Download - The good bad_and_ugly ppt_final
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Heavy Duty Mergers &
Acquisitions
Presented By Tom MarxCEO - Marx Group Advisors
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 2012
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When was your last Mergers & Acquisitions
round-up…
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 20122
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Heavy Duty Mergers & Acquisitions Outlook
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 20123
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What we’ll talk about today• Industry perspective – The Good, The Bad
and The Ugly• Why consolidation is happening• Mechanics of M&A • When are you really a buyer vs. seller• What needs to happen after the sale• The future of the industry with fewer players
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 20124
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Distribution perspective• Number of locations a distributor’s company
operates is steadily increasing• 45% of distributors are concerned about increasing
consolidation• 79% see key employee succession planning as
important operational issue • 70% of all small and midsized businesses don’t sell
after they are put on the market
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 20125
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Supplier perspective• Organic growth at 5-7% doesn’t satisfy many appetites• Acquisition often more cost effective and faster than
organic growth• Cash is not readily available -- but interest rates
are low• Economic jitters cause delays and conservative
thinking• Bolt-ons challenged to get past due diligence
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Installer perspective• If their business model does not include parts
distribution, fewer places to turn to except transfer within or sale to local owner operator
• Costs of keeping up with technology and OE dealers will continue to be a major challenge
• Financing more challenging—earn outs are prevalent• Scared off by process and costs
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 20127
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View from the mountaintop• Multiples are all over the place -- reality is
case-by-case• Baby boomers wanting out and no succession
plan in place• Trend is to grow or die a slow and painful death• Failure to complete deals is very real • Confusion about whether to buy or sell
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 20128
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View from the mountaintop• Owners are tired after a decade of consolidations,
business cycles, banking hassles – and the Great Recession
• Younger lions are hungry to grow • Strong companies want to eliminate low-cost
competitors • PE firms and others have lots of cash• Auto and now heavy duty have caught investors’ eyes
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 20129
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M & A options – typical deal structures
ACQUISITIONS
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 2012
JOINT VENTURESMERGERS
GOING PUBLICOR
PRIVATE
DIVESTITURES &ASSET SALES
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Mergers & Acquisitions
• Combination of two (or more) companies in a stock or asset exchange transaction
• Not mutually exclusive• Not limited to public companies
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Merger• Company ‘A’ or ‘B’ often
loses its identity • Or both companies become
Company ‘C’
Acquisition• Company ‘B’ purchases stock
or assets of Company ‘A’• Company ‘A’ is gone
A
BC A B
Mergers & Acquisitions
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Joint ventures and alliances
Independent entity created between parties for a specific undertaking – usually jointly owned by the parties contributing: • Intellectual property • Capital and assets• Marketing and sales
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 201213
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Going private
Acquisition of the equity of a publicly traded corporation by an independent privately held entity
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 201214
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Going public
The process of selling the equity of a company that was privately owned to new investors for the first time, otherwise known as an Initial Public Offering (IPO).
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Divestitures and asset sales
Approaches to corporate restructuring • Eliminate underperforming assets • Capitalize on stronger performing assets • Prepare for exit from a business
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Buyer or seller?
Often sellers see themselves as buyers• Lack of reality about strengths and weaknesses• Unwillingness to let go• Unwilling to face ‘retirement’• Concern about how much is ‘enough’ in today’s
post- dot.com and post-recession world
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 201217
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What are the typical steps in buying/selling process:
STEPS IN SELLING:• Pre-Deal Preparation-Valuation• Confidentiality Agreements• Identify Buyers• Letter of Intent• Due Diligence• Definitive Agreement• Close• Post Close Execution
STEPS IN BUYING:• Evaluation of Transactional
Assumptions/Marketplace Assessment
• Financing/equity partners• Target Selection• Letter of Intent• Due Diligence• Definitive Agreement• Close and Integration
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 201218
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Do it right from the beginning• Clean up balance sheet & P&L• Get rid of obsolete assets and inventory• Perform realistic valuation• Create informative offering package• Conduct laser-focused prospect search• Negotiate the deal as objectivity as possible• Patience to arrive at a comprehensive Letter of
Intent (LOI) – Which often saves a lot of time and cost on the back end
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 201219
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Do it right from the very beginning• Due diligence will reveal every wart• Asset Sales Agreement has many landmines• Closing almost never occurs when anticipated or
planned• Integration is easier once you’ve done it a few
times• Get all skeletons out of the closet• Full disclosure of all positives and negatives
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Valuation
• Valuation is a science—and an art• Numbers often don’t tell the entire story• Gap between buyer and seller perspectives• Different levels of valuation• Both parties have to get real about opportunity
value or cost—or the deal will fail
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 201221
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Cashing in does not always mean selling out
If you want to stay on, there are options:• Employee • Consultant • Run the business for a defined period of time • Grow the business with someone else’s investment
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Other forms/considerations of deferred compensation
• Company buys back stock – resells to management • Payout over time – 5 to 10 years • Secured by life insurance for principal • Avoid bank borrowing – hopefully, financed by
company cash flow
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When the process gets ugly• When there are LONG delays in response• When every conversation results in a new detail• When every paragraph of the LOI ends with “BUT”• When the legal bills are double and triple what
were originally estimated• When post-close integration isn’t well planned• Misrepresentations
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© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 2012
An Ugly Ride: Company X
• Hidden intention of partners• Investor rebellion• Capital call forced short window• Disrespected manager
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Goal: sell company or license technology
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© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 2012
An Ugly Ride: Company X
RESULT• 9 month project• Every buyer found flaws in product and declined• Company ran out of capital and could not fix
product flaws
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Goal: sell company or license technology
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Sales process – biggest challenges
• Maintaining confidentiality -- internally and externally
• Keeping your eye on your business so sales and profits are not eroded
• Getting the transaction done as quickly as practical
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Tales about self-brokered sale
“I did not know what my business was really
worth”
“I spent so much time on this that my business suffered and at the end the sales price was
reduced”
“This was a very painful and expensive process. I ended up in countless meetings and spent a LOT of money on legal and accounting fees”
“I would never sell my own
home without an agent and
shouldn’t have sold my business
without an advisor”
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 201228
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The future of the industry with fewer players
• Learn the lessons…some say heavy duty is 5-10 years behind traditional aftermarket
• Balance of power shifting from suppliers > distribution • Decreased margins at suppliers• National chains stronger competitors to independents• Those with cash have major advantages• Every segment has a gorilla
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 201229
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Mergers & Acquisitions consultants with experience in the Automotive, Heavy Duty, Commercial Vehicle,
Performance, Motorsports and Specialty Aftermarkets
Consulting Services
Brokerage: Buy-Sell-Merge
Equity and Debt Financing
© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 2012
Marx Group Advisors
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David Barbeau-Used to own distribution company, former head of Delphi’s global aftermarket division
Chip Carlson / OHIO – former General Director of Corteco de Mexico
Jack Creamer / ARIZONA –Former Director of Member Services for AWDA
John Nodson / NEW YORK –Currently: our VP of Research. Former Director of Marketing at Standard Motor Products
Howard Kesten / NEW YORK –Executive Recruiter
Lou Merz / FLORIDA –Former President of Borg Warner, former Chairman of AAIA, former President of Automotive Sales Council
Our Advisory Board
San Rafael- Headquarters
Boston-Headquarters
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Marx Group AdvisorsTOM MARX, CEO• Business growth &
marketing focus• 25+ years industry
experience
PAUL COOPERSTEIN, President• Venture capitalist &
investment banker• Business lawyer &
mediation specialist
DAVE BARBEAU, Executive Vice President• Parts distributor &
aftermarket executive• Management consultant
CHRISTINE LEMAy, Business Development Manager• Sales executive• Project Manager
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JOHN NODSON, Vice President• Research and Analyst• Technology and marketing
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© Marx Group Advisors – Northwood University: Heavy Duty Leadership: July 11, 2012
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