This document outlines an acquisition plan for a company looking to expand its coffee business into Portugal. It provides an introduction to the Portuguese coffee market, political/economic context, and the company's acquisition process. Market data on coffee companies is presented, along with profiles of potential target companies for acquisition. Metrics like sales, EBITDA, and debt are evaluated. Recent coffee industry transactions are also reviewed. Fees for acquisition advisory services are noted at 5% of the purchase price.
Putting Together a Meaningful Plan Which Sets & Reviews Targets To Confirm De...SRMS
Linking together a company’s approach to product development, target marketing, pricing and all the other marketing cum sales initiatives needed for business success has to be done through good disciplined planning.
This session focuses on how you will achieve this for your business in order to give it a strong potential foundation for development.
Part of the MaRS BioEntrepreneurship series
Topics Addressed:
* Do’s and don’ts in biotech fundraising
* The importance of the pitch
* Formulating a strategic funding plan that encompasses all financing opportunities
* Understanding the angel investor and what type of investment they are looking for
* Knowing the key issues, pitfalls, and hot buttons when approaching venture capitalist
* Matching the company's needs with the appropriate types of funding opportunities.
* Exploring strategic financing alternatives such as monetizing royalty streams, risk-sharing structure financings, PIPEs and collaborations.
* Understanding venture debt and when it is best used in financing a startup.
More information on this presentation:
http://www.marsdd.com/bioent/may14
Part of the MaRS BioEntrepreneurship series:
http://www.marsdd.com/bioent
Speaker: Roman Masley, Managing Director, SHI Capital
Topics Addressed:
* Do’s and don’ts in biotech fundraising
* The importance of the pitch
* Formulating a strategic funding plan that encompasses all financing opportunities
* Understanding the angel investor and what type of investment they are looking for
* Knowing the key issues, pitfalls, and hot buttons when approaching venture capitalist
* Matching the company's needs with the appropriate types of funding opportunities.
* Exploring strategic financing alternatives such as monetizing royalty streams, risk-sharing structure financings, PIPEs and collaborations.
* Understanding venture debt and when it is best used in financing a startup.
Putting Together a Meaningful Plan Which Sets & Reviews Targets To Confirm De...SRMS
Linking together a company’s approach to product development, target marketing, pricing and all the other marketing cum sales initiatives needed for business success has to be done through good disciplined planning.
This session focuses on how you will achieve this for your business in order to give it a strong potential foundation for development.
Part of the MaRS BioEntrepreneurship series
Topics Addressed:
* Do’s and don’ts in biotech fundraising
* The importance of the pitch
* Formulating a strategic funding plan that encompasses all financing opportunities
* Understanding the angel investor and what type of investment they are looking for
* Knowing the key issues, pitfalls, and hot buttons when approaching venture capitalist
* Matching the company's needs with the appropriate types of funding opportunities.
* Exploring strategic financing alternatives such as monetizing royalty streams, risk-sharing structure financings, PIPEs and collaborations.
* Understanding venture debt and when it is best used in financing a startup.
More information on this presentation:
http://www.marsdd.com/bioent/may14
Part of the MaRS BioEntrepreneurship series:
http://www.marsdd.com/bioent
Speaker: Roman Masley, Managing Director, SHI Capital
Topics Addressed:
* Do’s and don’ts in biotech fundraising
* The importance of the pitch
* Formulating a strategic funding plan that encompasses all financing opportunities
* Understanding the angel investor and what type of investment they are looking for
* Knowing the key issues, pitfalls, and hot buttons when approaching venture capitalist
* Matching the company's needs with the appropriate types of funding opportunities.
* Exploring strategic financing alternatives such as monetizing royalty streams, risk-sharing structure financings, PIPEs and collaborations.
* Understanding venture debt and when it is best used in financing a startup.
Buying Or Getting Bought A Case Study In M And A Projectsjhoebler
In this case study, we will review how a multi-billion dollar company regularly acquires companies and seamlessly integrates them into their existing ERP and BI systems and the processes that they support. We will focus on all phases of the acquisition from discovery through implementation and support and provide you helpful tips on how a smooth acquisition and integration process can save your headaches (and big bucks!)
This is a presentation I created several years ago. The specific purpose was to explain the changes to our Indirect channel strategy. Most of the stuff discussed outdated, but I wanted to show how you can queue people into a them - just with the use of something memorable [clue: check out the songs mentioned on the transition slides].
PEM Corporate Finance explains how identifying strategic value can optimise the success of an acquisition, help you justify the purchase to any funders, and increase the wealth you realise when you come to exit your business.
Related Article for context:
http://www.eremedia.com/ere/you-can-tell-your-talent-acquisition-story-to-business-leaders-in-one-page/
Over the years I have been asked by Talent Acquisition and HR leaders what is the best scorecard that you use to set expectations and educate executive leadership against Key Performance Indicators (KPI’s).
Rather than just continue to have those conversations one at time, I thought it might be helpful to share the scorecard template that I have landed on that produces the best outcomes I have found based of years of trial and error experience.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Pitney Bowes is a 90+ year old company that has been undergoing a transformation by shifting focus from Mail Stream Management to Customer Communications Management. We have been leveragining Portfolio Analysis as a key tool to help us allocate resources in our strategic planning process. The session will cover the approach we’ve taken, how to analyze core vs. growth offerings across a diverse portfolio of Hardware, Software and Services and what has and has not worked so far.
Portfolio analysis as a foundation to long term strategy.
Combining market, competitive and performance data to allocate resources across a diverse set of offerings.
Buying Or Getting Bought A Case Study In M And A Projectsjhoebler
In this case study, we will review how a multi-billion dollar company regularly acquires companies and seamlessly integrates them into their existing ERP and BI systems and the processes that they support. We will focus on all phases of the acquisition from discovery through implementation and support and provide you helpful tips on how a smooth acquisition and integration process can save your headaches (and big bucks!)
This is a presentation I created several years ago. The specific purpose was to explain the changes to our Indirect channel strategy. Most of the stuff discussed outdated, but I wanted to show how you can queue people into a them - just with the use of something memorable [clue: check out the songs mentioned on the transition slides].
PEM Corporate Finance explains how identifying strategic value can optimise the success of an acquisition, help you justify the purchase to any funders, and increase the wealth you realise when you come to exit your business.
Related Article for context:
http://www.eremedia.com/ere/you-can-tell-your-talent-acquisition-story-to-business-leaders-in-one-page/
Over the years I have been asked by Talent Acquisition and HR leaders what is the best scorecard that you use to set expectations and educate executive leadership against Key Performance Indicators (KPI’s).
Rather than just continue to have those conversations one at time, I thought it might be helpful to share the scorecard template that I have landed on that produces the best outcomes I have found based of years of trial and error experience.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
Pitney Bowes is a 90+ year old company that has been undergoing a transformation by shifting focus from Mail Stream Management to Customer Communications Management. We have been leveragining Portfolio Analysis as a key tool to help us allocate resources in our strategic planning process. The session will cover the approach we’ve taken, how to analyze core vs. growth offerings across a diverse portfolio of Hardware, Software and Services and what has and has not worked so far.
Portfolio analysis as a foundation to long term strategy.
Combining market, competitive and performance data to allocate resources across a diverse set of offerings.
Only 20% of mergers succeed. Many assumptions are made during the due diligence phase, and many things go wrong during execution. Our method helps you maximise your chances of success, and mitigate most of the classical risks during the first 100 days especially.
We're a different kind of innovation firm.
Motiv is a premier innovation strategy consulting firm led by thought leader Jeneanne Rae. Our clients love working with us because we're more collaborative, joyful, and passionate than the typical consulting firm. While we're deadly serious about results, we like to create meaningful and energizing partnerships with our clients.
1. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
Acquisition Strategy
2. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
I. Introduction
II. Portugal Market Coffee
III. Political and Economic Context
IV. Our Acquisition Process
V. Market Data Companies
VI. Profile of Targets
VII. Acquisition Matrix
VIII.Recent Transaction
IX. Customers
X. Fees
3. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
I – Introduction
The café was introduced by the Portuguese in
Brazil in the eighteenth century. Later bring
coffee to Cape Verde e S. Tomé e Príncipe e
Angola
Portugal has companies with more 200 years
roasting tradition (Major in Lisbon, Porto, Braga,
Campo Maior)
In Portugal there are about 25 companies
operating in the field of coffee roasting
The turnover of the companies varies between
1M € and 130 M € per year, market valued in
370 M €
4. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
II - Portugal Market Coffee
Portugal import around 900 000 tones, of which about 100
thousand tons of coffee are roasted (data OIC6 2009)
Portugal process and export of approximately 170 tons (data
OIC 2009)
Characterization of consumption: 78% "out of home" 22% "in
the home" (data AICC 2010)
Fast moving market to coffee capsules, now represents
around 40% of turnover of the big players
Highly competitive sector market with constant innovation
Portuguese brands with good and external projection
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5. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
III - Political and Economic Context
Political stability promotes increased productivity European Union
and single currency facilitates expansion into new markets
Legislation on environmental rigorous, requiring constant
modernization and investment in green image with consumers
Increased competitiveness, for example, entry of foreign brands
Political support (income tax reduction, public investment, social
benefits)
Highly environment for monetary assistance granted by a
government politics to export
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6. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
IV- Our Acquisition Process
We prepare acquisition as an extension of your
1 company's growth strategy where the primary
purpose is not to grow big fast, but to do what you
want to do better.
We plan for opportunity long . A good business
arises by creating a priority of acquisition targets and
systematically cultivate relationships with high-priority
targets
2
We focus on small acquisitions initially before
setting your sights on larger targets and articulating
3 a growth strategy with your markets, customers
priorities
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7. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
IV - Our Acquisition Process
We define We work
Planning
critical alongside
values limits clients to
Transitional Research
which must develop a
support Investigate
not be clear view
exceeded. on their growth
opportunities
Target and needs.
Due Discret
We base Diligence contact
successful
deal through We strives
experience and a very with experience
well defined strategy Negotiate
Strategy and knowhow to do
grounded on forward Pressing big acquirers getting
looking value on acquisition
deals.
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8. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
IV - Our Acquisition Process
Our forward looking approach stars with a comprehensive analysis of the sector,
and companies and after all directly to the partners. This phase takes an active
period of 90 days, following which is made a report with paths for strategies and
setting buyer ambitious limits. The process is always looked as an extension of
the acquirer targets. It critical align the market and culture of buyer to assure a
successful merger. Due diligence actions are always bring to take advantages for
the buyer.
Our support to integration of the business, assure value supporting with focus on
the buyer targets, know-how, key people and in price!
Acquisition We develop
contingency
plans for when
acquisition
Plan B inevitably stray.
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9. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
V- Market Data Companies
Company Market Turnover
Brands
Brand Share Million Euros
Delta Delta 34% 126 €
Nestlé Sical 26% 96 €
Buondi; Nicola
Target not
37 €
strategic Nutricafés Nicola; Chave d´Ouro 10%
New Coffee Cafeeira, Caffécel,Bogani 7% 24 €
Segafredo 5% 19 €
Nandi 1% 4€
Target Tenco 1% 4€
strategic Bicafé 1% 5€
Others 15% 55 €
Portugal Market…….. 370 €
10. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
VI- Profile of Targets
Data: Key
Cafés xxxx Financials 2010 2009 2008 Average
Adress: Rua Fonte xxxxxº. 68-78
Sales 5.000 4.700 4.900 4.867
Postal Code: 4585-423 xxxxx
Depreciation 50 55 60 55
Phones: 2xxxxx520, 9xxxxxx30
General Manager: Ebtida 250 255 260 255
geral@xxxxxxo.mail.pt www.xxxxxxxo.pt
Ebit 677 310 689 559
Tax 93 24 100 72
Atividade: The company operates in importing, Profit 395 83 368 282
roasting, brewing coffee.
Buildings 2.692 2.706 2.732 2.710
The company has increased sales in 2011 will
reach about 23 million euros. The company has Equipements 1.454 1.703 1.206 1.454
been increasing its sales with the capsules for Stock 1.786 810 169 921
the office and home segment Debts 5.657 4.945 2.237 4.280
Equity 1.762 1.402 1.432 1.532
11. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
VI- Target Profile
Price: We evaluated the company on 7 times Entrerprise
7 X Ebtida 1750
EBITDA, less bank debt, resulting in 3 million. If Value
the assessment takes into account the company's Debt 5.657
EBITDA in 2011 to review tend to EUR 4 million.
Acquisition Cash -3907
Conclusion: We evaluated the company at around 3 million since has a debt of 5
million. We know that value for shareholders are not available for sale, but may be a
starting point for a negotiation.
There are three partners in the company among whom may be some cleavage and
may result where a willingness to sell.
We believe that this business model will grow much market caps, so the positioning of
the office area, coupled with a reasonable turnover, can justify paying an acquisition
premium.
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12. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
VII- - Acquisition Matrix
Critical New
Intereste Know Price/
Products Market Strategy
success Brand Being
Tecnical Grow
How
Suite
Money
factors Acquired Image need
Tenco
Bicafe
Nandi
Sotocal
FEB
Palmeira
Torefacção
Bracarense
Negrita
Lanhoso
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13. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
VIII - Recent Transactions
Dados:
Seller Acquisition 2007 – January
Acquisition price XXX Millions
Sales
Multiple Price Sales X YY Less
Company Debt
Buyer
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14. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
VIII - Recent Transactions
Seller
Sell
Dados:
Acquisition 2009
Acquisition price : XXXXXX
Multiple Price Sales X YZX
Less Debt
Buy Buyer
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15. Doing Business in Portugal
PLANING TO CREATE VALUE
ACQUISITION PLAN
X - Fees
Our service envisages an concerted action plan with everything necessary for a proper
acquisition: prior diagnosis, preparation of purchase , buy plan dossier, strategy for
best price acquisition , payment and financing conditions, target negotiation,
supporting and advise on transitional management.
We advise all aspects of the business purchase, due diligence , tax, legal and asset
management
In order to cover a portion of the initial expenses of documenting, investigations, travel,
meetings, develop the operation, as well as to obtain from the client a minimum
guarantee of their genuine interest in proceeding with the operation, we requests some
up-front provisions.
We work on a success fee basis, our process and methods strive to reduce the buyer
price and assure safety. Our business fee is 5% with a minimum value discuss
between the parties.
We will give support to the buyer during all necessary period for all legal and
management issues.
http://vendaempresas.p http://vendaempresas.com.br www.bolsaportugalnegocios.com
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PLANING TO CREATE VALUE
ACQUISITION PLAN
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