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Acquisition Financing: A Banker's Perspective. February 8 -10, 2005. 2. OVERVIEW. Background Challenges of Growing CompaniesImportance of the Business PlanManaging the Acquisition Financing GapAssessing Acquisitions: the business casepurchase termspu
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1. Acquisition Financing: A Banker’s Perspective
Presentation to AFOA National Conference
Carla Woodward
National Manager, Aboriginal Banking
RBC Royal Bank
February 8 – 10, 2005
2. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 2 OVERVIEW Background
Challenges of Growing Companies
Importance of the Business Plan
Managing the Acquisition Financing Gap
Assessing Acquisitions:
the business case
purchase terms
purchase price
financial metrics
Ongoing Risk Mitigation and Monitoring
Questions & Discussion
Reference Material Slide 3
Slide 4
Slide 5
Slide 6
Slide 7
Slide 8
Slide 9
Slides 10, 11, 12
Slide 13
Slide 14
Slide 15
3. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 3 Background: Acquisitions are a means for companies to grow at a rate faster than may be possible through organic growth
…. but, acquisitions can be fraught with risk for the company and its financiers:
studies suggest up to half of all acquisitions actually reduce shareholder value
even in successful acquisitions, it typically take up to 2 years to successfully integrate the operations of the acquired company with the acquiring company’s operations
… thus, a banker will evaluate acquisition financing requests with particular scrutiny!
4. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 4 Challenges of Growing Companies: Challenges:
Relatively few SMEs grow into large mature firms
Growth: Organic Growth vs. Growth through Acquisition
Successful Growth through Acquisition is not a given
What differentiates the Winners?
Strategic planning processes & formal business plans
Strong management
Strong equity backing
5. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 5 Importance of the Business Plan Only 40% of all SMEs have a formal business plan
Of Canada’s 50 Best Managed Companies (Queen’s Centre for Enterprise Development Award)
77% have a formal business plan
of the 77% with formal business plans, 97% are updated annually plan
… These figures are for SMEs in general; given the additional challenges and opportunities posed by acquisitions, a sound business plan is even more important!
6. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 6 Managing the Acquisition Financing Gap
Acquisitions may be financed via:
Any combination of:
Equity
Angels
Venture Capital
Mezzanine Financing / Subordinated Debt
Bank Financing*
* while all financiers may expect to review some form of business plan, this presentation highlights the issues a Banker may typically expect a business plan for acquisition financing to address and is not intended to cover business plan requirements other financiers may have.
7. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 7 Assessing Acquisitions: the business case Does the acquisition make sense from a business perspective?
Industry considerations: consolidation trends, cycles, structure
Synergies via economies of scale in production, sales, R & D
Diversification of product lines, customers, distribution networks, geographic presence
Consistency with core business
Management expertise
Execution risk
Friendly or Hostile
8. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 8 Assessing Acquisitions: purchase terms 2. What are the purchase terms?
Purchase Agreement, due diligence reports, appraisals, etc.
Terms and conditions of all financing for the deal
Riskiest: Deals with purchase prices paid 100% cash and based on forecast vs. historical earnings
Mitigating Risks: by negotiating earn-out provisions or vendor take back financing; using an accounting firm to assist with due diligence
9. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 9 Assessing Acquisitions: purchase price 3. Is the purchase price reasonable?
Valuation methods vary based upon the industry and features of the deal: asset approaches, earnings/cash flow approaches, rules of thumb (eg. EBITDA multiples)
Caution: EBITDA multiples vary over time and between industries
Comparisons should be made to other recent transactions, if possible
Professional (”CBV”: Certified Business Valuator) valuation of the target company and completion of due diligence
10. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 10 Assessing Acquisitions: financial metrics 4. What are the financial metrics?
Minimum 3 years historical financial statements
Consolidated projections prepared by borrower
Consolidated projections sensitized by the banker:
Base case model using average historical financial performance
Worst case sensitivity analysis using cash flow only of acquiring company
11. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 11 Assessing Acquisitions: financial metrics 4. What are the financial metrics (continued)?
Downside risk variables: how would borrower respond?
Is the company's cash flow sufficient to service its proposed debt in both the base case and worst case analyses?
12. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 12 Assessing Acquisitions: financial metrics 4. What are the financial metrics (continued)?
Reasonable EBITDA cushion between the borrower and the bank-sensitized projections: what is Break Even EBITDA
where FCC* = 1:1?
Other financial metrics include Funded Debt/EBITDA and TL/TNW, TL/Equity in some situations
* FCC = Fixed Charge Coverage
= EBITDA - cash income taxes - unfunded Capex +/- Corporate Distributions_ Interest Expense + scheduled principal payments in respect of Funded Debt
Note: Where material, operating lease payments should be added to EBITDA in the numerator and included in Fixed Charges in the denominator.
13. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 13 Ongoing Risk Mitigation and Monitoring Annual, updated Business plan will likely be a reporting requirement
Interim (monthly or quarterly) financial reports should include comparison of actuals to plan
Bank financial covenants based on the plan will likely be monitored on a monthly or quarterly basis and should be reviewed annually
Loan structures: term, amortization and committed/uncommitted should be appropriate to the risk
Regular communication between bank and acquiring company’s management is critical
14. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 14 Questions & Discussion
15. Acquisition Financing: A Banker's Perspective February 8 -10, 2005 15 RBC Royal Bank Reference Materials Managing for Growth report: http://www.rbc.com/newsroom/20031022smallbusiness.html
Expanding a Business:
http://www.rbcroyalbank.com/busexpanding/
Definitive Guides:
http://www.rbcroyalbank.com/business/definitiveguide/index.html
Business Banking Centres in Canada:
http://www.rbcroyalbank.com/business/locations/index.html