< Return to News Articles

Successful Acquisition Hinges on More Than Strategy

In the current labor environment, it can be difficult to grow a business. According to one recent National Federation of Independent Business (NFIB) jobs report, 60% of business owners reported hiring, but 88% said they couldn't find qualified applicants for the job.

Instead of hiring the talent you need to fuel organic growth, growth through acquisition can be another way to expand. A successful acquisition starts with a strong strategy and ends with a core team of relationship-builders.

Strategy: Take a hard look at why you want to grow. Bigger is not always better. Growth through acquisition is about finding synergies between two organizations. You want a 1+1=3 scenario.

Acquisition can offer all sorts of strategic advantages, from competitive market share, to new business opportunities, to cross-selling products/services and economies of scale. Consider your bottlenecks and look for a target that will help you shore up those weaknesses.

Borrowing capacity: Find out if your lender will support you in an acquisition and figure out how much you can afford. Many times we see companies target acquisitions that are roughly 20% to 30% the size of their business. A deal that size is big enough to move the needle without creating a potential fatal risk. It is never too early to have your banker on board with your growth plans.

Specialists: Gather your circle of advisors before you find a company to acquire, not after. The M&A market is moving quickly, and you'll miss out on deals if your team isn't already on board and able to move quickly when the right opportunity is identified. In addition to your banker, an attorney with experience specific to business and financial transactions is important. The greatest asset may be the human resources and managers you currently have on staff. If possible, include them in the growth planning.

Connection: Once you have identified an opportunity, your next challenge is to build rapport with the seller. Your initial meetings are a time for listening and learning. Determine what the seller wants in a transaction. Is this a retirement transaction? Is the seller more interested in the monetary value of a transaction or does he want to protect his legacy after the sale? These things impact the results of negotiations.

Don't try to negotiate right away. Position yourself from a place of open mindedness and humility. No business is perfect, and you won't do yourself any favors by telling a seller their darling baby is ugly. Ask your buy-side advisor for assistance in when to shift from relationship-building to negotiation; it's a careful art and not one that every business executive has mastered.

Transition: Most buyers dedicate their money and top talent to doing the acquisition. But in order to be successful, you must necessarily need to think past the closing table. Make sure your integration team is ready to go as soon as the transaction closes. You need to consider all the details of post close operations. Cash Management, Payroll and Benefits, Licenses and Permits, Customer Files and Pricing, are all in need of significant pre-close and transition planning.

 Acquisition can be a fast and efficient path to growth. You'll face a smaller risk and may have an easier time financing your growth strategy. Finding the right company to acquire takes effort, especially in today's competitive market. Build your team now, so you're ready when opportunity presents itself.

< Return to News Articles

BTS News

  • Prepare for the Market Rebound

    Prepare for the Market Rebound

    For many business owners, the economic effects of the COVID-19 pandemic have been devastating – especially for those who were planning to sell their businesses.

    Read more >

  • Using Downtime to Add Value

    Using Downtime to Add Value

    As business owners are working to process the impact of COVID-19, we’re looking at how it will affect M&A. The good news is that many companies and private equity firms have been doing well for year

    Read more >

  • Are Buyers Still in the Market?

    Are Buyers Still in the Market?

    We believe that mergers and acquisitions will continue once the current crisis ends...based on the volume of inquiries from private equity funds, search funds and well-funded individual buyers.

    Read more >

  • Use the Threat to Better Prepare

    Use the Threat to Better Prepare

    Today there is a lot of uncertainty about the future of business...there are things you can do to prepare for an eventual sale of your company– especially now.

    Read more >

  • Crisis Shows Ripple Effect of Business

    Crisis Shows Ripple Effect of Business

    Our focus at BTS is on small companies that are the backbone of the economy...This gives us exceptional insight into what it is like to be owner-operators.

    Read more >

  • Dealing with risks in a company sale

    Dealing with risks in a company sale

    The passing last week of Harvard Business School professor Clayton Christensen – famous for his theory of business disruption - is a good time to consider business risk.

    Read more >

  • M&A Advisor Tip: Earnouts Can Break a Deadlock

    M&A Advisor Tip: Earnouts Can Break a Deadlock

    Earnouts can be used to address a perception of risk faced by a buyer. They also are used to bridge a valuation gap between a buyer and a seller.

    Read more >

  • Changes by owners helped a sale

    Changes by owners helped a sale

    Owners considering selling can look at the experience of a N.H. company for ideas of what to do to increase their chances for a good transition.

    Read more >

  • Advisor Tip: Don’t lose your focus

    Advisor Tip: Don’t lose your focus

    Don't let those future plans distract you from what's going on today.

    Read more >

  • Growth Methods Used by Buyers

    Growth Methods Used by Buyers

    We often hear from founders who feel they have hit the ceiling with what they can do with their companies. Buyer groups in the market see this as an opportunity.

    Read more >

Case Studies

  • Precision Machining Company

    Initially, liquidation was a serious consideration. It would offer a quick exit but would hurt loyal employees and disrupt the customers who had come to rely on its quality production.

    Read more >

  • Green Product Company

    Our client owners could dig in for the long haul…However, this would take five years or more. Owners simply lacked the horsepower to do it.

    Read more >

  • Water Purification Company and Young Buyers

    Owners decided they wanted to retire. They also wanted to be fair to the staff who had been loyal to them. Could the company be sold, the staff retained and the facility remain in use?

    Read more >

  • Magnetics Company with High Profile Customers

    (T)he manufacturer would need to focus on growing EBITDA to capture interest from major strategic buyers and achieve a higher multiple of earnings.

    Read more >