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Growth Strategy and Positioning for Exit

Growth Strategy and Positioning for Exit. Rob Lalonde CEO AnyWare Group Inc. Robert.lalonde@anywaregroup.com Robert.lalonde@rogers.com. Grow your business Sell your business. Grow your business Sell your business. The Sales Funnel. Marketing. Sales. Account Management. Sales Growth.

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Growth Strategy and Positioning for Exit

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  1. Growth Strategy and Positioning for Exit Rob Lalonde CEO AnyWare Group Inc. Robert.lalonde@anywaregroup.com Robert.lalonde@rogers.com

  2. Grow your business • Sell your business

  3. Grow your business • Sell your business

  4. The Sales Funnel Marketing Sales Account Management

  5. Sales Growth • Ensure a repeatable sales process • Don’t hire a single sales person until you have this • See Steve Blank’s Customer Development Process • Pursue channel strategies • Partners put more feet on street less expensively • Measure, Monitor, Motivate • Track performance closely • Reward success generously • Acknowledge bad hires with haste

  6. Effective Marketing for B2B • Be Efficient, Be Targeted • Know your market • Know your buyer • Hit your precise target hard and repeatedly • Most Cost Effective Approaches • PR • SEO (Search Engine Optimization) • Direct eMail • Losing Appeal are: • Trade Shows • General Advertising

  7. Key Sales Metrics • The Usual • Tightly Managed Sales Pipeline • Individual Sales Targets • Product Sales Targets • Less Common • Sales Cost • Sales Cycle Length • Deal Fallout by Sales Cycle • Sales to Support Ratio • Close Rate

  8. Make EFFECTIVE Use of Marketing Dollars • Don’t do “me too”!! • Be different, stand out • Use guerrilla tactics

  9. Think Big, Look Big • Don’t apologize for being small! (and rarely acknowledge it) • The internet is an equal footing so leverage it! • No excuse for a poor web presence

  10. Public Relations • In B2B, there is no more effective us of marketing dollars?! • Never too small for PR • Focused, more credible, and less costly than advertising! $5,000 a month for a PR firm, but that's a lot different from $150,000 for an ad in The New York Times.

  11. Marketing Metrics • The Usual • Impressions • Campaign Response Rate • Open Rate • Bounce Rate • Less Common • Close Rate • Close Cycle • Cost per Lead • Sales per Campaign • Close Rate

  12. Strategies • Verticals? • Focus and build a beach head? (Geoff Moore – Crossing the Chasm) Or • Go broad and horizontal • Geographic Reach • Single Product/Multi-Product All Affect Exit Strategy

  13. Grow your business • Sell your business

  14. Why you need an exit strategy? Or do you? • Shape your business into the ideal shape EARLY to maximize its value to you once you exit; • Groom successors - especially if it is a family business; • Attract investors and raise financing if required; • Exit at a time of your choosing.

  15. What is the value of your business? • Multiple of EBITDA • Multiple of Revenue • Asset Value • Relative Valuation • Discounted Cash Flow Or • What are you willing to pay?? -> Strategic Value

  16. Moving the Needle on Value 1. Customer Diversity 2. Management Depth 3. Contractually Recurring Revenue 4. Proprietary Products/Technology 5. Barriers to Entry   6. Effective Use of Professionals   7. Product / Sales Pipeline   8. Product Diversity 9. Industry Expertise and Exposure   10. Business Plan

  17. Shifts in Perspective

  18. Timing is everything…

  19. Timing is everything…

  20. Key Objectives of M&A Process

  21. Understand and Map the Exit Landscape Partners Competitors ALSO CONSIDER: Investment Companies Foreign Investors Vertically Integrated Blue sky prospects

  22. Running a Smooth M&A Process

  23. Key Areas of Focus • Start the process early • Get your house in order • Timing: don’t wait too long…don’t rush • Look at your business from an outside perspective • Eliminate objections • Don’t lose sight of day to day running the business • Be prepared to say NO • Get expert assistance

  24. Deal Failure • Many Deals Fail to Close • Buyer and Seller fail to agree on key terms • New issues arise during diligence • Material adverse change to one of the businesses during the sale period • External factors • Studies have documented that anywhere from 50 percent to 80 percent of all mergers and acquisitions fail. • Culture Clash • Premium Too High • Poor Business Fit • Failure to Integrate • Over leveraged • Boardroom/Management Schisms • Regulatory Delay

  25. Deal Failure • The primary soft issues that prevent most mergers and acquisitions from being implemented successfully are: • Governance of the new organization • Leadership for the new organization • Culture assimilation • How to Do It Right In the minority of cases when mergers and acquisitions do work, it was because companies spent significant time and effort addressing the "people" issues, including: • culture • communications • teamwork • shared vision • joint work on integration projects • goal-setting • recognition • trust-building, and many other similar details.

  26. Typical Process

  27. Thank you!! Rob Lalonde CEO AnyWare Group Inc. Robert.lalonde@anywaregroup.com Robert.lalonde@rogers.com

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