By Ronald J. Tocci, Neal S. Widmer, Gregory L. Moss
Read Online or Download Instructor's Resource Manual to Accompany Digital Systems: Principles and Applications, 10th Edition PDF
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Extra info for Instructor's Resource Manual to Accompany Digital Systems: Principles and Applications, 10th Edition
Example text
A THOROGOOD SPECIAL BRIEFING 37 TRADE SECRETS OF BUSINESS ACQUISITIONS At this stage, the acquirer must demonstrably give more information than the vendor, subject to stock exchange limitations. A written agenda would be too formal, but the following should be covered: • Understand the vendors personal aspirations, timescale for leaving the business and particular concerns about selling. • Outline the business rationale, future development plans and management style of the acquirer. • Name any acquisitions made in recent years and how these have turned out.
Realize at the outset that within a few years the commercial objectives of the partners do change. It may make sense for one partner to buy out the others, to sell the business or pursue a stock market flotation. To discuss this openly before creating a joint venture company is to be realistic and not negative at all. It requires more that a clause in the articles or management agreement such as any partner may offer to buy out another by making a written offer and then 30 days are allowed to make a counter offer, say, at least 5% higher.
Quantify major cost rationalization opportunities Some acquisitions produce substantial cost rationalization opportunities for the purchaser. Consider a private contract caterer which operates in a local geographic area and enjoys a high market share. A nationwide acquirer would be able to virtually eliminate the directors, head office staff and costs by folding the business under the existing regional management structure. Consequently, the rule of thumb in the market sector is to value businesses on a multiple of gross profit.
