AEM Advisors AG

Corporate Finance & Consulting

The M&A Deal Cycle

Presentation at the Swiss CFA Society in

Zurich on January 14, 2010
Geneva on January 21, 2010
Content
• Overview: The standard sell-side process
• Reasons for a sale
• Preparing the company for a sale
• Groups of potential buyers
• Bilateral Process vs. Auction
• Valuation Methods
• The Information Memorandum
• The Due Diligence
• Transaction Structure: Cash vs. Earn-Out
• Tax and Legal
• Pitfalls
• The current state of the environment
• AEM Advisors’ view on the current state
• Outlook for 2010

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Overview: The standard sell-side process
Coordination between client and other advisors as well as the target and its advisors

Identification of Non-Binding Revised Negotiations /

buyers Offer (Binding) Offer Signing

• Prepare the firm for • Drafting of the • Organizing the due • Support in the
sale (e.g. internal information diligence (e.g. data negotiations
structure, legal form) memorandum room) • Support in drafting a
• Identification of • Sending procedure • Support at the purchase agreement
value drivers letter and information management (for the commercial
• Identify potential m. to potential buyers presentation terms)
buyers (long list) • Support in preparation • Evaluation of the
• Selection of most of the documents for revised offers
promising buyers the due diligence
(short list) • Evaluation of the non-
• Approach potential binding offers
buyers
• Signing of a non-
disclosure agreement

Goal: Goal: Goal: Goal:

Approaching potential Reception of non- Reception of revised Favourable purchase
buyers binding offers offer agreement

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Reasons for a sale

Reasons of the Reasons Company

owner/entrepreneur
• Desire for a change • Below critical mass
• Realization of the firm value • Lack of financial means for
• Health further development
• Age • Missing know-how
• Family affairs • Recapitalization necessary
• .... • ....

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Preparing the company for a sale
More potential
Creation of the right structure
buyers
• Adaptation of internal structures
• Documentation of the business processes
Higher sales price
• Completion of management team

Clearing up legal and tax issues Higher chances of

success
• Minimization of tax risk
• Restructuring / change of legal form
Shorter duration of
• Settlement of open legal disputes
sales process

Do not underestimate lead time!

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Groups of potential buyers

• Is there a qualified and willing successor in the family?

• Law of succession (legal portion)?
Family members • Valuation of the firm?
• Is the entrepreneur ready and willing to retire?

• Is the current management suitable and willing?

• Are there external managers who might be suitable?
MBO* / MBI* • Valuation of the firm?
• Financing of the transaction?
• Transaction structure?

• Who is the best buyer?

Sale to third party • Valuation of the firm?
• Transaction structure?

*MBO = Management Buyout

AEM Advisors AG The M&A Deal Cycle *MBI = Management Buy-In 6
Bilateral Process vs. Auction

Bilateral Process Auction

Advantages Advantages
• Easier to keep confidentiality • Maximization of sales price
• Less complex and costly • Seller is on the driver seat
• High chances of success of the
Disadvantages transaction
• No maximization of sales price
• Buyer is on the driver seat Disadvantages
• Lower chances of success • More difficult to keep confidentiality
• More complex and costly

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Valuation Methods
Discount future free cash flows
Discounted Cash • Theoretically the correct method
• A budget is needed
Flow (DCF) • Estimation of capital costs necessary

Capitalization of normalized earnings

• The figures of the last years are the basis
Capitalized Earnings • Normalization to get sustained earnings.
• Estimation of capital costs necessary

Comparable quoted companies valuation

• Valuation based on the analysis of comparable
Multiples quoted companies
(e.g. P/E)*
Recent transactions valuation
*P/E = Price / Eranings
• Analysis of recent transactions

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The Information Memorandum

The Information Memorandum is a sales document which comprises all

important facts about a firm.

• Basis for the buyer to decide if he wants to hand in

Purpose an unbinding offer
• Basis for the valuation of the buyer

• Usually contains 30 to 50 pages

• Typically structured as follows: History, Organization,
Content Employees, Services offered, Market, Clients,
Financial Part

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The Due Diligence
A “Due Diligence” is a thorough examination of the firm.

A potential buyer wants to make sure that he knows all the

facts/issues that
• are that serious that a transactions does not make
Purpose sense (“Deal Killers);
• need to be settled before a transaction;
• which are relevant for the valuation;
• which need to be taken into account for the integration.

Usually a Due Diligence is divided into the four following

sections:
• Business DD;
Sections • Financial DD;
• Legal DD;
• Tax DD

The Seller should prepare the DD carefully to present his firm as positive
as possible which needs a lot of time.

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Transaction Structure: Cash vs. Earn-Out
The whole sales price is paid at the closing of the
transaction.
• Simple method as no adjustment or new calculation
Cash of the sales price is necessary
• No potential conflicts on the calculation of the sales price
• Advantageous for the seller

A portion of the sales price is paid later, depending on

the future development of the business.
• Limits the risk of the buyer as he pays less if the
business deteriorates
Earn-Out • Exact definition of the sales price is of utmost importance
• The calculation of the sales price / adjustment of sales
price needs to be chosen in a way that the buyer can not
manipulate.

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Tax and Legal
Important legal questions:
• Are there legal risks that need to be settled before a
potential transaction?
Law • Drafting of a sales contract (Reps & Warranties,
Withdrawal etc.)
• Possibly further contracts such as employment
contracts for the current owners or service level
agreements
Important tax questions:
• Are all conditions met that the sales price is a tax free
capital gain?
Tax • Are there open disputes with the tax authorities?
• How may taxes be optimized apart from the tax free
capital gain?

The early involvement of a lawyer and a tax specialist pays off.

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Pitfalls
Every step of the transaction process entails pitfalls. Important examples
that may be costly or lead to a failure of the sales process are:

Costly mistakes Reasons for a failure of the sale

• Poorly drafted earn-out clauses. • Emotionally the seller did not yet take
• Excessive or poorly defined reps & the definitive decision to sell.
warranties • The seller demands an unrealistically
• Tax effects have not been clarified high price.
carefully. • The buyer is not willing to pay a fair
price.
• Buyer and seller mistrust one another.

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The current state of the environment

Source: M&A: Ready for Liftoff; Study done by Boston Consulting Group and UBS; December 2009

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AEM Advisors’ view on the current state

• Sellers are reluctant to sell because (they think) that

Potential sellers the price for their company would be low.
are reluctant
• Sellers that are forced to sell tend to wait too long.

• Buyers are cautious because they do not know

when the economy will recover.
Potential buyers
• Due to the financial crisis buyers know how quickly
are cautious value may be destroyed and tend to overweight the
negative aspects of a potential target.

• Financing has become more difficult, meaning that

Less private equity the high leverage ratios of the past are no longer
possible.
deals
• PE-Firms are busy to solve the issues caused by
the financial crisis.

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Outlook for 2010

The study from Boston Consulting Group and UBS* states among other findings the
following points:

• One in five companies plans to buy a business in 2010.

• M&A transactions are most likely to be “horizontal” consolidation deals.

• Restructuring deals are expected to rise steeply because companies want to

strengthen their financial and strategic position by divesting businesses.

BCG and UBS expect M&A transaction values in 2010 to be roughly 20

percent higher than in 2009.

*M&A: Ready for Liftoff; Study done by Boston Consulting Group and UBS; December 2009

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Contact

Omar ABOU EL MAATI

AEM Advisors AG
Stampfenbachstrasse 57
8006 Zürich
www.aemadvisors.ch
Phone +41 43 255 14 00

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