A Management Buyout – an Opportunity of a Lifetime
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
REBOOT Innovative Twists on Old Ideas
Baker & McKenzie Global Private Equity REBOOT Innovative twists on old ideas Baker & McKenzie Global Private Equity – Insights 2014 | 1 INSIGHTS 2 | Baker & McKenzie Global Private Equity – Insights 2014 Baker & McKenzie Global Private Equity – Insights 2014 | 3 In this issue... FOREWORD Simon Hughes. Global Chair of Private Equity, Baker & McKenzie. 6 REBIRTH OF OLD IDEAS Abenomics and the Art of Rejuvenation. J-Star’s Gregory R Hara summarises the impact which Abenomics is having on the Japanese PE market. 8 Spain Steps Up. Riverside’s Marcos Llado discusses the re-energising of the Spanish PE market. 12 East Side Story. Mid Europa Partners’ Michelle Capiod on untapped PE potential in CEE. 16 Tracking the Upswing. PwC’s Peter Whelan and James Anderson look at the strong demand for IPO exits by PE houses. 20 The Clean Generation. Sustainable Development Capital’s L. Warren Pimm surmises the coming to age of the renewables sector. 26 AFRICA RISES The Pan-African Investor. Development Partners International’s Runa Alam discusses multi-country African deals. 33 The Regulator. COMESA’s Willard Mwemba discusses the implications of Africa’s attempt at a European Commission. 39 The Country Hopper. Investec’s William Alexander looks at mid-market country-by-country African deals. 43 4 | Baker & McKenzie Global Private Equity – Insights 2014 INNOVATIVE TWISTS Burning Bridges. Increasingly, M&A transactions are being financed directly with high yield bond issuances. 48 I Owe Who? Goldman Sachs’ Denis Coleman shares his thoughts on what 2014 has in store for the leveraged finance market. 52 Easier to Swallow. PwC’s Blaise Jenner on the changes to IFRS regarding consolidating minority investments. -
Leveraged Buyouts, and Mergers & Acquisitions
Chepakovich valuation model 1 Chepakovich valuation model The Chepakovich valuation model uses the discounted cash flow valuation approach. It was first developed by Alexander Chepakovich in 2000 and perfected in subsequent years. The model was originally designed for valuation of “growth stocks” (ordinary/common shares of companies experiencing high revenue growth rates) and is successfully applied to valuation of high-tech companies, even those that do not generate profit yet. At the same time, it is a general valuation model and can also be applied to no-growth or negative growth companies. In a limiting case, when there is no growth in revenues, the model yields similar (but not the same) valuation result as a regular discounted cash flow to equity model. The key distinguishing feature of the Chepakovich valuation model is separate forecasting of fixed (or quasi-fixed) and variable expenses for the valuated company. The model assumes that fixed expenses will only change at the rate of inflation or other predetermined rate of escalation, while variable expenses are set to be a fixed percentage of revenues (subject to efficiency improvement/degradation in the future – when this can be foreseen). This feature makes possible valuation of start-ups and other high-growth companies on a Example of future financial performance of a currently loss-making but fast-growing fundamental basis, i.e. with company determination of their intrinsic values. Such companies initially have high fixed costs (relative to revenues) and small or negative net income. However, high rate of revenue growth insures that gross profit (defined here as revenues minus variable expenses) will grow rapidly in proportion to fixed expenses. -
Corporate Morality and Management Buyouts
Washington and Lee Law Review Volume 41 | Issue 3 Article 6 Summer 6-1-1984 Corporate Morality and Management Buyouts Follow this and additional works at: https://scholarlycommons.law.wlu.edu/wlulr Part of the Business Organizations Law Commons, and the Securities Law Commons Recommended Citation Corporate Morality and Management Buyouts, 41 Wash. & Lee L. Rev. 1015 (1984), https://scholarlycommons.law.wlu.edu/wlulr/vol41/iss3/6 This Note is brought to you for free and open access by the Washington and Lee Law Review at Washington & Lee University School of Law Scholarly Commons. It has been accepted for inclusion in Washington and Lee Law Review by an authorized editor of Washington & Lee University School of Law Scholarly Commons. For more information, please contact [email protected]. CORPORATE MORALITY AND MANAGEMENT BUYOUTS In response to a perceived opportunity for corporate management to share in the success of their companies,' management groups have been increasingly active in acquiring ownership of public companies through the use of manage- ment buyout transactions.' A management buyout transaction is any process by which the management of a public corporation acquires enough of the cor- poration's outstanding shares to convert the formerly public corporation into a private company. 3 By using the corporation's assets as collateral for loans to finance the buyout, corporate management alone or with other investors can leverage" a buyout of the corporation without risking substantial personal assets.5 Leveraged buyouts, therefore, are particularly attractive to manage- ment as a technique for acquiring significant equity interests in the companies for which they labor.6 In addition to providing management with an attrac- tive method of acquiring corporate ownership, management buyouts frequently result in gains in corporate performance by creating greater incentives for 1. -
Sweat Equity As a Gift: Venture Capital Investments and Tax Law in Japan
Proceedings from the 2009 Sho Sato Conference on Tax Law, Social Policy, and the Economy Sweat Equity as a Gift: Venture Capital Investments and Tax Law in Japan Zenichi Shishido Hitotsubashi University All rights reserved by the author. This paper was presented at a Sho Sato Conference held on March 9-10, 2009, under the auspices of the Institute for Legal Research and in cooperation with the Robbins Religious and Civil Law Collection, School of Law, University of California, Berkeley. 1 Proceedings from the 2009 Sho Sato Conference on Tax Law Sweat Equity as a Gift: Venture Capital Investments and Tax Law in Japan Zenichi Shishido1 I. Introduction We can observe a typical incentive bargain between human capital providers (entrepreneurs) and monetary capital providers (venture capitalists) in a venture company. If one party feels too much risk, she will hesitate to invest her capital. To maximize each party’s payoff, both parties need to bargain with each other to motivate each other to invest their respective monetary and human capital. It is a typical two-sided agency problem situation. The incentive bargain will be made on control sharing and value sharing. In Silicon Valley, such a two-sided agency problem is resolved by making entrepreneurs abandon control to venture capitalists and complementarily giving entrepreneurs additional cash-flow right as “sweat equity.” Japanese tax law is, however, hostile to the use of equity as an incentive. Particularly, the Japanese National Tax Agency might challenge the sweat equity practice as a gift and entrepreneurs would be required to pay gift tax. As a result, sharing cash-flow rights cannot be complementary to sharing of control, and the two-sided agency problem is not yet solved. -
The Handbook of Financing Growth
ffirs.qxd 2/15/05 12:30 PM Page iii The Handbook of Financing Growth Strategies and Capital Structure KENNETH H. MARKS LARRY E. ROBBINS GONZALO FERNÁNDEZ JOHN P. FUNKHOUSER John Wiley & Sons, Inc. ffirs.qxd 2/15/05 12:30 PM Page b ffirs.qxd 2/15/05 12:30 PM Page a Additional Praise For The Handbook of Financing Growth “The authors have compiled a practical guide addressing capital formation of emerging growth and middle-market companies. This handbook is a valuable resource for bankers, accountants, lawyers, and other advisers serving entrepreneurs.” Alfred R. Berkeley Former President, Nasdaq Stock Market “Not sleeping nights worrying about where the capital needed to finance your ambitious growth opportunities is going to come from? Well, here is your answer. This is an outstanding guide to the essential planning, analy- sis, and execution to get the job done successfully. Marks et al. have cre- ated a valuable addition to the literature by laying out the process and providing practical real-world examples. This book is destined to find its way onto the shelves of many businesspeople and should be a valuable ad- dition for students and faculty within the curricula of MBA programs. Read it! It just might save your company’s life.” Dr. William K. Harper President, Arthur D. Little School of Management (Retired) Director, Harper Brush Works and TxF Products “Full of good, realistic, practical advice on the art of raising money and on the unusual people who inhabit the American financial landscape. It is also full of information, gives appropriate warnings, and arises from a strong ethical sense. -
December 2011 Investment Summary
Marketing, Media, Technology, and Service Industries M&A & December 2011 Investment Summary Expertise. Commitment. Results. TABLE OF CONTENTS Overview of Monthly M&A and Investment Activity 3 Monthly M&A and Investment Activity by Industry Segment 7 Additional Monthly M&A and Investment Activity Data 24 About Petsky Prunier 34 M&A & INVESTMENT SUMMARY DECEMBER 2011 2 MARKETING, MEDIA, TECHNOLOGY, AND SERVICE INDUSTRIES Transaction Distribution • A to ta l of 261 deal s worth approximat el y $10.7 billion were announced in Decemb er 2011 • Digital Media/Commerce was the most active segment with 78 transactions • Software & Information was the highest value segment worth approximately $6 billion • Strategic buyers announced 142 deals for approximately $10.9 billion (54% of total volume) • VC/Growth Capital investors announced 107 deals for approximately $1.3 billion • Buyout investors announced 12 deals for approximately $807 million DECEMBER2011 BUYER/INVESTOR BREAKDOWN Transactions Est. Value Strategic Buyout Venture/Growth Capital # % $MM % # $MM # $MM # $MM Digital Media/Commerce 78 30% 1,816.0 17% 31 818.1 3 431.4 44 566.5 Marketing Technology 66 25% 1,811.3 17% 34 1,557.3 3 50.0 29 204.0 Software & Information 53 20% 5,944.3 56% 32 5,641.5 2 127.6 19 175.2 Agency/Consulting 37 14% 601.5 6% 30 356.4 2 17.2 5 228.0 Digital Advertising 17 7% 136.9 1% 8 91.1 0 0.0 9 45.8 MktiMarketing Servi ces 7 3% 130.4 1% 5 80. 4 1 15. 0 1 35. -
The Challenges Faced by Capital Markets in Handling Future Brownfield Investment By
The Challenges Faced by Capital Markets in Handling Future Brownfield Investment by Jonathan A. Bedard B.S., Business Administration, 1992 Northeastern University Submitted to the Department of Architecture in Partial Fulfillment of the Requirements for the Degree of MASTER OF SCIENCE In Real Estate Development at the Massachusetts Institute of Technology September, 1997 @1997 Jonathan A. Bedard All rights reserved The author hereby grants to MIT permission to reproduce and to distribute Publicly paper and electronic copies of this thesis document in whole or in part. Signature of Author: 6 epartment of Architecture June 25,1997 Certified by: Lawrence S. Bacow Professor of Law and Environmental Policy Thesis Supervisor Accepted by: Nz*William C. Wheaton Chairman, Interdepartmental Degree Program in Real Estate Development S;EP 161997 The Challenges Faced by Capital Markets in Handling Future Brownfield Investment by Jonathan A. Bedard Submitted to the Department of Architecture on June 25, 1997 in Partial Fulfillment of the requirements for the Degree of Master of Science in Real Estate Development ABSTRACT An unintended consequence of the industrialization of the United States has been the creation of an estimated 450,000 brownfields, or environmentally impaired properties. The U.S. Congress passed the Superfund Act of 1980 to attempt to clean up contaminated sites with money from the original polluters, but with limited success. Now the regulatory climate is changing to favor working with investors interested in buying and redeveloping these troubled properties. The investment opportunity is not of the same magnitude as that of distressed assets left over from the Savings and Loan crisis. -
Dell Undervalued in Sale Process
Dell Undervalued in Sale Process In Re: Appraisal of Dell, Delaware Chancery Court, Civil Action In November 2012, Wall Street equity research analysts No. 9322-VCL (May 31, 2016) indicated a per share value of $8.50, which was well below the indications of interest. As a result, this prompted the Dell Inc. (“Dell” the “Company,” or the “Respondent”) received Committee to hire Boston Consulting Group (“BCG”) as an written appraisal demands from certain Dell shareholders independent advisor on the Company’s forecasts. KKR then (“Petitioners”) as a result of an allegedly low price for Dell’s pulled out of the competition to acquire the Company, which management buyout (“MBO”). prompted the Committee to reach out to other private equity firms. In early 2013, BCG prepared a base case forecast BACKGROUND assuming $3.3 billion in cost savings from a proposed MBO. In 2012, Dell began to make efforts to prove that its stock was BCG then assessed the likelihood of the cost savings in its worth more than the value determined by the stock market. forecasts with 25% of savings realized (“BCG 25% Case”) and In particular, the Respondent’s CEO marketed the Company in 75% of savings realized (“BCG 75% Case”). BCG concluded the financial media in a “sum of the parts” manner. This was that the BCG 25% Case was the most likely to occur given an attempt to get Dell’s stock price closer to the level from the the Company’s track record of cost-saving initiatives. In the Company’s internal valuations. However, this was not achieved meantime, the effort to reach out to other private equity firms since the Company was not able to meet its aggressive forecast yielded no additional offers. -
NVCA 2021 YEARBOOK Data Provided by Dear Readers
YEARBOOK Data provided by Credits & Contact National Venture Capital Association NVCA Board of Directors 2020-2021 (NVCA) EXECUTIVE COMMITTEE Washington, DC | San Francisco, CA nvca.org | [email protected] | 202-864-5920 BARRY EGGERS Lightspeed Venture Partners, Venture Forward Chair Washington, DC | San Francisco, CA MICHAEL BROWN Battery Ventures, Chair-Elect ventureforward.org | [email protected] JILL JARRETT Benchmark, Treasurer ANDY SCHWAB 5AM Ventures, Secretary BOBBY FRANKLIN President and CEO PATRICIA NAKACHE Trinity Ventures, At-Large JEFF FARRAH General Counsel EMILY MELTON Threshold Ventures, At-Large JUSTIN FIELD Senior Vice President of Government MOHAMAD MAKHZOUMI NEA, At-Large Affairs MARYAM HAQUE Executive Director, Venture AT-LARGE Forward MICHAEL CHOW Research Director, NVCA and PETER CHUNG Summit Partner Venture Forward DIANE DAYCH Granite Growth Health Partners STEPHANIE VOLK Vice President of Development BYRON DEETER Bessemer Venture Partners RHIANON ANDERSON Programs Director, Venture SCOTT DORSEY High Alpha Forward RYAN DRANT Questa Capital CHARLOTTE SAVERCOOL Senior Director of PATRICK ENRIGHT Longitude Capital Government Affairs STEVE FREDRICK Grotech Ventures MICHELE SOLOMON Director of Administration CHRIS GIRGENTI Pritzker Group Venture Capital DEVIN MILLER Manager of Communications and JOE HOROWITZ Icon Ventures Digital Strategy GEORGE HOYEM In-Q-Tel JASON VITA, Director of Programming and CHARLES HUDSON Precursor Ventures Industry Relations JILL JARRETT Benchmark JONAS MURPHY Manager of Government Affairs -
Leap of Confidence Primagest Stay Relevant in a Changing World Deal-By-Deal Fundraising Is Great in Theory, but Often Difficult in Practice Page 7 Page 14
Asia’s Private Equity News Source avcj.com January 20 2015 Volume 28 Number 03 EDITOR’S VIEWPOINT Slower growth in China does not mean fewer opportunities for PE Page 3 NEWS Alibaba, Carlyle, CDC, CPPIB, Hamilton Lane, IDG, India Value Fund, Multiples, OTPP, Vision Knight, SoftBank, TA Associates, Sequoia, Tiger Global, Yunfeng Page 4 DEAL OF THE WEEK Macro headwinds blow Peoplebank off course Page 13 PORTFOLIO J-Star helps Japan’s Leap of confidence Primagest stay relevant in a changing world Deal-by-deal fundraising is great in theory, but often difficult in practice Page 7 Page 14 FOCUS DEAL OF THE WEEK Blood on the street Bang for their buck China’s mobile taxi-booking app battle Page 11 ChrysCapital nets 2x return on ING Vysya Page 13 4th Annual Private Equity & Venture Forum Indonesia 2015 24 March, Grand Hyatt Jakarta GLOBAL PERSPECTIVE, LOCAL OPPORTUNITY avcjindonesia.com SIGN UP NOW! Volatility, Opportunities and Jokonomics: AND US$200 A new landscape for PE (until 6 FEB only)SAVE We are delighted to bring your attention to the NEW speakers already confirmed for the 4th Annual AVCJ Indonesia Forum. Taking place on 24 March 2015 in Jakarta, this year’s agenda will adopt a lively and interactive format, addressing the significant potential as well as challenges PE is facing in this unique but volatile market. Join local and regional private equity leaders to debate whether Indonesia is still THE hot market in Southeast Asia and how deal activity can be increased over the next 12 months. NEW speakers just confirmed include: Wilson -
Sword Group 2014 Financial Report
Sword Group 2014 Financial Report 1,201 employees as at 31/12/2014 19 countries Revenue 2014: €117.1 million EBITDA: 16.1% CONTENTS 1 STATEMENT BY THE PERSONS IN CHARGE OF THE 2014 FINANCIAL REPORT P 3 2 INDEPENDENT AUDITOR P 3 3 DIRECTORS P 3 4 COMPANY INFORMATION P 3 5 KEY FINANCIAL INFORMATION P 4 6 GROUP ORGANISATION CHART P 5 7 OVERVIEW OF ACTIVITIES P 6 8 CORPORATE SOCIAL RESPONSIBILITY P 7 9 CORPORATE GOVERNANCE P 8 10 MANAGEMENT REPORT P 19 11 INDEPENDENT AUDITOR’S REPORT ON THE ANNUAL ACCOUNTS AS AT 31 DECEMBER 2014 P 43 12 ANNUAL ACCOUNTS AS AT 31 DECEMBER 2014 P 44 13 NOTES TO THE 2014 ANNUAL ACCOUNTS P 51 14 INDEPENDENT AUDITOR’S REPORT ON THE CONSOLIDATED FINANCIAL STATEMENTS AS AT 31 DECEMBER 2014 P 62 15 CONSOLIDATED FINANCIAL STATEMENTS AS AT 31 DECEMBER 2014 P 63 16 NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS AS AT 31 DECEMBER 2014 P 70 17 CONTACTS P 125 Sword Group – Financial Report 2014 V19-03-2015 Page 2 1 STATEMENT BY THE PERSONS IN CHARGE OF THE 2014 FINANCIAL REPORT 2014 Pursuant to Article 3 (2) c) of the Law of 11 January 2008 on transparency requirements for information about issuers whose securities are admitted to trading on a regulated market, I declare that these financial statements have been prepared in accordance with applicable accounting standards and that the financial statements present fairly, to my knowledge, a true and fair view of the financial position as at 31 December 2014, financial performance and cash flows of the Company and a description of the principal risks and uncertainties the Company faces. -
Doing Business in France
DOING BUSINESS IN FRANCE www.investinfrance.org FOREWORD This guide, Doing Business in France, written by the Invest in France Agency (IFA) in partnership with Deloitte, is intended to be a working reference guide to the business environment in France. It has been designed especially for foreign company directors who would like to invest in France, where more than 20,000 foreign companies are already established, running businesses under many different legal forms. In a fast-changing international environment, where being competitive is more than ever a priority, foreign companies choosing to set up business in France need be able to call upon experts that can offer them real growth opportunities. Working alongside the IFA is the Deloitte group, which has an extensive international presence in more than 150 countries, through which it can provide support to any foreign company in France. With around 15 international service groups based in France and around 10 abroad, Deloitte France is a unique and innovative organization that is fully dedicated to these issues. With its specialist country expertise, Deloitte France can provide assistance with your relocation and development projects in France and provide you with expert views from recognized audit, tax & legal, financial advisory, consulting and accounting experts. Today, France is a preferred destination for companies setting up business in Europe. It is a large economy within the euro zone, is open to foreign investment, and has supportive government policies to produce a well-qualified workforce and stimulate R&D, among other initiatives. France has many key strengths. While perusing the pages of this publication, we invite you to discover for yourself this environment stimulating entrepreneurial spirit, investment and innovation.