Selling a business can be a particularly difficult process. Navigating the seemingly endless list of action items that will maximize the value of your company can be daunting. With over 20 years in M&A, Boyne Capital has guided more than 40 client companies through this turbulent process. From strategic planning to due diligence preparation to post-sale integration, one thing is certain, no two sales are alike.
As a leader in the middle-market private equity space for nearly 20 years, Boyne Capital has helped hundreds of businesses grow and prosper through good times and bad. We’ve seen it all and one thing is clear, if your business isn’t growing, you’re probably falling behind – pointing the way to a sale, acquisition or other growth strategy.
Our most recent series of insights for business owners focuses on how to prepare your company for a transition, but the recommendations found in these articles apply to any business at any stage in its lifecycle. Whether your game plan is an outright sale leading to retirement or engaging in a growth strategy to bolster your business, Boyne Capital’s experience in building its portfolio of companies and helping guide their success makes these articles a must-read.
Growth, within the framework of a business environment, is generally good. It sure beats a business becoming stale, which may lead to a decrease in sales and revenue. But what is the best growth strategy for your company? That is the dilemma facing many businesses today.
There comes a time in every business owner’s life when he or she decides it’s time to sell the company. The reasons are as varied as the outcomes. The business sale process for each has a similar cadence, and it entails a combination of goal setting, preparation and proper execution.
Overview: Getting your business’s financial health in shape is critical to its long-term viability and requires a number of steps. A sound financial reporting system provides a true picture of how your business is performing, and whether it is as profitable as you think.
If you’re not moving forward, you’re falling behind. In today’s hyper-competitive business environment, every business is faced with the reality of having to grow and adapt, failing to do so is a sure way to go out of business. That’s why smart business leaders are continually involved in long-term strategic planning.
We are often asked by our friends, intermediaries and future business partners what advice we would give to them in selecting counsel for the sale of their company. This is a paramount issue for any seller, since the sale of a company can be one of the most significant events in the life of an entrepreneur, and the selection of the right counsel can be critical to the success of the transaction.
Family businesses are the heartbeat of the US economy. Their contribution to the nation’s GDP, job creation and employment are unmatched. Indeed, 35% of the Fortune 500 companies are family businesses, but those companies have beat the odds.
As an Independent Sponsor who launched his firm in 2006 and started building a portfolio of companies prior to the Great Recession, I see many similarities to the current economic crisis resulting from the pandemic. While the genesis of these downturns and the shape of their recovery may differ dramatically, the impact on investments and the response of investors is likely to be similar.
The value of Independent Sponsors to capital sources, such as Private Equity firms like Boyne, is their focused knowledge of specific industries, the relationships they have within those sectors, their ability to identify and bring deals to the table that have already passed an initial vetting process, and the exclusivity that usually attends these deals.
Once an Independent Sponsor commits to looking for a Private Equity partner to fund a deal, what’s next? How do they choose the right partner? Not all Private Equity firms are the same. A PE firm’s size, geographic location, industry focus, desire to partner, and other factors help determine the right candidate.