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Jul 25, 201901:04 PMExit Stage Right

with Martha Sullivan

The shifting and crazy state of M&A — Have you missed it?

(page 1 of 2)

Every summer, the Alliance of Mergers & Acquisitions Advisors gathers over 300 professionals in Chicago to discuss the state of the market, opportunities to work together, and how to create value for businesses. The mix of professionals is broad. It includes investment bankers, financing partners, private equity funds, accountants, lawyers, business valuators, financial planners, marketers, and business improvement, HR, and family-business consultants. Pretty much every type of professional who serves a business owner from the time their company is formed to the time they exit attends. The conference itself is a blend of speed dating and education. There’s as much energy in the presentation rooms as there is in the hall where people connect and collaborate.

Throughout the speed dating, everyone is curious about what the other guy is seeing in the market. How much activity are you seeing? Are your deals getting the needed financing? What multiples are you up against? Where are you having success? Where is stuff hitting the fan?

The tone of this year’s conversations was decidedly different than even 12 months ago. Last summer, everyone knew that we were in one of the longest bull runs ever and the market was not showing many signs of cooling. Buyers were hungry hunters looking for quality companies and were willing to pay for them.

Today’s conversations were different. Sure, buyers — whether a corporation looking to make a strategic acquisition or a private equity fund/financial buyer looking to invest — still seek quality companies and, when they find one, are willing to jump. Health care, high tech, and online/SaaS companies are in high demand. Companies for sale that aren’t attractive enough or meet buyers’ investment criteria are being turned away just as they were before. So, what’s changed?

Two dynamics are appearing:

  • Buyers are being cautious and conservative, worried that the run is slowing. Many buyers are pulling their chips back. They still have the chips, they just aren’t as eager to jump as they were before.
  • Multiples for attractive platform1 companies are “insane,” as more than one buyer put it. Some companies are going for multiples as high as 12 or 13, which is extraordinarily high for even golden opportunities.

These dynamics may appear to be at odds with each other, but they aren’t. There are several factors driving this.

The haunting of 2008

For many experienced buyers of companies, the current economic environment is beginning to feel like 2007 and 2008 before the economy shifted. Multiples were also high then. Funds were being pressured by their investors to deploy the capital and make investments into portfolio companies. Investors bought at a market high, often using significant amounts of debt to fund it.

Then the wheels fall off. Economic growth opportunities stall. Portfolio companies sputter and they may or may not be struggling to survive. Access to financing for the substantial growth initiatives, such as implementation of a robust ERP system or acquisition of an add-on, shuts down. The ability to get a return on the investment, let alone the original targeted return and timetable, are seriously compromised. Some investments are upside down on their debt.

Fast forward to today. Eleven years have flown by and investors and their portfolio companies recovered. But the memory of 2008 is still fresh in the minds of many seasoned buyers. They have no desire to relive the pain of having paid good money at the market top to then watch it free fall. Buyers are decidedly more cautious about pulling the trigger on a deal, particularly for the platform companies.

Platform companies are ones that the investor buys to aggressively build and grow. To be a platform company, the business needs to be scalable and ripe for significant growth and improvement. Investors go into the deal knowing that they will provide capital and talent to take the business to a new level. The growth strategy may include acquiring other smaller companies that complement or supplement the business of the platform company. These smaller deals are often referred to as “add-ons” or “tuck-ins.”


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About This Blog

Spending half her career as an advisor to privately-held and family businesses and the other half in CFO/COO roles, Martha Sullivan is a partner and the succession planning practice leader in the business transition strategies group at Honkamp, Krueger & Co., P.C. She and her team have extensive experience assisting business owners achieve their personal, business, and transition goals. “Don’t think of the 'exit' from your business like it’s a four-letter word. Make it your next adventure!”



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