Maximising the Value of your business - Kingston Smith · 2019. 9. 5. · Maximising the value of...
Transcript of Maximising the Value of your business - Kingston Smith · 2019. 9. 5. · Maximising the value of...
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Maximising the value of your business
Marc Fecher
8th May 2014
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Agenda
• Sector overview
• Multiples
• The strategic review
• The valuation methodologies and myths
• Tax
• Who are the buyers and what do they want
• Timing
• Top Tips
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Corporate Strategic
Advice Fundraising Acquisitions
Long-term Strategy
• Corporate Strategists
• Alternative Solutions
• Articulate in plain language
• Action - Hands on director team
• FCA Regulated firm
Our Services:
Long term
Shareholder
Value
Our
Focus
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Deal volumes best since 2007
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Sector deals
$19 billion
$3 billion
Acquisition
Google’s acquisition
Nest labs
$2.91 billion
£7.2 billion
Lenovo acquires
Motorola Mobility
from Google
Microsoft buys
Nokia
$2 billion
£7 billion
acquisition of
Oculus
King Digital
Entertainment Plc
IPO
$16 billion
IPO
£7.2 billion
Alibaba Group
Holdings
Microsoft acquires
Nokia
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Who is buying ?
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M&A volume
Global technology M&A in 2014 highest since 2000
US 588 deals $64.5bn
Software $39.85bn
Services $23.6bn
Semiconductors $6.1bn
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$0.00
$500.00
$1,000.00
$1,500.00
$2,000.00
$2,500.00
$3,000.00
$3,500.00
$4,000.00
$4,500.00
$5,000.00
0
200
400
600
800
1000
1200
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Deal
valu
e (
$M
)
Nu
mb
er
of
deals
Europe: Annual Total Deals (2003-2013)
deals finance
Venture funding in Europe
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Technology IPOs in Europe A weak market, with few noteworthy IPOs, for size or success
0
20
40
60
80
100
120
140
160
2005 2006 2007 2008 2009 2010 2011 2012 2013
Number of IPOs - Europe - Technology
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Multiples Are increasing across the sector
0
5
10
15
20
25
30
35
40
2006 2007 2008 2009 2010 2011 2012 2013 2014
Technology
Media
Telecoms
Price Earnings (P/E) Ratios – year end
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Stick or Twist
Sell
Retain
Raise funds
Debt funding
Crowd funding
Partial exit
IPO
Development capital
Private Equity
Buy
Liquidate
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Strategic plan
Written exit plan
Unformulated exit plan
Identification of potential
buyer
None
Don’t know
• Despite such high awareness
of the meaning of “exit
strategy”, only (30%) have
any form of formal
succession planning or
written exit plan in place.
• However, one in four (24%)
have an unformulated exit
planned a further 6% have
identified a potential buyer.
• The survey showed that 40%
of those surveyed have not
considered their exit route
grooming or their exit strategy
despite being aware of the
term exit strategy.
7%
33%
6%
24%
9%
21%
What are my options?
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Activity Specific
Hardware and distribution
Software sales/development
Consultancy Social apps
(social media)
Communication Services SaaS/enterprise
(software, mobile)
Marketplaces/analytics (advertising, education)
Fintech (FS FT,F) E-commerce
(marketplaces)
Digital media/marketing
Mobile apps (location based services)
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Single most important transaction
in business life
“Failing to plan” is “Planning to Fail”
Strategic Plan
The
Pre-sale planning process
Proper Preparation
and planning
No second
chance
Get it right
first time
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What is a good Exit Strategy?
A plan, that matches owners aspirations with a range of purchasers and their needs
Unique to each business
A full strategic review of all business and non business assets and objectives
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The Pre sale Planning Process
• Enhance Strengths
• Remove Weaknesses
• Exploit Opportunities
• Manage Threats
To Improve the multiple and the quality of earnings and cash generation
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Valuation Summary
£4.3m
£7.0m
£11.6m
£16.8m
£21.2m
FY10 FY11 FY12 FY13 FY14
Valuation Split £000 %
Contracts 7,629 36%
Products 3,799 18%
Government 1,950 9%
Analytics 806 4%
Projects 3,765 18%
Fieldworkks 2,266 11%
Other 1,046 4%
21,262 100%
67%
33%
ne
wC
urre
nt
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Timeline and Action Plan Short term Medium Term Long Term
Immediate Phase 1 Phase 2 Phase 3 Phase 4
Implement timesheet system Performance management remuneration system
Budget for all jobs on detailed proforma by employee
Prepare cashflow forecast for all large jobs and negotiate terms accordingly
Control job costs and profitability
Improve working capital
Performance improved, complete XYZ ‘platform‘
2nd tier management team empowered and setup EMI Scheme
Interim debt raising / capital injection to support growth if necessary
Corporate reorganisation and structure
Focussed Growth Strategy • Long term contracts • Government sector • Product development
Deliver exit strategy
Key Milesone: • Projects Developed • 2nd tier management
fully empowered
Key Milesone: • £500k of products sold • 5 main contracts won
Key Milestone: • Delivery Exit Strategy
Key Milesone: • New system goes live
Key Milesone: • Group Reorganisation • Performance improved
and implemented. Ongoing trading/KPI‘s enshrined:
– Time targets – Write off targets
Increasing Partnership Value
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The Process
Maintainable Earnings (Post-Tax)
Price Earnings
Ratio
The Business
Value
• Objective = maximise value, meet owners emotional expectations
and maintain confidentiality
• To improve both the multiple and the quality of the earnings
• To attract a premium buyer
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What valuation should I expect?
NAV minimum
EBITDA multiple less Debt
P/E multiple of maintainable earnings
Discounted Cashflow
Strategic acquisition valuation
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Which multiple is used ?
Multiples: 2008 2009 2010
Pre tax 70.0 23.0 18.0
Adjusted pre Tax 50.0 17.5 9.8
EBITDA 15.9 9.3 6.7
Valuation of business £7m
2008 2009 2010
£ '000 £ '000 £ '000
Turnover 7,000 8,000 9,000
Gross Profit 2,100 2,400 2,700
Overheads 2,000 2,100 2,300
Pre tax profit 100 300 400
Adjustments
Excess Directors Rem 40 65 200
One off Recruitment costs 35
Redundancy payment 70
Repairs and maintenance 45
40 100 315
Adjusted Pre Tax profits 140 400 715
Depreciation 250 300 300
Interest 50 55 35
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Entrepreneurs relief
First £10 million 10%
Thereafter 28%
One-off lifetime amount
5% of the business
12 month test of ownership
and employment
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Who are the buyers
Strategic Buyer
Financial
Trade
Management Team
The Company
International
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World Wide Association
Ksi – Member Firms
Total number
of offices
Total number of
firms
Total number of
countries
183 83 68
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Case study
S Limited Digital agency
No pressure on sale – realised opportunity
Expected commitment post sale
EBIT on an upward curve
Characteristics:
– Geography
– Expertise
– New market entrant
– Growth
Negotiated valuation of up to £10m [30x historic 10.5x current run rate]
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Why would they buy
Competitor removal
Gain market share
Geographic expansion
Enter complementary market
Broaden product / service offering
Buying power cost benefits
Marginal costs to run
Diversification
As Preparation for their exit
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Flexible property
arrangements
Other key issues both good or bad
Good market dynamics and secure market
position
Quality of management
team
Quality of earnings and
sustainability in the future
Relatively rapid Payback
Low price and a low risk
Future growth
Hidden asset values
Quality of operations
Protected IP Maintainable
earnings
Hidden asset values
Minimal working capital requirements
Simple transaction structure
What buyers want
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Exit Puzzle
Cash Buyers
Market
Esteem USP
Employees Results
Timing
Warranties
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The Best Time to Sell
-20
-10
0
10
20
30
40
50
0 1 2 3 4 5 6 7 8 9 10
Pro
fits
aft
er ta
x
Time
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Do I need to stay on?
Motivation
Deal structure
Deferred consideration
Earnout
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Corporate Clean Up
1. Excess directors / family
salaries, pensions
2. Benefits in kind
3. Family property
4. Cash drawings
5. Private Assets
1. The Management Team
2. Option scheme
3. Maintainable Earnings
4. Subsidiaries & Branches
5. Share buy backs
6. Ownership of intangible
assets
7. Property
8. Cost base and Margins
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Top 10 Mistakes
1. Process Triggered by adversity
2. No strategic plan
3. No idea of real worth
4. Too much own involvement
5. No DD on other side
6. “CASH” only
7. Weak secondary management team
8. Wrong partner/strategy
9. Wrong time
10. “Eye off the ball”
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C Limited
Page impressions 1.5m
Income £100k
PBT £8k
NO forecasts
Developed revenue model
Proved concept
Sold for £
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Objectives
Vendors
Objectives
Buyers
Objectives
• Secure future for business
• Income stream or retire
• De-risk
• Cash
• Up-front
• Goodwill recognition
• New challenges
Platform for growth Broadens products and services
Enter new market / Geography
Critical mass
Non-cash
Deferred
Overhead savings
If necessary tie in vendor
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H Ltd – Sale
Profitable - Turnover £65m
Excellent business trade buyers were interested
3 offers from international buyers
Offers were based upon valuation of £15m
Offers were based on 65/35
completion/performance
Owners felt loyalty to staff and wanted a
continued investment but also wanted to retire
from the business.
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Plan B
Current management wanted to acquire the business
Deal structure
Total business valued at £12m
– Vendors kept 20% of the equity
– MBO team funded £12m of acquisition finance
(Once in a life time opportunity)
– Assist with raising the debt funding to buy the
business
– Business currently valued at £40m
Plan B realized over double the best offer from a trade
buyer for the vendors!
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Top Tips
1. It’s never too early for strategic pre-sale planning
2. Get earn outs clearly documented
3. Strategic buyers pay premiums
4. Auction situations maximise value
5. Keep your eye on the ball
6. Experienced advisors pay for themselves
7. Timing, Timing,Timing – Window of opportunity
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Conclusion and next steps
No second chances
Get it right first time
The best outcome arises when there is:-
– A well planned grooming and sales
process
And Plan B