Whether you're planning to sell your business or have already embarked on that path, this research of 100 buyers of consulting firms, will influence your thinking and provide some important signposts as to how to best maximize the value of your consulting firm.
Analyst relation presentation 2017 for meetupsSumant Parimal
This document summarizes a meetup hosted by Stark Consulting Services Inc. about analyst relations for technology startups and small-to-medium businesses. It discusses how industry analysts can influence purchasing decisions, provide market insights and guidance, and open doors to customers. However, many startups and SMBs do not engage with analysts due to cost or lack of understanding of the value. The document then outlines challenges startups and SMBs face in working with large analyst firms and proposes a customized 5-step approach to analyst relations. It concludes by providing contact information for follow up.
This document discusses best practices for building and managing relationships with industry analysts to influence buyers and gain positive coverage. It outlines key elements like researching top analyst firms, understanding their major reports, and engaging analysts through briefings, social media, and purchasing reports. The document provides tips for both non-clients and clients, emphasizing regular communication, connecting analysts to other influencers, and leveraging their research and advice.
COMPETITIVE INTELLIGENCE FOR SALES AND MARKETING: HOW TO WIN MORE OPPORTUNITI...HubSpot
This document provides tips and resources for conducting competitive intelligence on sales and marketing strategies. It recommends monitoring competitors' job postings, reviews, website content, thought leadership presence, customer base, employee profiles, and prospects to gain insights. Additional suggestions include analyzing financial filings, startup traction, email volume, social media analytics, metadata, keyword strategies, surveys, advertising tools, RSS subscribers, search trends, and traffic to understand how your company performs compared to competitors. The overall goal is to discover opportunities to differentiate yourself and optimize your own marketing approach.
Intelligence-Driven Innovation & Product Development: an Exercise-Driven, Int...Arik Johnson
This document summarizes an interactive workshop on intelligence-driven innovation and product development. The workshop covers techniques for understanding competitors, customers, and technologies through primary and secondary research analysis. It discusses frameworks for analyzing information to develop insights and recommendations. The workshop involves exercises analyzing competitor scenarios using concepts like disruptive innovation, value chains, and predicting industry change.
Taking as examples a real greenfield and brownfield project the talk describes how agile delivery can address the challenge of getting quickly to grips with complex project domains by using a range of lean tools and techniques as part of a structured inception phase.
In case of the greenfield project the goal was to build sufficient understanding to be able to define a valuable and realistic release (MVP) roadmap, while in the case of the brownfield project, the challenge was more in terms of decomposing / splitting an existing monolithic application in the right way.
Besides illustrating how theses challenges were addressed in practice, this talk will outline a generic inception framework and suggest a range of techniques, tools and methodologies out of which agile project teams can 'compose' a skeleton framework to address the challenges they face in their projects, always - of course - with the key goal in mind of delivering value early while staying close to user and business, and focus on keeping quality high, mitigate risks continuously, and build a trusted relationship with our clients.
The document provides an overview of mergers and acquisitions (M&A) market trends and the M&A process. It notes that global M&A volume increased 25% to $2 trillion in 2010, with US M&A volume growing 17% and middle market deals up 59%. The top drivers of M&A activity in 2010 and 2011 included equity market gains, favorable credit markets, and cash reserves driving corporate and financial sponsorship deals. The document outlines the typical M&A process conducted by advisors, including business preparation, marketing, negotiations, and closing the transaction to maximize business value.
The document provides an overview of inbound marketing strategies and processes. It discusses the differences between traditional outbound marketing vs inbound marketing, and outlines the key stages of inbound marketing including discovery, analysis, planning, creation, execution, measurement and optimization. It also details aspects like understanding the buyer's journey, developing relevant content, lead generation, scoring and nurturing leads, and defining the roles of marketing and sales.
Analyst relation presentation 2017 for meetupsSumant Parimal
This document summarizes a meetup hosted by Stark Consulting Services Inc. about analyst relations for technology startups and small-to-medium businesses. It discusses how industry analysts can influence purchasing decisions, provide market insights and guidance, and open doors to customers. However, many startups and SMBs do not engage with analysts due to cost or lack of understanding of the value. The document then outlines challenges startups and SMBs face in working with large analyst firms and proposes a customized 5-step approach to analyst relations. It concludes by providing contact information for follow up.
This document discusses best practices for building and managing relationships with industry analysts to influence buyers and gain positive coverage. It outlines key elements like researching top analyst firms, understanding their major reports, and engaging analysts through briefings, social media, and purchasing reports. The document provides tips for both non-clients and clients, emphasizing regular communication, connecting analysts to other influencers, and leveraging their research and advice.
COMPETITIVE INTELLIGENCE FOR SALES AND MARKETING: HOW TO WIN MORE OPPORTUNITI...HubSpot
This document provides tips and resources for conducting competitive intelligence on sales and marketing strategies. It recommends monitoring competitors' job postings, reviews, website content, thought leadership presence, customer base, employee profiles, and prospects to gain insights. Additional suggestions include analyzing financial filings, startup traction, email volume, social media analytics, metadata, keyword strategies, surveys, advertising tools, RSS subscribers, search trends, and traffic to understand how your company performs compared to competitors. The overall goal is to discover opportunities to differentiate yourself and optimize your own marketing approach.
Intelligence-Driven Innovation & Product Development: an Exercise-Driven, Int...Arik Johnson
This document summarizes an interactive workshop on intelligence-driven innovation and product development. The workshop covers techniques for understanding competitors, customers, and technologies through primary and secondary research analysis. It discusses frameworks for analyzing information to develop insights and recommendations. The workshop involves exercises analyzing competitor scenarios using concepts like disruptive innovation, value chains, and predicting industry change.
Taking as examples a real greenfield and brownfield project the talk describes how agile delivery can address the challenge of getting quickly to grips with complex project domains by using a range of lean tools and techniques as part of a structured inception phase.
In case of the greenfield project the goal was to build sufficient understanding to be able to define a valuable and realistic release (MVP) roadmap, while in the case of the brownfield project, the challenge was more in terms of decomposing / splitting an existing monolithic application in the right way.
Besides illustrating how theses challenges were addressed in practice, this talk will outline a generic inception framework and suggest a range of techniques, tools and methodologies out of which agile project teams can 'compose' a skeleton framework to address the challenges they face in their projects, always - of course - with the key goal in mind of delivering value early while staying close to user and business, and focus on keeping quality high, mitigate risks continuously, and build a trusted relationship with our clients.
The document provides an overview of mergers and acquisitions (M&A) market trends and the M&A process. It notes that global M&A volume increased 25% to $2 trillion in 2010, with US M&A volume growing 17% and middle market deals up 59%. The top drivers of M&A activity in 2010 and 2011 included equity market gains, favorable credit markets, and cash reserves driving corporate and financial sponsorship deals. The document outlines the typical M&A process conducted by advisors, including business preparation, marketing, negotiations, and closing the transaction to maximize business value.
The document provides an overview of inbound marketing strategies and processes. It discusses the differences between traditional outbound marketing vs inbound marketing, and outlines the key stages of inbound marketing including discovery, analysis, planning, creation, execution, measurement and optimization. It also details aspects like understanding the buyer's journey, developing relevant content, lead generation, scoring and nurturing leads, and defining the roles of marketing and sales.
Why the time is right to sell your IT services businessEquiteq
These slides delve deeper into the findings from our latest Global Consulting M&A Report for the IT consulting industry. Looking at why deal values are remaining high, the volume of deals globally, and why the outlook for 2016 remains strong.
Trends happening in the following sub-sectors are revealed:
• Big data/data analytics
• Cyber security
• Cloud consulting
• Enterprise applications consulting
"I sold my company and these are my tips for you"Equiteq
Marc Jantzen, founder and former CEO of Blue Sky Performance Improvement reveals what it's really like when selling. These slides cover managing the earn out, balancing everyday operations and deal demands and cultural challenges.
What buyers say; What you need to know when selling.Equiteq
For the second successive year, we reveal the findings of our annual survey of buyers of consulting firms, on their M&A appetite and what makes them tick when evaluating acquisition targets.
Why quality management teams are the key to sellingEquiteq
It’s often said buyers buy management teams first and consulting firms second but what does that actually mean?
There’s about a 50% chance your firm will break the $4m barrier and only 1 in 20 that it will get north of $10m, which is when the bigger trade buyers start to get interested. So what are the management teams who successfully scale their firms doing that the others aren’t? How do you get the right mix of skills on the team? When and how should you share equity? Join us for the last in our series to hear about the secrets to growth so that when you exit your firm you get the best possible price.
Discover why media consulting firms are being snapped up Equiteq
These slides reveal key trends and insights for the media consulting industry from our latest, annual Global Consulting M&A report. Discover why deal volumes are continuing to grow, why revenue and EBITDA multiples are high, and why agencies will continue to be in demand in 2016.
The trends happening in the following sub-sectors are revealed:
• Digital marketing
• Customer management/experience
How can you smash the growth glass ceilings?Equiteq
Equiteq’s research reveals that only 1 in 25 consulting firms break through the growth Glass Ceilings to exceed revenues of $10m and only 1 in 100 consulting firms break through the $20m barrier. This is because owners aren’t equipped to handle the changes necessary at each Glass Ceiling stage. Watch this presentation to help you succeed in your objective to grow equity value and sell your consulting firm.
Every year, Equiteq publish their Global Consulting M&A Report, which is the only publicly available information on the Global Consulting M&A market. It covers professional services companies across all major industry segments including: management consulting, IT consulting and services, media consulting, engineering consulting and HR services.
This presentation presents a summary of these findings and the key implications for consulting firm owners in each core market segment.
2016, the best year since 2007 to sell your businessEquiteq
These slides provide further insight on the M&A deal trends for the consulting sector and what is happening globally, as well as what's hot or not for these consulting industry verticals:
- IT services and solutions
- Management consultancies
- Media agencies
- Human resources
- Engineering
Why 2016 is the year to sell your management consultancyEquiteq
Find out why 2016 is the best year to sell your management consulting firm since 2007. Using our latest, annual Global Consulting M&A Report, we’ll reveal key insights and trends such as why deal volumes grew significantly in 2015, and what is happening to revenue and EBITDA multiples in this industry.
These slides reveal trends in these sub-sectors:
• Strategy consulting
• Operations consulting
• Transformation & change management
• Financial advisory
• Compliance, regulation and governance
Using the Sales & Marketing process effectivelyEquiteq
Attract, nurture and convert the right clients.
Our analysis from hundreds of consulting firms, regardless of geography or sector, shows that this is the weakest of the 8 levers, yet it’s crucial for sustained growth. Weak sales and marketing processes are most commonly the reason firms plateau or stall, something we don’t want you to experience as it’s very draining, not to mention that it really puts buyers off. Find out how to make sure you meet your sales targets and show buyers a smooth upwards trajectory – and avoid a financial history that looks like the Rockies!
This document discusses different exit options when selling a business, including sale to a trade buyer, sale to a private equity firm, completing a stock market listing (IPO), or undertaking a debt-funded capital restructuring. It provides overviews of each option and key factors owners should consider such as their desired involvement post-transaction, the business's growth trajectory, and competitive landscape. Sale to a trade buyer is driven by opportunities for scale or expanding into new areas. Private equity interest has grown with attributes including a need for growth capital or partner. An IPO is rare for professional services and requires significant scale. Overall the best outcome depends on matching the owner's goals with the business characteristics.
How stakeholders impact the selling of your businessEquiteq
When selling your consulting firm, how you manage all stakeholders will have a significant impact, not just on the success of the deal, but how the deal transpires into post-merger success or failure. These slides discuss our top tips for key stakeholder groups, who unless understood and looked after, could derail or degrade the transaction if needs are not met or expectations managed.
Client relationships:View these slides to learn why keeping great relationships with the right clients is good for them and for the value of your business.
A balanced portfolio of quality clients with relationships at senior levels, supported by well-managed account plans, showing growing revenue streams, is highly desirable both for the firm and for potential buyers. Learn how to identify your ideal clients and how to nurture and grow those clients, reducing risk and ensuring you maintain a long-term, mutually beneficial client base.
Digital Strategy For Retail: Omnichannel (The Hive Think Tank)iVentures Consulting
DIGITAL STRATEGY FOR RETAIL: OMNICHANNEL
The Hive Think Tank on May 7th, 2014 at General Assembly in San Francisco with Christophe Biget (iVentures Consulting, co-CEO), Tyler Kohn (RichRelevance, CTO), Kerem Tomak (Macy's, VP, Marketing Analytics and CRM) and Greg Tanaka (Bay Sensors, CEO)
More information about eShopper Index:
- Overall ranking: http://www.slideshare.net/aureliaa/2014-eshopper-index-overall-ranking
- Presentation & subscription: http://www.iventures-consulting.com/eshopper-index
Are you scaling smart or scaling towards failure?Equiteq
You make decisions every day on the direction of your business, but while you work hard to scale your revenue, are you also scaling your equity value? Or could that value be eroding behind your back?
With so many strategic decisions and opportunities available, choosing the best one and when to take them can be difficult. Equity value can be eroded very quickly, after which it takes a long time to build back up, so you want to be as prepared as possible to avoid wrong turns along the way.
In these slides we share our knowledge on when and if you should be considering the following opportunities as part of your growth strategy:
- New market entry
- Leveraging IP
- Inorganic growth
- Diversification
View these slides to find out our advice on assessing the risks and rewards of your options.
Buying and Selling A Small or Mid-Size Business - Initiation of Discussions, ...esstevens
This document discusses various aspects of buying and selling a small or mid-size business, including:
1) It provides an overview of current M&A market conditions, noting opportunities for quality companies and strong competition for assets.
2) It outlines the process of initiating a transaction, including assessing strategic options, valuation, identifying potential buyers, and engaging advisors.
3) It describes the roles of key members of the deal team, including owners, management, accountants, legal counsel, investment bankers, and tax advisors.
The document discusses valuation of a company for potential sale. It provides an overview of current M&A market trends, key drivers that influence valuation multiples, and steps to take to maximize valuation. These include positioning the company strategically, organizing financials, clarifying growth opportunities, and using deal structures like earnouts to bridge valuation gaps. Following a comprehensive process from preparation to negotiations is emphasized to capture the best value from the sale.
Lunch and Learn Becoming a Prime Contractor Final Rev 1 (5-20-16)Gary Fitch
This document provides information on becoming a government prime contractor and growing a small business into a big business. It discusses the progression from subcontractor to prime contractor, the attributes of each, and how to identify "finders, minders, and grinders" within a business. The document outlines a roadmap for growing a small business, including strategizing, structuring the business, developing skills, systematizing processes, and transitioning to the new structure. Overall, the document offers advice on developing the capabilities required to become a prime contractor and scaling a small business in a strategic, structured manner.
The Gridiron: Making your investment count. Getting the most out your exhibit...Ali Nicholl
How can you ensure you get the most out of your investment?
You probably spend quite a bit on your exhibition attendance, stand design and marketing materials. However, from working with clients across Manufacturing, Technology and Defence it is clear that there is a need for tools that can help ensure that that investment isn't wasted. Before investing a pound, dollar, or Euro you need to know the answers to strategic and tactical questions like: Why are you there? Who is going to be there? Who do you want to talk to? What are you going to talk about? How can we measure success? What does success look like?
We've developed a simple tool to help set strategy, define tactics and assess ROI for exhibitions, trade shows, expos and beyond. Identify target profiles, outline interaction types and ensure that you are tracking where conversations are happening and what you can do to move prospects from Fence sitters to Shoppers.
To download a copy of the Gridiron tool with handy cheat sheet visit
makeitclear.co.uk/resources/the-gridiron
How to Buy a Business without Buyer's RemorseMike Blake
There is lots of material out there on how to sell a business but relatively little on how to buy one. This presentation offers a roadmap and some practical advice on buying a business - from finding a business to buy, to due diligence, to pricing an Structuring.
Post COVID B2B Sales Planning and Execution Vishal Sharma
The document provides strategic tools and frameworks for B2B sales teams to plan and execute sales in a post-COVID digital world with less in-person interactions. It outlines corporate strategy spectrums, dynamic competitive views using VRIO analysis, game theory to understand industry dynamics, persona mapping to understand buyers, and emphasizes adapting sales approaches to the new virtual engagement models. The key message is that these strategic tools can help overcome challenges from less human intelligence gathering by providing insights into customers and competitors in the new digital sales environment.
Why the time is right to sell your IT services businessEquiteq
These slides delve deeper into the findings from our latest Global Consulting M&A Report for the IT consulting industry. Looking at why deal values are remaining high, the volume of deals globally, and why the outlook for 2016 remains strong.
Trends happening in the following sub-sectors are revealed:
• Big data/data analytics
• Cyber security
• Cloud consulting
• Enterprise applications consulting
"I sold my company and these are my tips for you"Equiteq
Marc Jantzen, founder and former CEO of Blue Sky Performance Improvement reveals what it's really like when selling. These slides cover managing the earn out, balancing everyday operations and deal demands and cultural challenges.
What buyers say; What you need to know when selling.Equiteq
For the second successive year, we reveal the findings of our annual survey of buyers of consulting firms, on their M&A appetite and what makes them tick when evaluating acquisition targets.
Why quality management teams are the key to sellingEquiteq
It’s often said buyers buy management teams first and consulting firms second but what does that actually mean?
There’s about a 50% chance your firm will break the $4m barrier and only 1 in 20 that it will get north of $10m, which is when the bigger trade buyers start to get interested. So what are the management teams who successfully scale their firms doing that the others aren’t? How do you get the right mix of skills on the team? When and how should you share equity? Join us for the last in our series to hear about the secrets to growth so that when you exit your firm you get the best possible price.
Discover why media consulting firms are being snapped up Equiteq
These slides reveal key trends and insights for the media consulting industry from our latest, annual Global Consulting M&A report. Discover why deal volumes are continuing to grow, why revenue and EBITDA multiples are high, and why agencies will continue to be in demand in 2016.
The trends happening in the following sub-sectors are revealed:
• Digital marketing
• Customer management/experience
How can you smash the growth glass ceilings?Equiteq
Equiteq’s research reveals that only 1 in 25 consulting firms break through the growth Glass Ceilings to exceed revenues of $10m and only 1 in 100 consulting firms break through the $20m barrier. This is because owners aren’t equipped to handle the changes necessary at each Glass Ceiling stage. Watch this presentation to help you succeed in your objective to grow equity value and sell your consulting firm.
Every year, Equiteq publish their Global Consulting M&A Report, which is the only publicly available information on the Global Consulting M&A market. It covers professional services companies across all major industry segments including: management consulting, IT consulting and services, media consulting, engineering consulting and HR services.
This presentation presents a summary of these findings and the key implications for consulting firm owners in each core market segment.
2016, the best year since 2007 to sell your businessEquiteq
These slides provide further insight on the M&A deal trends for the consulting sector and what is happening globally, as well as what's hot or not for these consulting industry verticals:
- IT services and solutions
- Management consultancies
- Media agencies
- Human resources
- Engineering
Why 2016 is the year to sell your management consultancyEquiteq
Find out why 2016 is the best year to sell your management consulting firm since 2007. Using our latest, annual Global Consulting M&A Report, we’ll reveal key insights and trends such as why deal volumes grew significantly in 2015, and what is happening to revenue and EBITDA multiples in this industry.
These slides reveal trends in these sub-sectors:
• Strategy consulting
• Operations consulting
• Transformation & change management
• Financial advisory
• Compliance, regulation and governance
Using the Sales & Marketing process effectivelyEquiteq
Attract, nurture and convert the right clients.
Our analysis from hundreds of consulting firms, regardless of geography or sector, shows that this is the weakest of the 8 levers, yet it’s crucial for sustained growth. Weak sales and marketing processes are most commonly the reason firms plateau or stall, something we don’t want you to experience as it’s very draining, not to mention that it really puts buyers off. Find out how to make sure you meet your sales targets and show buyers a smooth upwards trajectory – and avoid a financial history that looks like the Rockies!
This document discusses different exit options when selling a business, including sale to a trade buyer, sale to a private equity firm, completing a stock market listing (IPO), or undertaking a debt-funded capital restructuring. It provides overviews of each option and key factors owners should consider such as their desired involvement post-transaction, the business's growth trajectory, and competitive landscape. Sale to a trade buyer is driven by opportunities for scale or expanding into new areas. Private equity interest has grown with attributes including a need for growth capital or partner. An IPO is rare for professional services and requires significant scale. Overall the best outcome depends on matching the owner's goals with the business characteristics.
How stakeholders impact the selling of your businessEquiteq
When selling your consulting firm, how you manage all stakeholders will have a significant impact, not just on the success of the deal, but how the deal transpires into post-merger success or failure. These slides discuss our top tips for key stakeholder groups, who unless understood and looked after, could derail or degrade the transaction if needs are not met or expectations managed.
Client relationships:View these slides to learn why keeping great relationships with the right clients is good for them and for the value of your business.
A balanced portfolio of quality clients with relationships at senior levels, supported by well-managed account plans, showing growing revenue streams, is highly desirable both for the firm and for potential buyers. Learn how to identify your ideal clients and how to nurture and grow those clients, reducing risk and ensuring you maintain a long-term, mutually beneficial client base.
Digital Strategy For Retail: Omnichannel (The Hive Think Tank)iVentures Consulting
DIGITAL STRATEGY FOR RETAIL: OMNICHANNEL
The Hive Think Tank on May 7th, 2014 at General Assembly in San Francisco with Christophe Biget (iVentures Consulting, co-CEO), Tyler Kohn (RichRelevance, CTO), Kerem Tomak (Macy's, VP, Marketing Analytics and CRM) and Greg Tanaka (Bay Sensors, CEO)
More information about eShopper Index:
- Overall ranking: http://www.slideshare.net/aureliaa/2014-eshopper-index-overall-ranking
- Presentation & subscription: http://www.iventures-consulting.com/eshopper-index
Are you scaling smart or scaling towards failure?Equiteq
You make decisions every day on the direction of your business, but while you work hard to scale your revenue, are you also scaling your equity value? Or could that value be eroding behind your back?
With so many strategic decisions and opportunities available, choosing the best one and when to take them can be difficult. Equity value can be eroded very quickly, after which it takes a long time to build back up, so you want to be as prepared as possible to avoid wrong turns along the way.
In these slides we share our knowledge on when and if you should be considering the following opportunities as part of your growth strategy:
- New market entry
- Leveraging IP
- Inorganic growth
- Diversification
View these slides to find out our advice on assessing the risks and rewards of your options.
Buying and Selling A Small or Mid-Size Business - Initiation of Discussions, ...esstevens
This document discusses various aspects of buying and selling a small or mid-size business, including:
1) It provides an overview of current M&A market conditions, noting opportunities for quality companies and strong competition for assets.
2) It outlines the process of initiating a transaction, including assessing strategic options, valuation, identifying potential buyers, and engaging advisors.
3) It describes the roles of key members of the deal team, including owners, management, accountants, legal counsel, investment bankers, and tax advisors.
The document discusses valuation of a company for potential sale. It provides an overview of current M&A market trends, key drivers that influence valuation multiples, and steps to take to maximize valuation. These include positioning the company strategically, organizing financials, clarifying growth opportunities, and using deal structures like earnouts to bridge valuation gaps. Following a comprehensive process from preparation to negotiations is emphasized to capture the best value from the sale.
Lunch and Learn Becoming a Prime Contractor Final Rev 1 (5-20-16)Gary Fitch
This document provides information on becoming a government prime contractor and growing a small business into a big business. It discusses the progression from subcontractor to prime contractor, the attributes of each, and how to identify "finders, minders, and grinders" within a business. The document outlines a roadmap for growing a small business, including strategizing, structuring the business, developing skills, systematizing processes, and transitioning to the new structure. Overall, the document offers advice on developing the capabilities required to become a prime contractor and scaling a small business in a strategic, structured manner.
The Gridiron: Making your investment count. Getting the most out your exhibit...Ali Nicholl
How can you ensure you get the most out of your investment?
You probably spend quite a bit on your exhibition attendance, stand design and marketing materials. However, from working with clients across Manufacturing, Technology and Defence it is clear that there is a need for tools that can help ensure that that investment isn't wasted. Before investing a pound, dollar, or Euro you need to know the answers to strategic and tactical questions like: Why are you there? Who is going to be there? Who do you want to talk to? What are you going to talk about? How can we measure success? What does success look like?
We've developed a simple tool to help set strategy, define tactics and assess ROI for exhibitions, trade shows, expos and beyond. Identify target profiles, outline interaction types and ensure that you are tracking where conversations are happening and what you can do to move prospects from Fence sitters to Shoppers.
To download a copy of the Gridiron tool with handy cheat sheet visit
makeitclear.co.uk/resources/the-gridiron
How to Buy a Business without Buyer's RemorseMike Blake
There is lots of material out there on how to sell a business but relatively little on how to buy one. This presentation offers a roadmap and some practical advice on buying a business - from finding a business to buy, to due diligence, to pricing an Structuring.
Post COVID B2B Sales Planning and Execution Vishal Sharma
The document provides strategic tools and frameworks for B2B sales teams to plan and execute sales in a post-COVID digital world with less in-person interactions. It outlines corporate strategy spectrums, dynamic competitive views using VRIO analysis, game theory to understand industry dynamics, persona mapping to understand buyers, and emphasizes adapting sales approaches to the new virtual engagement models. The key message is that these strategic tools can help overcome challenges from less human intelligence gathering by providing insights into customers and competitors in the new digital sales environment.
A leading global M&A firm founded in 1996 that has completed over 160 deals totaling $4B+ in enterprise value. It offers a wide range of investment banking services including mergers and acquisitions, fairness opinions, restructuring, and divestitures. It has deep sector expertise, a global reach, and extensive relationships with buyers including private equity firms.
Thought Leadership: Positioning Yourself as an Expert in the MarketplaceDana Vanden Heuvel
The document discusses thought leadership and positioning oneself as an expert in the marketplace. It defines thought leadership as earning trust and credibility by offering unique information, insights, and ideas. Becoming a thought leader positions a company as an industry authority. The presentation outlines how to develop thought leadership by recognizing opportunities in one's industry, developing a unique point of view, and crafting solutions that are novel, relevant, proven, practical, focused, and logically rigorous.
Companies are increasingly focused on high-quality strategic transactions, with less time spent on investigating peripheral opportunities, according to our annual tracker of business leader M&A intentions.
Fuzje i przejęcia - Global M&A snapshot 2015Grant Thornton
Global M&A activity is increasing as companies focus on strategic acquisitions. The survey found that 43% of businesses seriously considered an acquisition in the last year, up from 39% in 2013. Additionally, 33% plan to use M&A for growth in the next three years, up from 28% two years ago. Vendor confidence is also rising as 14% expect a change in ownership, up from 11% last year. Finally, bank financing is becoming more available as 57% of companies plan to use debt financing for M&A, up from 48% in the last two years.
Whether it’s trust, data or technology, there are plenty of trends shaping the current sales environment. Here’s your chance to understand what B2B buyers want and how to better prepare your sales strategy for tomorrow.
This document appears to be notes from a business development marketing conference. It discusses various initiatives around customer relationship management and lead management. It notes that competitors have been making major investments in these areas while Ford has been reducing spending. Benchmarking projects were conducted to better understand Ford's position compared to competitors and it was found that Ford is behind the curve. The document discusses various privacy regulations that are rapidly changing the business environment around telemarketing, email marketing, data security, and information sharing. Compliance strategies and available resources are also mentioned.
The Banker View by George Patterson of HSBCSOSV / HAX
This document provides an agenda and background information for an HSBC startup exit masterclass. The agenda includes introductions, discussions of universal truths about M&A, undertakings CEOs should focus on, and answering how good tech companies get bought. Key undertakings for CEOs include understanding how M&A works, getting company documents and finances in order, and developing an understanding of potential buyers. The document emphasizes that facilitating commercial dialogs with likely buyers and providing them information allows potential acquirers to evaluate the company without a formal sale process.
This document discusses designing an exit strategy for software as a service (SaaS) companies. It provides an overview of recent European SaaS exits, including trends in exit types, buyer locations and types, company ages and sizes, funding status, and country-level exits. It also includes case studies of three European SaaS companies that were acquired: Endomondo, TextLocal, and Wunderlist. The document concludes with tips for achieving an exit, such as being proactive, developing relationships with potential buyers, considering timing, and potentially hiring an advisor.
The document discusses how beliefs and behaviors in the investment management industry sabotage success. It conducted primary research through surveys of thousands of investors, managers, and regulators across 19 countries. The research finds that the industry's focus on activities that contribute to alpha production is misallocated, as true success requires helping investors achieve their long-term goals sustainably over time. However, investors are not achieving their goals and managers are failing on both dimensions. This is due to the "Folklore of Finance" - shared beliefs rooted in human bias that govern behaviors in detrimental ways. A new folklore is needed to foster the right activities and shift the industry's focus to the dimensions of true success.
Angel Broking is one of India's largest retail brokerage firms. It was started in 1987 by Dinesh Thakkar as a sub-broker with 3 employees and 25 clients. Some of Angel Broking's achievements include being the first to focus on retail-centric research, adopting a branch model for personalized services, and launching web-enabled back office software. Angel Broking has the largest number of registered sub-brokers on NSE and has received several awards for being a major volume driver on BSE. The presentation highlighted Angel Broking's five pillars of operations, membership and distribution model, USPs, awards, products and services, and results from projects analyzing sectors, competing brokers, and client feedback.
5 Best Practices of Lead Generation for Facilities Managers Andrew Mason
A massive 81% of clients do not want to be sold to at least before doing the research themselves so outward bound marketing, and cold calling destroys trust with nearly 70% saying that they would usually or always be put off by suppliers that cold call.
The 31% saying that they are never or only sometimes put off by cold calling, you can market this way but the odds are against you as
Clients don’t want to be sold to or interrupted
This deck gives us the 5 best practices of lead generation for Facilities Managers.
Strategic Planning Process - From Conception to ExecutionMoazzam Rafique
The document outlines a strategic planning process from identifying opportunities to implementing them. It discusses identifying opportunities through internal and external sources, evaluating opportunities using the BCG matrix and criteria like market size, evaluating opportunities as a business plan using the strategy triangle model focusing on customers, products, and locations, determining unique value propositions and core functions, setting financial goals, and operationalizing the opportunity through an action plan addressing timelines, resources, structures, and accountability.
Webinar - preserve and grow equity value - Apr 2020 - follow up Q&AEquiteq
This document summarizes questions and answers from a webinar about preserving equity value during an economic downturn. Paul Collins from Equiteq answers questions about the economy, M&A activity, cost cutting strategies, dealing with the new environment, and a model for evaluating equity value. He recommends focusing on cash flow, pursuing strategic acquisitions, and using debt financing cautiously for growth. Collins offers Equiteq's advisory services to help companies assess risks, develop growth plans, and address liquidity issues during the downturn.
This document provides contact information for Equiteq, an M&A advisory firm that specializes in knowledge-intensive service businesses. It lists regional contacts in North America, Europe, and Australia/New Zealand and notes that Equiteq has completed nearly 400 M&A transactions. It also summarizes Equiteq's services which include strategic advisory, M&A transactions, leveraging market insights and operational consulting expertise to provide a unique M&A perspective to clients globally.
As an owner of a consulting firm, strategic and private equity buyers will offer you different opportunities. Ensuring you pick the right partner is key but how do you know which one better fits your exit goals?
IP is the pixie dust that can make your profits flyEquiteq
Adam Blatchford, Associate at Equiteq, talks about about the benefits of IP and how you can get started on building your own.
Whether your firm generates revenues of $20m or $100m, IP is what differentiates you amongst your competitors; ensuring clients buy your services.
Your skills have made your company successful, but it can be a mistake to think you need to replicate yourself in a CEO successor. As a company grows, it requires different leadership capabilities. Appointing a team of C-suite executives rather than rely on founders knowledge is needed for the company to reach its full potential.
It can take years to find the right people with the skills, growth mindset and a commitment to the founder's values - who have the experience to manage a large, more complex business, so you want to be planning and looking early.
On these slides we'll take a look at where you can start.
We'll also cover:
- Financial de-risking of succession
- Using private equity to realize value, retain upside and spread equity in the team
- Why trade buyers are interested in your succession plan
- How to manage leadership transition as an owner/founder
Global consulting M&A trends and analysis 2017Equiteq
The document summarizes Equiteq's 2017 Global Consulting M&A Report. It found that M&A activity and average deal values in the consulting industry reached 10-year highs in 2016. Demand remains strong across industry segments for highly sought capabilities. Both strategic and financial buyers are actively acquiring companies, and cross-border deal activity remains prominent. The outlook for continued M&A activity in the consulting industry over the next year is positive.
Our new M&A report contains vital insight for Media Agency owners who are considering selling.
These slides reveal the key findings from our research, looking at:
- Average deal size and valuation multiples
- Drivers for deal activity
- Top buyers
- M&A activity by region
This document summarizes a report on global M&A trends in the IT services industry in 2016 and 2017 outlook. Some key points:
- Global M&A deal activity in the IT services sector increased 9% in 2016, returning to pre-crisis levels.
- Drivers include disruption to legacy players, rising cloud services and cybersecurity demands, and industry convergence.
- Valuations remain high, with multiples and cash balances rising for listed companies. Strategic and financial buyers remain active in the space.
The Global Management Consulting M&A Report 2017Equiteq
Our new M&A report contains vital insight for Management Consulting owners who are considering selling.
These slides reveal the key findings from our research, looking at:
- Average deal size and valuation multiples
- Drivers for deal activity
- Top buyers
- M&A activity by region
How to improve profitability in professional services firms: a practical guideEquiteq
These slides reveal the next steps you can take to:
- Create a baseline and set targets
- Increase revenue
- Reduce delivery costs
- Optimize overheads
5 ways to generate new consulting sales opportunities right now Equiteq
Revenue growth is a top priority for our clients and we're constantly providing guidance on how best to increase sales. Watch this webinar to learn actionable insights to sharpen your sales and marketing efforts and drive new leads, including:
- Harvesting more revenue from existing clients
- Getting clarity on targeting (and contacting) new prospects
- Using secondary and primary research to fuel client discussions that open new opportunities
- Creating marketing content aligned with the buyer's journey to generate demand
- Building momentum with structured campaigns
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[To download this presentation, visit:
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2. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S2
1. Brief introduction to Equiteq
2. Buyers Research Report methodology
3. Key insights
– Insight 1: Buyer expectations over the next three years
– Insight 2: Buyers’ ideal characteristics of consulting firms
– Insight 3: Where buyers source deals
– Insight 4: Typical deal structure and earn-out periods
– Insight 5: Deal opportunity failure rates
4. Key messages and Conclusion
5. Questions & Answers
Agenda
4. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S4
Equiteq is a boutique M&A and strategic advisory firm
wholly focused on the consulting sector
Our experts provide added value to our clients
Equiteq is based inLondon, with hubs in New York and Singapore. We are run by world class
investment bankers, corporate finance experts and growth consultants in all three locations
• Community insights
• Deal documentation
• Buyer insight
• M&A research
• Unique IP
5. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S5
We deliver above market returns and attractive deal terms
Highlights and Statistics
• Financiallystableclients
• Wellpreparedforsale
• Gettinghighdemandfrombuyers
• Operationallyrobust
• Buyerbeliefinthefuture
• Compellingsynergycase
• Pricereflectsfuturenotpast
The Equity Value Model drives results
Sale
Profit
and value
growth
story
Yr –1 Yr +3Yr –2 Yr +2Yr –3 Yr +1
Past Future
PremiumvaluezoneAveragevaluezone
Price = x x xDiscounted
EBIT multiplier
1 Market
Premium
3Equiteq Risk
Factor eRF
2 Synergy
Premium
4
Equity
Growth
Wheel
Market
proposition
Intellectual
property
Sales
& profit
growth
Management
quality
Client
relationships
Consultant
loyalty
Quality
of fee
income
Sales &
marketing
process
6. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S6
(Brand/Media Consulting)
Acquired
Sonaa
Equiteq acted as lead advisor to 1HQ
on the transaction
2013
(FS Consulting)
Sold to
Cordium
Equiteq and Corbett Keeling
advised on sale prep and sale
2014
Equiteq is a global leader in consulting services M&A
8
(Management Consulting)
Sold to
Chime Communications plc
Equiteq and Corbett Keeling advised
on sale preparation and sale
2012
(Management Consulting)
Sold to
Baird Capital
Equiteq and Corbett Keeling advised
on sale preparation and sale
2013
(Management Consulting)
Initial Public Offering
Equiteq advised on equity growth and
IPO preparation
2012
(Oil and Gas Consulting)
Sold to
SLR
Equiteq advised on sale
preparation and sale
2014
(Technology Consulting)
Sold to
Sagentia Group
Equiteq advised on business strategy
and equity growth
2013
(Real Estate Advisory)
Sold to
Navigant
Equiteq advised on growth, sale prep
and partnered with 7 Mile on the sale
2012
(HR Consulting)
Sold to
Capita
Equiteq advised on growth, sale
preparation and sale
2013
(Technology Consulting)
Acquired
Hexarus
Equiteq advised Absoft on target
acquisitions
2012
(Management Consulting)
Sold to
FTI Consulting
Equiteq advised on sale preparation
and sale
2013
(Management Consulting)
Acquired
Polestar Group (USA)
Equiteq acted as lead advisor on the
transaction
2013
(Disputes Advisory)
Sold to
Parentebeard, USA
Equiteq and Paramax advised on sale
preparation and sale
2013
(Market Research Consulting)
Sold to
M-Brain
Equiteq advised on sale preparation
and sale
2014
(Int’n Development Consulting)
Sold to
AECOM
Equiteq advised on sale preparation
and sale
2014
(Property Consulting)
Sold to
EC Harris
Equiteq advised on sale preparation
and sale
2014
(Engineering Consulting)
Acquired
E3 Consult
Equiteq advised CDM on target
acquisitions
2011
(Management Consulting)
Sold to
Take Solutions
Equiteq advised on sale preparation
2011
(Management Consulting)
Sold to
Sovereign Capital
Equiteq and Corbett Keeling advised
IMS on sale
2010
(Management Consulting)
Sold to
BT plc
Equiteq advised on growth sale
preparation and sale
2008
8. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S8
M&A activity within professional services is very active
and growing
There is little direct advice available on why and how
buyers of consulting firms behave
We felt it was important to have a primary view from the
buyer perspective
We commissioned the following independent research:
• Overall demand trend
• Types of consulting firms in demand
• Deal sourcing preferences
• Deal structures
• Reasons that buyers fail to close
Equiteq
The 2014 Buyers Research Report
2014 Buyers Research Report
9. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S9
Geographic profile of buyers surveyed Industry sectors of buyers surveyed
The buyers interviewed cover a wide range of
geographies and sectors within professional services
10. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S10
Level of buyer contacts surveyed Business type of buyers surveyed
The majority of those interviewed operate at a senior
level in the head office
The directors and senior managers interviewed are responsible for 310 acquisitions of
professional service firms in the past three years
12. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S12
Source of growth over the next
two to three years
Are buyers seeing more or less
opportunities than in the last year?
Buyers see more opportunities for acquisitions, which
they have identified as a source of growth for their firm
13. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S13
• Buyers of professional service firms expect a 6%+ increase in deals over the
next 3 years
• Buyers anticipate acquiring an average of 3.3 professional service firms over
the next 2-3 years
• The average buyer acquisition budget is $65M
• $90M for prolific buyers (5% of prolific buyers cited a budget of $200M or more)
• $35M for regular buyers
• Buyers are looking to do more deals
• We are currently in a strong market for
sellers – a good time to be thinking
about an exit
• Sellers must be able to demonstrate
standalone value and synergy
Key
Findings
What this means for sellers
The acquisition appetite reflects favourably on sellers
“We absolutely want to accelerate our acquisitions
both in terms of size and numbers because we are
quite cash rich”
“Since the financial crisis, it’s become more
obvious who the good players are and they tend to
be a lot more expensive!”
15. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S15
Factors attracting buyers to a consulting firm Factors deterring buyers from acquiring
The only factor outside the seller’s control is cultural fit
with a buyer
16. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S16
• 50% buyers are very or extremely interest in acquiring a firm in the US.
• On average, buyers are interested in firms with revenue $15M to $40M
• Average size of ideal target
• Prolific buyers: $32M
• Regular buyers: $26M
• Think carefully about building core
services rather than diversifying into
different markets
• Clearly articulate your cultural identity -
consider the cultural fit between your firm
and potential buyers
• Revenue growth more important than
scale
Key
Findings
What this means for sellers
Ideal fit is a mix of financials, culture, and offerings
“Their values have to fit with our own otherwise we
would never make it work… ”
“The deal will fall away very quickly if there’s no
strategic fit”
“Growth is critical unless we felt it was something we
could turn around…but we wouldn’t want to divert our
own management’s time”
18. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S18
Where prolific buyers source deals Where regular buyers source deals
Prolific buyers are more likely to source a deal through a
third party and internal M&A process
19. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S19
• It is not easy to get through the early
filtering rounds
• Even more difficult to initiate a
secondary approach to the same buyer
• It is important to understand each
buyer’s process
Key
Findings
Buyers have different approaches to sourcing deals.
It is important to tailor your strategy
What this means for sellers
• Prolific buyers source 42% of their acquisition opportunities via third parties
and 38% via their internal M&A team.
• Even buyers with M&A operations put the intermediary route as the most
effective source of deals
• Regular buyers tend to rely on their existing relationships with acquisition
targets as their best deal source
“Direct approaches are very, very rare. It almost
all comes from our own activity or from third
parties.”
“Intermediaries definitely help…they are a sort of
filtering process.”
21. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S21
On what targets do buyers base earn-outs?
Gross Margin / Profit is the most common earn out metric
Proportion of earn-outs that hit target
Most buyers focus on revenue or gross
margin to drive growth
Earn-outs are typically structured to be
mostly achievable
22. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S22
What proportion of the total consideration is paid
up-front in cash?
On average, what earn-out period do
you operate?
Approx. 46% of total consideration is paid up-front in cash
23. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S23
• Over 90% of professional service M&A deals involve earn-outs or deferred
payments
• Earn-outs are typically based on growth in revenue/gross profit which are
easy to measure and controlled by seller
• Buyers are likely to pay between 41% - 60% up-front
• On average 74% of earn-outs hit their target
• Realistic expectations are key – very
unusual to receive 100% cash at close
• Buyers may use the amount of up-front
cash as a negotiating tool rather than
increasing the overall price
• It is important to understand the targets to
insure that the earn-out is achieved
Key
Findings
The majority of transactions include a 2-3 year earn-out
What this means for sellers
“The earn-out has to be long enough to integrate
them into the business but not so long that they are
demotivated…”
“If they are not hitting at least 80% of the earn-out,
something is probably going wrong. It has to be
largely achievable.”
“We never use staff retention as a target… it simply
doesn’t work in the long run.”
25. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S25
What percentage of the total qualified opportunities
that buyers look at get rejected before an NDA is signed?
What percentage of deals where there is a signed Letter of
Intent fail before completion of the due diligence process?
Buyers need to review a large number of opportunities in
order to successfully complete a transaction
26. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S26
First Hurdle
• Buyers reject a high proportion of opportunities
very early
• The challenge for sellers is to prepare early to
make a good first impression
Second Hurdle
• From NDA to Letter of Intent is another high-
attrition period
• This is where value and structure are agreed
Third Hurdle
• From LoI to completion of due diligence
• Involves the most stringent due diligence period
so any emergent issues can derail the deal
The three key stages of a transaction
Summary of fall-off at key stages
27. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S27
• On average, buyers look at 100 opportunities to close 1 deal
• That does not mean that 1% of companies successfully sell!
• It does, however, mean that rifle shot processes to one buyer are risky
• Following the Letter of Intent, it takes an average of 4.7 months to complete a typical
deal
• The use of intermediaries reduced the average duration by 1 month for prolific buyers
• Define who you are selling to and why your
proposition is likely to appeal to buyers
• Look at what you need to do at each stage
of the process and be realistic about the
time and effort required
• Preparation accelerates the process and
mitigates the risks
Key
Findings
Buyers need to review 100 opportunities to close 1 deal
“At any one time there are probably a couple of
hundred acquisitions we might be interested in but
only a tiny fraction get through the NDA.”
“We probably looked at 30-40 potential deals and
ended up with two Letters of Intent which have
now been completed”
What this means for sellers
29. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S29
1) Prepare your firm
• Mitigate known risks
• Demonstrate inherent value
2) Clarify your value to different buyers
• Strategic buyer vs. Financial buyer
3) Time the market
• Look for positive market indicators – both broadly and in your specialty areas
4) Cast the net wide
• Large number of buyers at beginning increase probability of offers at later stages
5) Keep your business growing through the M&A process
• Duration of sales process varies, keep the business growing and profitable
Five key strategies can significantly increase your
chances of a successful sale
30. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S30
• Overall a positive picture for sellers
o 6% expected growth in acquisitions over the next 2-3 years
• Buyers are specific about their acquisition criteria
o More than 50% are very or extremely interested in US professional service firms
o On average, looking for professional service firms with $15M - $40M in revenues
• Buyers are more likely to use intermediaries or their own M&A operations for deal
sourcing
• Most buyers will seek an earn-out structure
o Approximately half the value of the firm paid up front
o Earn-out period of 2-3 year
• Be realistic about expectation as you go to market
o Very few opportunities presented a buyer will get through the early stages
Conclusion
31. W W W. E Q U I T E Q . C O M / G R O W I N G & R E A L I Z I N G E Q U I T Y VA L U E I N C O N S U LT I N G F I R M S31
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