April 2012

In This Issue
Key Considerations
Saving a Deal from Undue Diligence
Don't Fail to Plan for Your Deal's Tax Consequences
M&A Representations and Warranties
Never on a Friday

Using a Financial Dashboard to Increase Performance and Value 

 

Click to register for a free webinar on April 25th 

A financial dashboard provides a snapshot of what's going on in your company behind your accounting statements.  In this webinar we'll demonstrate the CorelyticsTM Financial Dashboard, a powerful yet simple tool that allows owners and executives to see the relationships between your numbers, your business activities, and your cash flow.  This leads to better planning and decision making based on historical trends, performance metrics, and forecasting.  Even if you don't have a financial background this can significantly improve your management effectiveness.

 

Many business owners have found that the Corelytics cloud-based solution, which is optimized for IT and other technical service businesses, allows them to manage their business more efficiently.  And since most IT companies share several key value drivers, such as profitability and growth, recurring revenue, and management depth, you can drive up the value of your business by adopting a tool and a process that positively affects these value drivers.

 

This webinar is highly recommended for owners of privately held IT service companies, including MSPs, SaaS, and cloud solution providers, who are thinking of selling their business in the next 1-3 years or planning to acquire other companies to accelerate their growth. 

 

Date:  4/25/2012 (Wed.)

Time:  11 AM to 12 PM CDT

 

 

Click to register, seating is limited. 

 

 

Register Now button from GoToWebinar

 

 

 

 

 

 

 
Key Considerations

 

Questions such as the following will help a buyer (and a seller) better understand the business and help value the business more prudently:


What's for sale? What's not for sale? Does it include real estate? Are some of the fixtures and equipment leased instead of owned? What are the arrangements?


What assets are not earning money? Perhaps they should be sold off.


What is proprietary? Consider formulations, patents, software, etc.


What is the competitive advantage? Is it a certain niche, superior marketing, more efficient manufacturing, patents, copyrights, or intellectual property? What are the expirations, if any?


What is the barrier of entry? Capital, low labor, tight relationships?


Are there employment agreements or non-competes? Has management failed to secure these agreements from key employees?


How would someone grow the business? Perhaps it can't be grown.


How much working capital would someone need to run the business?


What is the depth of management and how dependent is the business on the owner or the key manager?


How is the financial reporting undertaken and recorded, and how does management adjust the business accordingly? 

 
Saving a Deal from Undue Diligence

 

There are a number of ways to avoid killing a deal as a result of due diligence. The most effective way is to divulge all the company's warts up front and get them on the table early on. Of course, you should also have explanations as to why or how the warts can be addressed and overcome.

 

For example, say your company has excessive customer concentration, a major concern for buyers. You should be able to either explain that this situation has successfully endured for the past five years or that you have successfully addressed this situation by substantially reducing your company's dependence on these customers over the past year.

Austin Dale Group
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ADG Services
  Welcome to the April edition of our newsletter. M&A deal activity is still slow, but transactions are hot in some industries such as the IT service sector and in the health care industry. The intersection of those two areas, health care information technology (health care IT), is expected to be red-hot for the next couple of years. That's because, regardless of what happens to Obamacare, companies that provide solutions to health care providers that drive down costs are in high demand, and they don't have the reimbursement uncertainties that other health care companies face.

We are here to help owners and executives of IT and other technical service companies, including health care IT, MSPs, SaaS, and cloud solution providers, who wish to pursue a merger or acquisition or who want to get ready for a future transaction. We welcome your inquiries and appreciate your referrals.
rjd and jwa signatures
John Austin & Bob Dale
512-327-0427

Don't Fail to Plan for Your Deal's Tax Consequences

 

Unforeseen taxes can turn a good M&A transaction bad - and even result in the loss of thousands of dollars for buyers and sellers alike. Before you green-light a deal, consider how you'll structure it to offset such risks and maximize tax savings.

 

BUYERS AND SELLERS BE AWARE

With most acquisitions, either stock or assets are purchased. Buyers typically prefer asset transactions because they allow for a step-up in the target's basis for tax purposes and help avoid undisclosed tax and other liabilities. Asset sales also are flexible, allowing buyers to purchase only the parts of the target company they want. And they can provide buyers with a bigger tax write-off. Buyers of depreciable assets can begin reducing their taxes right away by taking the depreciation expense. If, for example, a company pays $10 million to purchase assets with 10 years of remaining life, its taxable income can be reduced by $1 million each year for the next 10, using a straight line depreciation schedule.

 

Sellers, on the other hand, often prefer stock transactions, because they're subject to taxation at a relatively low capital gains rate. For sellers structured as C corporations, asset sales can be particularly unfavorable. C corporations are required to pay ordinary income tax on the amount by which the sale price of the assets exceeds their tax basis. What's more, when money from the sale is distrib­uted as dividends, or the corporation is dissolved, the corporation's shareholders pay capital gains tax on the distributed money. C corporation sellers, therefore, typically try to negotiate for a stock sale. This way, gains are taxed once at the relatively low long-term capital gains rate of 20%.

 

STRUCTURE THE DEAL CAREFULLY

The structure of an M&A deal can significantly affect the tax consequences for buyers and sellers. Typically, deals are structured as one of the following types of transactions:

 

Taxable - In this type, the buyer purchases a com­pany's stock or assets and the company realizes a taxable gain or loss on the transaction.

 

Tax-deferred - Here, the buyer generally acquires stock or assets in exchange for stock in its own company. There's no immediate gain or loss to the seller or shareholders. Instead, the shareholders "carry over" their basis in their old stock to the new stock and realize a taxable gain or loss only on a taxable disposition of the new shares.

 

Hybrid - This reorganization also involves a certain degree of nonqualified deal consideration at the time of the transaction. As such, the transaction may be taxable to some parties but not to others. It may offer flexibility if some of the participants are willing to realize taxes when the deal closes, and others need to defer the taxable event until a later time.

 

FIND COMMON GROUND

Although buyers and sellers have different needs which often are at odds, financial advisors can help structure a transaction so that it's amenable to both. Even when the seller exchanges stock with the buyer, the deal can be structured as a more tax-advantaged asset acquisition by making a Section 338 election. In this case, the buyer benefits from the step-up in basis on the acquired assets and is able to claim the acquired company's financial and tax liabilities resulting from the transaction. Although the seller treats any asset sale gains above the tax basis as ordinary income, the bulk of the transaction is likely to be taxed as capital gains. Adjustments in the purchase price can offset the ordinary income amount.

 

AVOID TAX TRAPS

Determining the tax implications of a potential deal should occur early, preferably during the due diligence phase. But even if you plan ahead, tax pitfalls lurk. State and local governments assess a varying range of income, sales and transfer taxes, particularly if one or both parties to the transaction do business in multiple states or internationally. Buyers also should assess the target company's property tax situation. This includes searching for any liens and requesting proof of payment for the most recent property tax cycle. If the target company isn't in compliance, buyers risk failing future audits, potentially subjecting themselves to unnecessary tax liabilities. They also should be mindful of a potential property value reassessment, which typically results in a tax increase after the deal closes.

 

MAXIMIZE SAVINGS NOW

Even an advantageous M&A transaction can sour if you fail to plan for taxes. But with thorough preparation, buyers can minimize net costs and sellers can maximize after-tax proceeds, resulting in a win-win situation.

M&A Representations and Warranties

 

The following seller's representations and warranties are important to a buyer, but both sides should look at them carefully. Buyers want to cover all of the bases, but sellers also don't want to over-reach on what they represent and warrant.


Financial statements
A closing audit is critical to cover authenticity of all items, particularly inventory, receivables and payables.  A post-closing statement is used to handle any loose ends.


Assets
Buyers almost always want assurance that all of the machinery, equipment, etc. will be in working condition at the time of the closing. Also, they would want to make sure that they are getting full title to the intellectual property, patents, copyrights, etc.


Taxes
Buyers obviously want to make sure that all taxes have been paid and that there are no tax liens on equipment, etc.


Employee relations
Employee agreements and contracts are important, even in an asset sale. If a new owner makes employee changes unknowingly (or knowingly), serious problems could result.


Environmental
This is a serious issue. Even if the business premises are leased, a new owner could be held liable for a previous owner's environmental contamination.


Pending and potential litigation
The seller will want to have a time period or cap on his or her total responsibility. The buyer is most concerned about his responsibility for previous products or services.


The important issue is which representations and warranties survive the closing, and for how long, and which ones cease. 

Never on a Friday

 

It is important for both sides of the transaction to be represented by the principals of their respective companies so that changes, material or otherwise, are not challenged for lack of authority.  Closings should not take place on a Friday or a day before a holiday in case the closing continues into the following non-business day without the ability to transfer or invest funds.


It is important to have adequate support staff to make last-minute revisions in documents and to deal with technical snags.  One particular transaction failed to close because of improper wiring instructions from one bank to another (a wire transfer of funds is payment through a series of debits and credits transmitted via computers; bank deadline for wire transfers is usually 3 P.M.) The next day the seller changed his mind about selling.


For both the seller and the buyer, the closing represents the apex of the transaction, usually celebrated by uncorking champagne bottles.  The sparkling bubbly will taste a lot better if you have confidence that your attorney has protected you properly from any possible ramifications after the business is sold.