Getting an M&A deal done hinges not only on financials and logistics, but heavily on finding and getting to know the right counterparty. Navigating this process requires planning, time and plenty of discussion.
Typically, you only get one shot at selling your company, so ensuring that you and your counterparty are aligned culturally and financially, is vital. This allows you to understand what the company is going to look like on a pro forma basis. As financial advisor at Janney Montgomery Scott, Dan Flaherty, puts it, “know the answers to the test, before you take the test.” Here, we’ll explore the importance of understanding counterparties and provide insights into forging successful relationships.
The Significance of Understanding Counterparties
In any deal, understanding the counterparty’s culture, values, strengths and challenges can profoundly influence the transaction. Here’s why:
Cultural Alignment: M&A deals involve bringing together companies with different organizational cultures. Failing to understand and bridge these cultural gaps can lead to employee dissatisfaction, decreased productivity, and even the failure of the integration process. It’s crucial to identify shared values and create a cohesive post-merger culture.
Synergy Realization: The promise of synergies is a significant driver of M&A deals. These synergies can arise from various aspects, such as operational efficiency, shared resources and combined market reach. Understanding the counterparty’s operations and business models is essential to identify and unlock these synergies effectively.
Talent Retention: Key employees are the lifeblood of any organization. During an M&A, uncertainty can lead to talent attrition, especially if employees feel disconnected or undervalued. Gaining insight into the counterparty’s talent pool allows for strategic planning to retain and motivate crucial staff.
Mitigating Risks: Every business venture carries inherent risks. By comprehensively understanding the counterparty, their financial health, legal standing and potential liabilities, the seller can better assess and mitigate risks that might arise post-acquisition.
Steps to Getting to Know Counterparties
“Any merger is a leap of faith and a belief that you’re better together than apart,” says Flaherty. Evaluating whether your company is better independently or in a merger, on an ongoing quarterly basis, is a good place to start.
Timing: First-time sellers often underestimate the sheer amount of time it takes to complete the process; their biggest mistake is often thinking about selling on their time frame. Flaherty suggests beginning the process of having conversations with potential counterparties at least 2.5 years before a sale. Remember, the decision to sell should always be influenced by the fact that there are buyers.
Open Communication: Establish a clear line of communication with counterparties early in the process. Open dialogue allows for the exchange of expectations, concerns and goals. General outreach is the best way to begin the process, but if picking up the phone and calling around may seem intimidating, Flaherty assures us that a potential buyer will always be excited to get a phone call. These initial conversations should not solely revolve around business but can be a means of just getting to know one another. Establishing connections at conferences, when buyers are removed from their day-to-day responsibilities, is also a good place to start.
Thorough Due Diligence: Conduct extensive due diligence on the counterparty’s financials, operations, legal standing, and market position. Equally important is researching the key individuals who will be part of the deal. This step sets the foundation for informed decision-making. Additionally, taking a look at the buyer’s history of past acquisitions, through research or just word of mouth, is important in gaining insight into what their reputation is with shareholders and the community.
Cultural Assessment: Evaluate the cultural landscape of the company. Throughout the process of getting to know your potential buyer, identify areas of alignment and any mismatched approaches to business practices. Their willingness, or unwillingness, to meet you can also be a good indicator. Also, creating a cultural integration plan can facilitate a harmonious transition.
Leadership Engagement: Engage with the counterparty’s leadership team and understand their vision for the future while assessing their willingness to collaborate. Leadership buy-in is essential for successful integration.
Employee Feedback: Seek feedback from the counterparty’s employees. This can provide valuable insights into the workforce’s sentiment, concerns and suggestions for a successful merger.
Achieving success goes beyond just the financials; it requires a deep understanding of the counterparties involved. By investing time and effort into comprehending their cultures, operations and people, companies can pave the way for a successful integration that unlocks synergies, retains talent and mitigates risks. With strategic due diligence, effective communication and a focus on alignment, businesses can navigate the intricate path of M&A while fostering a strong foundation for growth and prosperity.
For more tips on getting to know counterparties, take a look at the full interview with Dan Flaherty here.