World Class Mergers & Acquisitions Dal 1993
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“I have a buyer,” post by Managing Director Larry Reinharz

April 17, 2015

I recently received a phone call from a business advisor. His client “has a buyer,” and the advisor was contacting me to obtain an idea of value for the company. He said the owners wanted a minimum of $20MM of cash, and if they didn’t obtain $20MM of cash, they would keep growing the company. The owners were not interested in marketing their company for sale. The owner had not yet received an offer, but the advisor was putting together a financial package to present in a meeting with “the buyer,” which was scheduled in a few weeks.

Typically when we bring a company to market, we obtain 5–30 written offers (Indications of Interest) from buyers globally within 8 weeks, prior to the owner(s) meeting with the buyers.

There may be some conference calls between the two parties prior to the offers but no meetings. The buyer must submit an offer in order to have a shot at making it to the next round...the next round being a meeting with the owner.

We closed a deal in Brazil, where the ultimate buyer’s final price ended up being 4 times higher than their initial offer, owing to 6 other viable offers. We closed a deal in Texas where the dealmaker, along with the client, decided to hold 11 meetings over a two-week period with different buyers after sifting through 31 different offers! We closed a deal in Chicago where we obtained 14 offers, did nine meetings and obtained seven Letters of Intent, which ranged from $12MM–$27MM in enterprise value for the company.

So why do business owners entertain and spend time with direct solicitations from buyers?

1. "I need to keep this confidential.”

Business owners are concerned that if anyone finds out they are selling, whether it be customers, suppliers, employees or competitors, it will ruin their company. They want the highest price for their company without an aggressive marketing campaign. Our process is designed to comprehensively market companies while maintaining confidentiality. After 22 years of selling many companies, we never had a client say to us, “Stop marketing my company. The word is all over the street, and it’s killing me!”

2. “Why pay a fee? There are buyers contacting me directly.”

We closed a deal in New England where the owner engaged us after he spent the better part of a year trying to get a deal done with a large strategic buyer. We flushed out the market, obtained a number of offers, which then forced the strategic buyer’s hand. The large strategic buyer ended up paying 11% more than the next best offer net of our fee (6% of the value). On the deal we closed in Chicago, where we had seven final Letters of Intent ranging from $12MM–$27MM, it is important to note that the initial offers were 10%–35% lower. Our fee on that deal represented approximately 4.5% of the total deal. We closed a deal in Panama, where the buyer who made an offer for our client’s company prior to our global auction, did not have a strong enough offer to make it to the final stages of meetings

75% of the time our client ends up selling their company to a buyer they never heard of.

3. “Nobody knows my company better than I do. I know how to negotiate, and I am the company’s best salesperson!”

Agreed. How can Woodbridge, or any other advisor, know or sell a company better than the owner? We cannot; however, that is not our value proposition. The value we bring is presenting the company in a compelling and credible manner, communicating the attributes of the company--on a confidential basis--to thousands of targeted strategic and financial buyers globally and leading them all into a process where they chomp at the bit for a chance to meet with our client.

Within two months of bringing a company to market globally, we obtain anywhere from 5–30 offers from buyers prior to our client meeting with any of them. We know how to run this process and flush out the best of what the world will pay while maintaining confidentiality.

Time is the one thing you do not get back. It pains me when I hear business owners say, “I have a buyer.” This often means several months or years of meetings, conference calls and an array of professional fees, which frequently concludes with a business owner who still has no idea of the true market value for their company. Yet, now, they have divulged confidential information on their company and decreased the odds of completing a deal since they did not run a controlled process and create competition among multiple buyers.

The best advice we can give to owners considering an exit is to develop relationships with M&A professionals that will provide them with periodic value assessments for their company. Then, when it appears as though the business is operating at a level that will provide the owner(s) with sufficient liquidity upon a sale, have a reputable M&A firm market the business globally on a confidential basis without an asking price. This way, the global market will truly speak!

A Conversation with President Robert Koenig

February 13, 2015

Robert Koenig founded Woodbridge Group in 1993, now named Woodbridge International. But before Woodbridge International, Robert grew his own company, Koenig Art Emporium, an art supply retail and distributor company with 127 locations. While president of Koenig Corporation, Robert completed 30 add-on acquisitions, increased revenue to over $100 million, and drove organic growth to capture 10% of the U.S. art supply market by the time the company was sold to a strategic buyer.

Driven by the excitement of selling his own business, Robert began Woodbridge International. He envisioned his company as something more than every other M&A firm. Believing that by using innovative marketing techniques as the driving force, there would be no stopping his determination and passion for business. As Woodbridge has grown in its ability to exceed client's expectations, it has also grown by expanding its reach into seventeen countries.

And now in 2015, Robert still understands the value of global practices—reaching clients of varying backgrounds, locations, and understandings. With the mindset of knowing no boundaries and not stopping until the right buyer, the right price is found, he has created a business that has flourished into an M&A firm like no other.

Below is a short interview with him as he discusses the future of M&A, advice for those interested in selling their company, and how he keeps his blood pressure low.

Q: Describe Woodbridge International in ten words.
A: Innovators, pioneers, creative, passionate, insightful, groundbreaking, world-class, trustworthy, ethical, disruptive.

Q: What is the most exciting part of your job?
A: That I am surrounded by incredible talent. The team that we have built over the life of the company has really shaped the success of Woodbridge. Every day, I am impressed how our team works together to bring the best results for our clients.

Q: Where do you think the market is going for 2015?
A: “To the moon, Alice!” The world is so well positioned for an incredible year. The US is in a great position after seven years since the recession at the end of the 2007 into 2008. There's so much liquidity and money out there that it's an exciting time to bring a company to market. We can do no wrong this year. Especially with our offices around the world, our clients will have such an incredible reach to find the best buyers.

Q: What advice would you give to those who are thinking about selling their business?
A: As long as they have positive outlook for their business, I don’t think there could be a better time to sell than 2015. When a company is doing well, there's no time to sell than the present.

Q: What role does Soso, your dog, play in Woodbridge International?
A: She keeps my blood pressure low.

To learn about Woodbridge, visit our About Us page!