undervalued securities
Sellers can capture additional upside of undervalued stock prices when market recovers
Likely demands for contingency payments / earnouts in transaction structure
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Middle-Market M&A
Summary of Trends
10 15 years ago: resistance
A recent pause
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Middle-Market M&A
Summary of Trends
Number of sub-$250 million deals peaked at over 4,000 in 1998
Has declined steadily since
2,220 completed in 2003; perhaps slightly fewer in 2004
Earn-outs
If less than 20% of deal, is it worth it?
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Middle-Market M&A
Summary of Trends: Revenue Multiples
2.0x 1.8x 1.6x 1.4x 1.2x 1.0x 0.8x 0.6x 0.4x 0.2x 0.0x 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
*Deals include Mergers, Acquisitions, Asset Acquisitions, and Acquisitions of Marjority Interest Source: M&A Desk
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Middle-Market M&A
Summary of Trends: EBITDA Multiples
12.0x 10.0x 8.0x 6.0x 4.0x 2.0x 0.0x 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004
*Deals include Mergers, Acquisitions, Asset Acquisitions, and Acquisitions of Marjority Interest Source: M&A Desk
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Middle-Market M&A
Summary of Trends: Annual Transaction Volume
5,000
4,000 3,901 3,000 1,609 1,453 799 1,000 339 743 1,058 Technology Healthcare Consumer 2,000
Source: Thomson Financial SDC. Excludes deals less than $20M. (1) 2004 data annualized based on YTD level of activity. As of 10/29/04.
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Final Thoughts
What should privately-held companies implement?
Really, what companies should NOT do
Insider transactions, etc.
Biggest mistakes:
Starting process too late Extending the process too long Having no valuation flexibility Not having good lawyers / advisors
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99 High Street Boston, MA 02110 617.371.3900 623 Fifth Avenue 16th Floor New York, NY 10022 646.264.6000 Four Embarcadero Center Suite 3300 San Francisco, CA 94111 415.229.7171
Member NYSE/NASD/SIPC