CALCULATION OF VALUE: THE PRECURSOR TO AN EXIT

Business owners contemplating an exit from their business should begin the transaction process by engaging an experienced M&A Advisor to perform a Calculation of Value. Although the requirements for a calculation engagement may be more limited than for a valuation engagement, business owners should expect an efficient and systematic approach to the calculation of their company’s value. Most effectively used on the sell-side of a transaction, calculation engagements typically possess the following characteristics:

  • Scope limitations; more narrowly-focused
  • Reduction of costs (relative to a formal valuation)
  • Mutually-agreed upon valuation approaches and methods
  • Mutual determination of the extent of procedures to be performed
  • Calculated Value expressed as a single value or value range

A thoroughly executed calculation of value will serve as the reference point for business owners and their respective M&A Advisor moving forward in the transaction process. Calculation engagements also provide business owners and their advisors with a platform to clarify the owners’ goals, align owners’ expectations with marketplace realities, determine whether a sale is the appropriate course of action, identify opportunities to maximize the sales value, and eliminate surprises during due diligence/close.

KNOW WHEN TO HOLD ‘EM

Exiting a business at its highest value requires business owners to have a deep understanding of their business, their industry, and the marketplace at large. As the publisher and businessman Malcolm S. Forbes said, “the best vision is insight.” Timing the market necessitates a business owner’s ability to recognize the not-to-often phenomena of “in the right place, at the right time.”

Although rare, bubbles do occur, and slightly more frequent than a bubble, roll-ups provide an opportune time to exit a business at a premium. Business owners who are fortunate enough to find themselves in a bubble or roll-up scenario should:

  • Look for high activity within their industry;
  • Identify competitors/other businesses within the industry selling at multiples of EBITDA greater than 5;
  • Realize that bubbles usually last 3-4 years and rarely reoccur;
  • Understand that the age of an owner should not deter exploration of a transaction (i.e. this opportunity may not occur again, or at least not with the same voracity)

The attune business owner, with the help of professional advisors, should always know the value of their business in the marketplace.

LOOKING BACK TO MOVE FORWARD

The Alliance of Merger & Acquisition Advisors (AM&AA) is the premier international organization serving the educational and resource needs of middle-market M&A professionals. AM&AA surveys its membership annually to provide insights into sell-side transaction multiples of earnings before interest, taxes, depreciation, and amortization (EBITDA) and sell volumes completed in the second half of 2014; generating The Deal Stats Transaction Survey.

Based on the survey, average and median multiples for done deals have risen; the average multiple increasing from 5.52 to 5.64 times EBITDA and the median multiple increasing from 5.12 to 5.37. Also, the total number of deals has increased, and transaction dollar volumes have remained above historical levels. Average EBITDA multiples by industry were: Construction – 4.87; Manufacturing – 5.68; Wholesale Trade – 6.54; Retail Trade – 6.02; and Professional Services – 5.32.

The traditionally positive relationships between EBITDA multiples (higher), transaction size (total consideration), and company revenues were observed in this Survey as well. The principal reason cited by the members of AM&AA for companies with higher EBITDA multiples – higher growth opportunities and high synergy possibilities for the buyer.

AN OMNIPRESENT THOUGHT: THE LIQUIDITY EVENT

The thought of “cashing out” lingers in the back of every business owner’s mind. Confronted daily with time constraints, market volatility, hawkish competition, profitability and growth objectives, and employee satisfaction, business owners often neglect taking the necessary actions to establish a viable exit strategy. There are simply not enough hours in the day.

However, business owners must realize that inaction creates vulnerabilities and few alternatives at the time of transition. A practical exit strategy for a business owner will identify and correct problematic issues, determine and enhance the value drivers, accelerate growth, and increase profitability. Businesses are the most valuable asset of a majority of business owners; an exit strategy is too important to disregard!

Business owners preparing for a liquidity event well in advance of its execution will insure maximum value from their M&A transaction. Every buyer will eventually become a seller; planning for your liquidity event should begin on the first day of operations!

EARN-OUTS: A VIABLE SOLUTION

A major point of contention between buyers and sellers in M&A transactions is the purchase price. Earn-out agreements provide buyers and sellers with an effective technique to “bridge the price gap.” Although opinions and experiences vary widely, carefully structured earn-outs can mitigate risk and successfully meet the needs of both buyers and sellers. Risk reduction opportunities permeate throughout earn-out agreements and may include (but not limited to):

  • Performance metric selection – must be verifiable, well-defined, universally-understood
  • Negotiate caps and floors – guarantees a minimum or limits total consideration
  • Security arrangements – hold a portion of the earn-out in escrow, request a lien on company assets/shares, request guarantee from bank/parent company
  • Engage external financial and legal resources proactively – use of legal and financial professionals on the front-end averts surprises post-transaction

Eliminating risk in its entirety may be an unlikely proposition; however, buyers and sellers, equipped with experienced professional advisors and the will to close, can minimize risk and execute a mutually-beneficial earn-out agreement.

BAD CONSIDERATION IN A DEAL MAY BE WORSE THAN NO DEAL

Few buyers make all cash offers in middle market M&A transactions; preferring to offer any number of alternative forms of consideration. In order to meaningfully compare multiple offers to one another, all consideration must be weighted to its equivalent value in cash. Consideration may include:

  • Cash – “cash is always king”
  • Promissory Notes – interest rates, secured or unsecured, negotiable or non-negotiable
  • Company Stock – freely tradable or restricted, public or private, with or without put options
  • Earn-outs – short or long term, secured or unsecured

Other factors for determining the ultimate value of the buyer’s consideration include:

  • Tax considerations of ordinary income taxes versus capital gains tax consequences
  • Balance sheet targets in cash, working capital and total assets resulting in increasing or decreasing the buyer’s purchase price
  • Escrow and indemnity hold-backs in cash

The factors of consideration should be weighted by the standards of:

  • The time value of money
  • The probability of collection

The calculation and ranking of the respective cash equivalency valuations of multiple offers will provide for a robust discussion of what offer to accept.

NORMALIZATION OF INCOME

“Normalizing Adjustments” are essential to value a Company and to make meaningful comparisons between a Company’s past and future performances. The normalization of the financial statements should reflect a willing buyer’s expectations for operating results and assist in determining the appropriate future cash flow stream. In order to minimize confusion and disagreements between Buyer and Seller, adjustments should be:

  • Supported by detailed explanations and authoritative references.
  • Reflective of all relevant factors.
  • Reasonable and necessary.

Normalization generally involves adjusting for a number of broad categories:

  • Unusual, Nonrecurring or Extraordinary Items: highly abnormal; non-recurring in the foreseeable future; or unusual in nature and infrequent occurrence.
  • Non-operating Items: assets, liabilities, related earnings and expenses not associated with true operating performance.
  • Unusual Accounting Conventions: nonconformance with GAAP; industries with unique accounting habits; and changes in accounting methods.
  • Appropriateness of ownership controlled expenses: compensation, perks and family member expenses.

The appropriate adjustments to normalize income require substantial effort on the part of your M&A professional. It is the cornerstone upon which the Seller and Buyer make their determination of a sale/purchase price.

DUE DILIGENCE: BEGIN WITH THE END IN MIND

Confirmatory (final) due diligence in M&A transactions begins following the execution of the Letter of Intent (LOI) and should be completed when the Definitive Agreement is signed; normally, 60 days. The buyer’s purpose in due diligence is to ensure that the Target Company meets the expectations created in the selling memorandum. This process examines the issues of:

  • Financial – verification of the Target’s actual financial performance; problems with slow moving inventories, aging receivables, pensions and post-employment obligations.
  • Legal – review of all contractual relationships; indemnification limits, escrow agreements, seller representations and warrants incorporated in the definitive sales agreement.
  • Operational – meetings with key employees and significant customers; review of the Company’s technologies, processes, accounting systems and fixed assets.

The scope of todays due diligence process has expanded to reach deeper and wider than ever before. “Surprise” should be the expectation before closing; with buyers wanting to renegotiate the selling price, require additional conditions or to walk away. A knowledgeable M&A professional will have the correct selling plan in place from the start with potential due diligence issues addressed or disclosed long before the execution of the LOI.

NAVIGATING THE ACQUISITION AGREEMENT MIND

Negotiating an Acquisition Agreement involves a complex legal process intertwined with critical business decisions. This set of documents and its terms and conditions are surprisingly unique to each deal. Agreements are a tool for allocating risk; the key components include:

  • Consideration: structure scope of purchase, price, how/when paid, deferred consideration, earn-outs, contingent payments, employment/consulting agreements and post-closing adjustments.
  • Mechanics: conditions to closing, timetable, covenants, third-party and regulatory approvals, schedules and dispute resolution.
  • Allocation of Risk: representations and warranties, indemnification, escrows, holdbacks and baskets, collars, maximums, survival periods and methods for dealing with surprises.

Time is of the essence to close; surprises will surface! Most of the issues that emerge during or prior to closing are legal in nature. At this time, the transaction attorney is the leader of the M&A team. The investment banker ensures that the attorney is apprised of the business terms negotiated through the executed Letter of Intent. The members of the seller’s M&A team will each bring a discrete and complementary expertise to the final negotiations and the closing of a transaction.

BEATING DOUBLE TAXATION USING PERSONAL GOODWILL

What should matter most to a seller of a business are the after-tax proceeds. One of the roadblocks that arise in structuring a business sale has to do with the competing tax consequences of the buyer and seller. If structured properly, the seller of personal goodwill receives significant benefits with no adverse tax consequences to the buyer.

From the sale/purchase of personal goodwill:

  • The selling shareholder avoids corporate-level tax and ordinary individual income tax rates; and reports long-term capital gain which often can be very significant.
  • The buyer records an amortizable asset that would not be available if the consideration was paid for the stock of the corporation.

For personal goodwill to exist:

  • Must meet the definition of goodwill from a tax perspective.
  • Must be owned by an individual.
  • The individual must not have a non-compete or employment agreement with the corporation.
  • Have an appraisal of the personal goodwill.

With the correct set of facts and the proper planning, personal goodwill is a viable tax planning idea for owner-managed businesses.