Formatting Guide: Colors & Fonts

Total Page:16

File Type:pdf, Size:1020Kb

Formatting Guide: Colors & Fonts SAAS & CLOUD M&A AND VALUATION UPDATE Q1 2016 BOSTON CHICAGO LONDON LOS ANGELES NEW YORK ORANGE COUNTY PHILADELPHIA SAN DIEGO SILICON VALLEY TAMPA CONTENTS Section Page Introduction . Research Coverage: SaaS & Cloud 3 . Key Takeaways 4-5 M&A Activity & Multiples . M&A Dollar Volume 7 . M&A Transaction Volume 8-10 . LTM Revenue Multiples 11-12 . Revenue Multiples by Segment 13 . Highest Revenue Multiple Transaction for LTM 14 . Notable M&A Transactions 15 . Most Active Buyers 16-17 Public Company Valuation & Operating Metrics . SaaS & Cloud 125 Public Company Universe 19-20 . Recent IPOs 21 . Stock Price Performance 22 . LTM Revenue, EBITDA & P/E Multiples 23-25 . Revenue, EBITDA & EPS Growth 26-28 . Margin Analysis 29-30 . Best / Worst Performers 31-32 Notable Transaction Profiles 34-43 Public Company Trading & Operating Metrics 45-50 Technology & Telecom Team 52 1 INTRODUCTION RESEARCH COVERAGE: SAAS & CLOUD Capstone’s Technology & Telecom Group focuses its research efforts on the follow market segments: ENTERPRISE SAAS & MOBILE & WIRELESS CONSUMER INTERNET CLOUD • Analytics / Business Intelligence • Cloud & IT Infrastructure • Cloud Computing / Storage • Communication & Collaboration • Content Creation & Management • CRM & Customer Services • ERP, Supply Chain & Commerce CONSUMER IT & E-COMMERCE • Finance & Administration TELECOM HARDWARE • Human Resources • Marketing & Advertising • Software Conglomerates • Vertical Markets 3 KEY TAKEAWAYS – M&A ACTIVITY & MULTIPLES LTM M&A dollar volume continued to increase in Q1’16, representing a very healthy dollar volume of $59.3B, setting a new five-year high » Q1’16 saw $9.6B in M&A dollar volume, representing a 40% growth over the prior year quarter LTM transaction volume of 1,053 deals reached a new five-year high » Q1’16 saw 248 deals as strong deal momentum continues, though slightly below the 250-280 deals per quarter in Q2-Q4’15 LTM transaction volume for private targets reached 1,028 deals, representing an 11% increase over LTM 3/31/15 LTM public transaction volume came in at 25 deals, representing a 56% increase Median LTM revenue multiple paid for private companies dropped to 3.3x, but remains relatively healthy Notable M&A transactions in Q1’16 . IBM / Truven Health Analytics ($2.6B) . GTCR / Lytx ($500M) . Cisco / Jasper Technologies ($1.4B) . Wipro / Health Plan Holdings ($460M) . Resmed / Brightree ($800M) . Microsoft / Xamarin ($400M) . Insight Venture Partners / Diligent ($624M) . FireEye / iSight Security ($275M) . Micro Focus / Serena Software ($540M) . Cisco / CliQr Technologies ($260M) The most active buyers included IBM, Alphabet, J2 Global, Microsoft, Vista Equity Partners, Cisco, Trimble Navigation, Intuit and Oracle (sorted by most active) Capstone expects robust M&A activity and attractive exit valuations to continue in the SaaS & Cloud segment for the remainder of 2016 » In the longer term, there is increasing risk that a market correction could negatively impact activity levels and valuation multiples 4 KEY TAKEAWAYS – PUBLIC COMPANY METRICS 1 recent IPO company was added and 6 were removed from the SaaS & Cloud 125 » Quick Heal’s post IPO performance was subpar Q1’16 stock performance posted losses of (7.6)% and (2.7)% for SaaS & Cloud 125 and NASDAQ, respectively » All sectors aside from Software Conglomerates and Content Creation & Management posted losses in their median share price performance Median LTM revenue multiple continued to decrease in Q1’16, retreating to 4.2x which remains relatively healthy Median LTM EBITDA multiple continued to decrease in Q1’16, currently standing at 16.7x Poor stock performance has led to a decrease in P/E multiples which now stands at 30.6x » Public markets demonstrate a strong preference for companies growing quickly and investing to solidify market leadership status and are willing to bet that future profits will come with scale Median revenue growth has rebounded in Q1’16 and currently stands at 20.9% Median EBITDA growth rates continue to recover back to healthy levels and currently stands at 20.5% Median EPS growth jumped to 21.7% in Q1’16, up from 17.2% in 2015 Median Gross Margins have remained constant for the past five years and currently stand at 67.8% » Content Creation & Management and Cloud & IT Infrastructure segments commanded the highest gross margins as most of their expenses are operational The Median EBITDA margin continued to increase in Q1’16 as companies increased scale or focused more sharply on profitability 5 M&A ACTIVITY & MULTIPLES LTM M&A DOLLAR VOLUME LTM M&A dollar volume continued to increase in Q1’16 reaching $59.3B LTM, setting a new five-year high Q1’16 posted $9.6B in M&A dollar volume, representing a 40% growth over the prior year quarter » However, Q1’16 represents a steep drop from the $15-18B quarterly dollar volume seen in Q2-Q4’15 $70,000 $60,000 $50,000 $25,270 $28,619 $40,000 $20,136 $24,028 $20,849 $30,000 $20,534 Total Transaction Value Transaction Total $20,000 $33,994 $27,907 $26,308 $24,398 $10,000 $21,183 $22,968 $0 2011 2012 2013 2014 2015 LTM Total Private $ Total Public $ 7 LTM M&A TRANSACTION VOLUME BY SEGMENT LTM transaction volume of 1,053 deals reached a new five-year high » Q1’16 saw 248 deals as strong deal momentum continues, though slightly below the 250-280 deals per quarter in Q2-Q4’15 Vertical Market transaction volume represented 40% of the aggregate transaction volume 1200 1000 422 421 800 295 600 232 112 108 257 224 98 40 44 60 24 23 61 Transactions 80 52 14 57 400 75 52 50 23 40 42 50 19 27 36 44 26 40 37 41 21 40 25 58 59 40 37 54 20 31 36 36 200 31 44 17 50 42 25 83 41 32 136 133 98 101 83 117 32 77 84 0 39 52 2011 2012 2013 2014 2015 LTM Analytics / Business Intelligence Cloud & IT Infrastructure Cloud Computing / Storage Communication & Collaboration Content Creation & Management CRM & Customer Service ERP, Supply Chain & Commerce Finance & Administration Human Resources Marketing & Advertising Vertical Market 8 LTM M&A TRANSACTION VOLUME BY DEAL SIZE – PRIVATE TARGETS LTM transaction volume for private targets reached 1,028 deals, representing an 11% increase over LTM 3/31/15 Median transaction size for private targets increased slightly to $43M 100% 7 8 3 8 11 2 14 2 1 15 6 10 18 90% 10 7 12 16 28 18 18 80% 23 28 22 36 70% 29 31 14 16 30 60% 30 20 26 23 20 50% 39 28 24 53 40% 33 49 30% 40 37 20% 80 78 46 10% 42 44 42 0% 2011 2012 2013 2014 2015 LTM Total Deals 661 682 642 866 1018 1028 Deals w/ Value 243 213 164 183 201 195 Median ($M) $20 $18 $25 $25 $40 $43 $0-10M $10-25M $25-50M $50-100M $100-250M $250-500M $500M-1B $1B+ 9 LTM M&A TRANSACTION VOLUME BY DEAL SIZE – PUBLIC TARGETS LTM public transaction volume came in at 25 deals, representing a 56% increase LTM public transactions saw an evenly balanced range of transaction values, half of the deals transacted below $250M and half over $250M 100% 90% 7 5 6 7 7 80% 5 3 70% 4 5 1 4 60% 8 4 2 4 1 50% 4 40% 2 3 2 5 5 1 4 1 1 30% 1 2 3 2 2 2 20% 3 4 1 5 5 10% 6 3 2 1 0% 1 1 1 2011 2012 2013 2014 2015 LTM Total Deals 33 26 23 12 27 25 Median ($M) $305 $329 $265 $706 $274 $248 $0-10M $10-25M $25-50M $50-100M $100-250M $250-500M $500M-1B $1B+ 10 MEDIAN LTM REVENUE MULTIPLES – PRIVATE TARGETS Median LTM revenue multiple paid for private companies dropped to 3.3x but remains relatively healthy » Median LTM revenue multiple paid for private companies in Q1’16 also came in at 3.3x » The drop in multiples mirrors the recent decline in public SaaS multiples 4.5x 4.0x 3.9x 3.8x 3.6x 3.5x 3.3x 3.1x 3.0x 2.8x 2.5x 2.0x 1.5x Median Revenue Revenue Median Multiple 1.0x 0.5x 0.0x 2011 2012 2013 2014 2015 LTM 25th % 1.7x 1.4x 2.4x 2.2x 1.9x 1.9x 75th % 6.2x 4.3x 6.0x 6.0x 6.0x 6.3x 11 MEDIAN LTM REVENUE MULTIPLES – PUBLIC TARGETS Median LTM revenue multiple paid for public companies remained constant at 2.6x Median LTM Revenue Multiple for $100M+ public deals jumped to 4.3x, though with a relatively small sample set a few deals can cause large movements 4.5x 4.3x 4.0x 3.5x 3.2x 3.2x 3.2x 2.9x 2.9x 3.0x 2.6x 2.6x 2.5x 2.4x 2.5x 2.5x 2.3x 2.0x 1.5x 1.0x Median Revenue Revenue Median Multiple 0.5x 0.0x 2011 2012 2013 2014 2015 LTM 25th % 1.5x 1.0x 1.3x 2.2x 0.8x 0.8x 75th % 4.3x 3.4x 4.6x 5.8x 4.5x 5.0x All Deals $100M+ Deals 12 MEDIAN LTM REVENUE MULTIPLES BY SEGMENT – LAST 5 YEARS Median LTM revenue multiples for SaaS segments ranged from 1.8x to 4.9x » Cloud & IT Infrastructure achieved a median multiple of 4.9x as these companies are often acquired earlier in their revenue curve at strong multiples » More commoditized segments like Cloud Computing/Storage and Communication & Collaboration typically garner lower multiples 6.0x 4.9x 5.0x 4.4x 4.4x 4.0x 3.2x 3.1x 3.0x 3.0x 2.7x 2.7x 2.5x 2.3x 1.8x 2.0x 1.0x Median Revenue Multiple Median Revenue 0.0x 13 HIGHEST REVENUE MULTIPLE TRANSACTIONS FOR LTM LTM Multiple Premium Enterprise Ann.
Recommended publications
  • Before the Public Utilities Commission of the State of California
    F I L E D 07-10-13 04:59 PM BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA Order Instituting Rulemaking to Consider Smart Grid Technologies Pursuant to Federal Legislation Rulemaking 08-12-009 and on the Commission’s own Motion to Actively (Filed December 18, 2008) Guide Policy in California’s Development of a Phase III Energy Data Center Smart Grid System. (U39E) WORKING GROUP REPORT PURSUANT TO FEBRUARY 27, 2013 ADMINISTRATIVE LAW JUDGE’S RULING CHRISTOPHER J. WARNER Pacific Gas and Electric Company 77 Beale Street San Francisco, CA 94105 Telephone: (415) 973-6695 Facsimile: (415) 972-5220 E-Mail: [email protected] Attorney for Dated: July 10, 2013 PACIFIC GAS AND ELECTRIC COMPANY Pursuant to Ordering Paragraph 4 of the February 27, 2013, “Administrative Law Judge’s Ruling Setting Schedule to Establish ‘Data Use Cases,’ Timelines for Provision of Data, and Model Non-Disclosure Agreements,” as subsequently modified (February 27 ALJ Ruling), Pacific Gas and Electric Company (PG&E), on behalf of itself, Southern California Edison Company (SCE), San Diego Gas & Electric Company (SDG&E), and Southern California Gas Company (SoCalGas), provides the Working Group Report that summarizes the results of the collaborative working group in the areas of use cases, definitions, and non-disclosure agreements in this phase of the proceeding.1/ The Working Group Report is attached as Appendix A to this pleading. A draft of the Working Group Report was provided for comment to the working group participants and other parties on July 3, 2013, and the Working Group Report reflects comments received by the close of business July 9, 2013, including alternate views incorporated directly into the Report.
    [Show full text]
  • Introduction
    BEDES V2.2 - Marked Changes - Introduction Introduction BEDES, the Building Energy Data Exchange Specification, has been created by Lawrence Berkeley National Laboratory (LBNL), with the help of the many stakeholders of the BEDES Working Group, and funded by the U.S. Department of Energy (DOE), to help standardize and facilitate the exchange of information on building characteristics and energy use. It is intended to be used in tools and activities that help stakeholders make energy efficiency investment decisions, track building performance, and implement energy efficiency policies and programs. This spreadsheet represents the BEDES Dictionary Version 2.2 which will be used to support the analysis of the performance of buildings by providing a common set of terms and definitions for building characteristics, efficiency measures, and energy use. The terms and definitions in this BEDES Dictionary were taken from a variety of sources in order to be as complete as possible as well as being inclusive of the existing implementations that characterize the energy use in buildings. In order for the standardized terms and definitions of the BEDES Dictionary to be incorporated into different implementations, schemas and import/export formats will need to be developed for specific use cases by the appropriate stakeholders. This will allow compliance with BEDES, as described on the BEDES technical website (bedes.lbl.gov). After the release of version 2.0 in 2016, LBNL and DOE continued to work with numerous adopters of BEDES. Version 2.2 is based on feedback from this process, as well as from stakeholders in general. We have also updated the online interactive website that contains the BEDES Dictionary in a searchable format.
    [Show full text]
  • Flower Power Daisy CEO Neil Muller on the Firm’S Plans to Blossom Into a £1Bn Business 16
    March 2017 Flower power Daisy CEO Neil Muller on the firm’s plans to blossom into a £1bn business 16 ESSENTIAL ELEMENTS OF A GOOD PARTNER PROGRAMME 20 EMERGING CHANNEL OPPORTUNITIES IN THE AREA OF DATA ANALYTICS 25 WHAT THE CHANGES TO G-CLOUD MEAN FOR SUPPLIERS 32 REMOTE CONTROL 7th Gen Intel® Core™ vPro™ processorsocessors and Intel® Active Management Technologychnology help reduce on-site IT support costs.ts. SMART REMOTE MANAGEABILITY £ª®°£¢³¡£­¬[±§²£±³®®­°²¡­±²±µ§²¦°£«­²£¢§¥¬­±²§¡± WIRELESS DEVICE MANAGEMENT ¶£¡³²£°£«­²£¦§¥¦[°£±­ª³²§­¬°£§«¥§¬¥¤­°ª­µ£°1 SIMPLIFY PC LIFESTYLE TRANSITIONS §®£¢²§¬±£¡­¬¢±¤°­«¬·µ¦£°£°­³¬¢²¦£µ­°ª¢µ§²¦¬²£ª£«­²£ £¡³°£°±£¤­°¬²£ª¾­ª§¢²²£°§´£±1 ¬²£ª²£¡¦¬­ª­¥§£±Ì¤£²³°£±¬¢ £¬£ß²±¢£®£¬¢­¬±·±²£«¡­¬ß¥³°²§­¬¬¢«·°£¯³§°££¬ ª£¢¦°¢µ°£±­¤²µ°£­°±£°´§¡£¡²§´²§­¬£°¤­°«¬¡£´°§£±¢£®£¬¢§¬¥­¬±·±²£« ¡­¬ß¥³°²§­¬¦£¡©µ§²¦·­³°±·±²£««¬³¤¡²³°£°­°°£²§ª£°­°ª£°¬«­°£²¦²²®``±³®®­°²§¬²£ª¡­« ½¬²£ª­°®­°²§­¬ ªª°§¥¦²±°£±£°´£¢¬²£ª²¦£¬²£ªª­¥­¬²£ª­°£²¦£¬²£ª¶®£°§£¬¡£¦²Ì±¬±§¢£ª­¥­¬²£ª¶®£°§£¬¡£¦²Ì±¬±§¢£¬²£ª¬±§¢£ ¬¢¬²£ª´°­°£²°¢£«°©±­¤¬²£ª­°®­°²§­¬§¬²¦£¬¢`­°­²¦£°¡­³¬²°§£± Call our specialist sales teams North 01282 776776 South 01256 707070 a Company store.exertis.co.uk Haymarket House, 28-29 Haymarket, London SW1Y 4RX Tel: (020) 7316 9000 Editorial Editor Doug Woodburn 9517 [email protected] Deputy editor Hannah Breeze 9510 [email protected] Reporter Tom Wright 9097 [email protected] Avoiding a public Channelnomics.eu Content editor Sam Trendall 9813 [email protected] tongue-lashing Reporter Josh Budd
    [Show full text]
  • Data Protection & the Insider Threat
    Issue 2 1 Data Protection & the Insider Threat 4 Veriato Recon 6 Veriato 360 Data Protection & the Insider Threat 8 Research from Gartner: Market Guide for User and Entity Behavior Analytics Veriato (formerly known as SpectorSoft) has With multiple studies and surveys showing 22 Contact Us been enabling greater insight into insider actions that 50% of employees believe it is OK to take for over a decade. Thousands of companies, corporate data, the chances your organization has, government agencies, educational institutions is, or will experience insider driven data exfiltration and non-profits have successfully used Veriato are unacceptably high. In addition, the constant solutions to increase the security of critical stream of data breaches caused by imposters – systems and intellectual property, and to more external actors who level compromised credentials quickly and effectively respond to incidents. to “become” insiders – highlights the need to detect changes in insider behavior that suggest An established leader in employee monitoring attack. and investigations, we recognized the need for greater intelligence about the behavior of insiders. If you do not have a plan in place to detect it, you Many solution providers have done the same will miss your chance to prevent the damage. -- as evidenced by the Market Guide to User and Entity Behavior (“UEBA”) from Gartner Research With our unique ability to collect data at the point contained within these pages. of interaction between insiders and the IT resources they access, we saw an opportunity to help address Why Veriato? this challenge. Veriato has a proven data collector; As we set out to create a high value, differentiated one that provides much greater visibility into offering, we first focused on the need to secure insider activity than is available from logs.
    [Show full text]
  • (12) United States Patent (10) Patent No.: US 9,191,722 B2 Alexander Et Al
    US009 191722B2 (12) United States Patent (10) Patent No.: US 9,191,722 B2 Alexander et al. (45) Date of Patent: Nov. 17, 2015 (54) SYSTEMAND METHOD FOR MODIFYING (58) Field of Classification Search ADVERTISEMENT RESPONSIVE TO EPG USPC ............................................ 725/9–11, 13,46 INFORMATION See application file for complete search history. (71) Applicant: Gemstar Development Corporation, (56) References Cited Santa Clara, CA (US) U.S. PATENT DOCUMENTS (72) Inventors: Ronald Alexander, Needham, MA (US); Stephen Dias, Sharon, MA (US); 3,440,427 A 4, 1969 Kammer Kenneth S. Hancock, Nashua, NH (US); 3.492.577 A 1/1970 Reiter et al. Elsie Y. Leung, South Pasadena, CA (US); Douglas B. Macrae, Weston, MA (Continued) (US); Arthur Y. Ng, Waltham, MA (US); Shawn P. O'Neil, Danville, NH FOREIGN PATENT DOCUMENTS (US); P. Christopher Shoaff, Westford, AU T31010 7, 1998 MA (US); Jonathon Sutton, Concord, AU 5619898 7, 1998 MA (US); Thomas E. Ward, Weston, (Continued) MA (US); Thomas E. Westberg, Stow, OTHER PUBLICATIONS MA (US); Henry C. Yuen, Pasadena, CA (US) US 5,047,897.9/1991, Strubbe et al. (withdrawn). (73) Assignee: Rovi Guides, Inc., Santa Clara, CA (US) (Continued) (*) Notice: Subject to any disclaimer, the term of this Primary Examiner — Nasser Goodarzi patent is extended or adjusted under 35 Assistant Examiner — Fred Peng U.S.C. 154(b) by 0 days. (74) Attorney, Agent, or Firm — Ropes & Gray LLP (21) Appl. No.: 14/094,573 (57) ABSTRACT (22) Filed: Dec. 2, 2013 A system and method for utilizing data stored in an EPG database for modifying advertisement information.
    [Show full text]
  • Where You Start Matters the First Few Years in Your Career Are Critical
    Where you start matters The first few years in your career are critical- they set the trajectory for your future. We know that as a student you want to be on the fast track and don’t have time to waste. Join us at Microsoft and see what will you do? As a student at Microsoft you will be able to balance between your studies and your work, gain on-hands experience while working around 20 weekly hours and enjoy maximum flexibility during exams periods as you are not required to work during exams period, and can work full time during vacations. Here is your chance to experience the exciting field of software development! *** We greatly encourage and welcome qualified candidates who happen to have disabilities to apply for jobs in our company Apply for Microsoft Positions- Student positions: Software Engineer Student - Cortana (Herzeliya) Software Engineer Student - WCD (Herzeliya) Research Software Engineer Student - OSG Recommendation (Herzeliya) Data Scientist Student- OSG Recommendations (Herzeliya) Software Engineer Student - Adallom (Herzeliya) Data Scientist Student - Aorato (Herzeliya) Hardware Student - Surface (Herzeliya) Cloud Analyst Student- Adallom (Herzeliya) Software Engineer Student- Bing Next (Herzeliya) Student positions at Raanana: Service Center TAM- Student (Raanana) Development Student (Raanana) Infrastructure Student (Raanana) New college graduate positions: Software Engineer- WCD (Haifa) Software Engineer - Cortana (Herzeliya) Software Engineer- Kusto (Herzeliya) Software Engineer- Data Security Team (Herzeliya) Software
    [Show full text]
  • Reflections of a Successful Exit
    Reflections on a Successful Exit A Post-Post-Mortem of the GreenButton Story Written By Dan Khan Image credit: thenextweb.com Earlier this year I met Suse Reynolds and Marcel Van Den Assum from The Angel Association and both asked if I’d spend some time capturing the lessons learned from the GreenButton journey from idea through to exit, an event which was relatively fresh on the startup horizon in New Zealand. I’m no stranger to startups, having built and scaled CEO, Scott Houston’s story, the more I felt the in- a few in my time, as well as seeing one through to sights and lessons of just what it took for them to get acquisition by the largest Internet Service Provider to exit, was a goldmine which could help accelerate in the UK back in 2000. I’ve been in New Zealand other entrepreneurs and early investors alike. now for 10 years, and even today count the number of similar acquisitions in our nascent community on This short-form article sharing a more personalised two hands, so GreenButton’s journey was particu- account of their journey comes off the back of more larly interesting. in-depth and objective research I carried out over the course of this year for the Angel Association of Since designing, leading, and running the first two New Zealand (supported by New Zealand Trade and programme cohorts of startup accelerator Lightning Enterprise). This article gives a brief summary of Lab over the last few years, I’ve been looking at ways some of the key lessons that I personally decided to companies can not only get a leg up starting up and draw out, but I urge readers to also review the in- getting initial seed investment, but critically, what depth work linked below to draw their own insights.
    [Show full text]
  • Healthcare Cost in the Long Term, and Significantly Reduce the High Administrative Fees Doctors Expend in Their Practices
    Spring 2014 Industry Study Final Report Health Care Industry The Eisenhower School for National Security and Resource Strategy National Defense University Fort Lesley J. McNair, Washington, D.C. 20319-5062 ii HEALTH CARE 2014 Abstract: Former Chairman of Joint Chiefs of Staff Adm. Mike Mullen stated that the most significant threat to our national security is the US debt.1 Adm. Mullen’s rationale was that mandatory government funding of debt payments has potential to crowd out areas of discretionary funding such as defense. Similar to the debt crisis, rising federal health care costs in the non-discretionary Medicare and Medicaid programs have potential to squeeze defense budgets. Health care costs are a growing share of business and individuals expenses. The Patient Protection and Affordable Care Act (PPACA) attempts to address rising costs, access to health care and improve quality of care. The PPACA triple aim of cost, access and quality are the basis for this paper’s recommendations. The thesis of this paper is that the value of America’s health care system can be improved by reducing costs, increasing access and improving the quality of care. This paper focuses on select provisions and policy changes that will improve the value of America’s health care system by increasing access, improving quality, and controlling costs. Lt Col Jon Bakonyi, US Air Force COL Stephen Bowles, US Army COL Daniel Brookhart, US Army Lt Col Burton Catledge, US Air Force Ms. Maureen Danzot, Dept of Sate Lt Col Scott Gondek, US Marine Corps CDR Wistar Hardison, US Navy Col Clarence Johnson, US Air Force Mr.
    [Show full text]
  • Mergers in the Digital Economy
    2020/01 DP Axel Gautier and Joe Lamesch Mergers in the digital economy CORE Voie du Roman Pays 34, L1.03.01 B-1348 Louvain-la-Neuve Tel (32 10) 47 43 04 Email: [email protected] https://uclouvain.be/en/research-institutes/ lidam/core/discussion-papers.html Mergers in the Digital Economy∗ Axel Gautier y& Joe Lamesch z January 13, 2020 Abstract Over the period 2015-2017, the five giant technologically leading firms, Google, Amazon, Facebook, Amazon and Microsoft (GAFAM) acquired 175 companies, from small start-ups to billion dollar deals. By investigating this intense M&A, this paper ambitions a better understanding of the Big Five's strategies. To do so, we identify 6 different user groups gravitating around these multi-sided companies along with each company's most important market segments. We then track their mergers and acquisitions and match them with the segments. This exercise shows that these five firms use M&A activity mostly to strengthen their core market segments but rarely to expand their activities into new ones. Furthermore, most of the acquired products are shut down post acquisition, which suggests that GAFAM mainly acquire firm’s assets (functionality, technology, talent or IP) to integrate them in their ecosystem rather than the products and users themselves. For these tech giants, therefore, acquisition appears to be a substitute for in-house R&D. Finally, from our check for possible "killer acquisitions", it appears that just a single one in our sample could potentially be qualified as such. Keywords: Mergers, GAFAM, platform, digital markets, competition policy, killer acquisition JEL Codes: D43, K21, L40, L86, G34 ∗The authors would like to thank M.
    [Show full text]
  • A Cloud-Based Consumer-Centric Architecture for Energy Data Analytics
    A Cloud-Based Consumer-Centric Architecture for Energy Data Analytics Rayman Preet Singh, S. Keshav, and Tim Brecht {rmmathar, keshav, brecht}@uwaterloo.ca School of Computer Science, University of Waterloo, Waterloo, Ontario, Canada ABSTRACT of a monthly visit by a meter reader. The time series of me- With the advent of utility-owned smart meters and smart ter readings, originally meant only for customer billing, has appliances, the amount of data generated and collected about unanticipated uses. On the one hand, customers who have consumer energy consumption has rapidly increased. Energy access to their usage data can get a real-time, fine-grained usage data is of immense practical use for consumers for view into their electricity consumption patterns. When suit- audits, analytics, and automation. Currently, utility com- ably analysed, this can reveal potential cost savings and cus- panies collect, use, share, and discard usage data at their tomized guidance on the benefits from energy conservation discretion, with no input from consumers. In many cases, measures, such as installing insulation, solar panels, or pur- consumers do not even have access to their own data. More- chasing energy-efficient products. On the other hand, this over, consumers do not have the ability to extract actionable same data stream can reveal private information about the intelligence from their usage data using analytic algorithms customer, for example, when they are home and when they of their own choosing: at best they are limited to the analy- are not, the appliances they own, and even, in some cases, sis chosen for them by their utility.
    [Show full text]
  • Enterprise Software Market
    ENTERPRISE SOFTWARE REVOLUTIONISING THE MODERN WORKPLACE November 2016 Important disclosures appear at the back of this report GP Bullhound LLP is authorised and regulated by the Financial Conduct Authority GP Bullhound Inc. is a member of FINRA Enterprise Software: Revolutionising the Modern Workplace P3 CONTENTS 05 The Enterprise Software market 10 Our survey: The experts weigh in 17 Key findings 24 Overview of corporate finance activity 34 Selected company profiles 44 Authors 45 Our team 46 Disclaimer ABOUT US GP Bullhound is a technology investment bank providing independent strategic advice on Mergers & Acquisitions and Capital raising to leading technology entrepreneurs, companies and investors across the globe. Our passion for technology, our financial acumen and our understanding of the entrepreneur’s journey differentiate our advice from other investment banks. We help exceptional people build exceptional businesses to create more billion-dollar technology companies across Europe. MERGERS & ACQUISITIONS CAPITAL RAISING, SECONDARIES AND BLOCK TRADES We act as a trusted partner to entrepreneurs and investors planning to sell their businesses In the last 17 years we have built up a or build by acquisition. unique, global set of relationships with investors who, like us, are passionate about Since inception in 1999 we have completed technology. over 230 transactions with category leaders in the technology sector globally. We pride ourselves on building long-term relationships, and we work with our clients More than half of our deals deliver a cross- from growth equity fundraising, through debt border solution. restructuring, secondary fundraising and towards liquidity via trade sale or IPO. Our six offices across Europe and the US allow us to provide expert and experienced, local ASSET MANAGEMENT service to clients as well as market leading access to technology consolidators across the GP Bullhound Asset Management is our globe.
    [Show full text]
  • G Et O Nline &
    Track SESSION LEVELS Architecture Office & SharePoint Up-to-date session information and evaluation forms Welcome to Initial 100 - Introductory Level Session Title Business Overview Security www.microsoft.co.nz/teched Session 200 - Strategic Overviews Tech·Ed 2010, once again Code Cloud Computing Server we’ve organised sessions in tracks based 300 - Advanced Level Database Platform Unified Communications on product focus. While each session 400 - Expert Level Wireless access log-on details SEC308 How Do You Secure A Cloud? Development Web and its description are listed in the track Set your SSID to TECHED2010-SC (in SkyCity) or Speaker: Jamie Sharp Session Speaker which suits its primary product focus, Foundational Sessions Windows Client TECHED2010-CP (in Crowne Plaza), open Internet Explorer Session Venue you’ll find many session titles listed in Room: Theatre From the Field Windows Phone Development and use access code "teched2010" related technical tracks as well. Innovation DAY ONE • Monday 30 August DAY TWO • Tuesday 31 August DAY THREE • Wednesday 1 September 9:00am - 10:00am Keynote SVR303 Managing vSphere with Microsoft System Center SVR312 Opalis IT Process Automation: Introduction Speaker: Arseny Chernov and Technical Overview Tech·Ed 2010 New Zealand kicks off with a 60 minute Room: NZ1 Speaker: Charles Joy Keynote session presented by Microsoft Corporation UX ARC306 VDI and Session Virtualisation: What you really Room: NZ1 Director, August de los Reyes. need to know for success CLI311 Total Workstation Lockdown: Speaker: Michael Kleef Your action plan A designer, writer, and educator, August de los Reyes Room: NZ2 Speaker: Jeremy Moskowitz is a Principal Design Manager at Windows, and the COS303 Real World Windows Azure – What Room: NZ2 former User Experience Director for Microsoft Surface, a GreenButton Learnt COS202 Next Generation Business Applications in team dedicated to pioneering intuitive ways to interact Speaker: Dave Fellows the Cloud with Microsoft Dynamics CRM 2011 with technology.
    [Show full text]