If you’re getting ready to sell your business in the near future, there are ways to streamline your operations to make it more enticing to potential buyers. Here are six steps to merger and acquisition (M&A) success.
Buyers are most interested in a target’s core competencies. Nonessential items — such as underperforming segments, nonoperating assets, shareholder loans and minority investors — complicate mergers and acquisitions. Consider removing these items from your balance sheet when you’re ready to sell your business.
Sales are often based on multiples of earnings or earnings before interest, taxes, depreciation and amortization (EBITDA). Do what you can to maximize your bottom line. That includes cutting extraneous expenses and operating as lean as possible when you’re preparing your business for sale.
Buyers also want an income statement that requires minimal adjustments. For example, they’re leery of businesses that count as expenses personal items (such as country club dues or vacations) or engage in above-or below-market related party transactions (such as leases and relatives on the payroll).
Private business owners nearing retirement may lose the drive to grow the business and, instead, operate the company like a “cash cow.” But buyers are interested in a company’s future potential.
Achieving top dollar requires a tack-sharp sales team, a pipeline of research and development projects, well-maintained equipment and a marketing department that’s strategically positioning the company to take advantage of market changes and opportunities. Emphasize these strengths in your company when preparing your business for sale.
It’s no surprise that businesses with higher risks tend to sell for lower prices. No company is perfect, but industry leaders identify internal weaknesses (such as gaps in managerial expertise and internal control deficiencies) and external threats (such as increased government regulation and pending lawsuits).
Honestly disclose shortcomings to potential buyers. Then, when you’re ready to sell your business, discuss steps you have taken to mitigate risks. Proactive businesses are worth more than reactive ones. Read more about how proactive due diligence can assist your merger.
Buyers want more than just financial statements and tax returns to conduct their due diligence. Depending on the industry and level of sophistication, they may ask for marketing collateral, business plans, financial projections, fixed asset registers and inventory listings.
Many will even ask for copies of major contracts, such as leases, insurance policies, franchise deals, employee noncompete agreements and loan documents. Before you give out any information or allow potential buyers to tour your facilities, enter into a confidentiality agreement to protect your proprietary information from leaking to a competitor.
When preparing your business for sale, evaluate different ways to structure your sale to minimize taxes and maximize selling price. For example, one popular element is an earnout, where part of the selling price is contingent on the business achieving agreed-upon financial benchmarks over a specified time. Earnouts allow buyers to mitigate performance risks and give sellers an incentive to provide post-sale assistance.
Some buyers also may require you to stay on the payroll for three to five years to help smooth the transition to new management. Seller financing and installment sales also are gaining popularity in management buyouts and purchases by joint venture partners.
A fundamental question that buyers and sellers both ask is what the company is worth in the current market. To find the answer, business valuation professionals look beyond net book value and industry rules of thumb.
For instance, a valuator can access private transaction databases that provide details on thousands of comparable business sales. These “comparables” can be filtered and analyzed to develop pricing multiples to value your business. A valuator might also project the company’s future earnings and then calculate their net present value using discounted cash flow analyses. These calculations help buyers set asking prices that are based on real market data, rather than gut instinct.
They can also estimate the value of buyer-specific synergies that result from cost-saving or revenue-boosting opportunities created by the deal. Synergistic expectations entice buyers to pay a premium above fair-market value.
When you’re ready to sell your business, contact a valuation professional long in advance of when you plan to sell. Discuss your options in today’s hot M&A market and obtain help to “dress for M&A success” before interest rates and the supply of businesses for sale rise, leading to a less lucrative selling market.
Another important question to address when you’re ready to sell your business is whether the deal should be structured as an asset or stock sale. Read why buyers love asset purchase deals.
Deal structure is an important consideration to understand before sitting down at the negotiating table. When preparing your business for sale, ask a tax professional to calculate your after-tax sales proceeds under different scenarios to find the option that works best for you and your buyer.
When you’re ready to sell your business, you need advice and financial assistance you can rely on. The experienced CPAs at Maxwell Locke & Ritter can help your company present itself in an excellent light for the most seamless and lucrative transition possible. Contact us today to get started.