How can CFOs lengthen the average tenure of 18 months?

Many lower-level employees constantly make recommendations to improve the business -- and that is how they get promoted. Some people make recommendations, but these suggestions fall on deaf or antagonistic ears. 

How to get the benefits? 

To keep away from a general management textbook shelf, I think the bigger issue is the fact that we train people in sales, accounting, software development, and other vertical skills -- and we under-train in horizontal change methods, technologies, training and techniques. Most change, in the "millions" category require changes across organizational line, require changes in IT systems, and require a project management skill-set within a repeatable change methodology or system. 

We are Business Transformation professionals at Crosbie and Company, and "change" is our business. Until companies put "continuous change" at the forefront of everyday behavior, and train their employees in change (we call it Transformation), it will remain a hit or miss activity. 

CFOs need to be outspoken advocates for Business Transformation, or they will be doomed to a 18 month tenure as investors will keep searching for leaders to get them into the top quartile of industry performance.


See Jacoline Loewen on BNN, The Pitch

Jacoline Loewen, Director,   See Jacoline on BNN, The Pitch  Author of Money Magnet Director, Crosbie Co.
Crosbie & Co.
150 King Street West
Toronto, ON
M5H 1J9
416 362 7726

As idle as a painted ship upon a painted ocean - Dennis Tobin Sums Up the Market

If you are selling your company over the next few years, the market is sitting still, as Dennis Tobin, Blaney and McMurtry,  puts it, the Ancient Mariner poem sums up the markets with the description of that painted ship on the painted sea.

What the CVCA conference did this year was forecast the market for the next few years.

Dennis Tobin, a VC and family business lawyer at Blaney and McMurtry, gives a good overview of his thoughts on the CVCA Conference.

"In the realm of private company succession planning, over half of Canadian family business owners are not expecting an intra-family next generation transfer and a third are hoping to attract a private equity investor (PwC Capital Markets Flash, January 2012). This transition is already happening. Over a quarter of family businesses plan to embark on a transition within the next five years. Sellers need to understand where they are in the market, what the prices are like and what options they have. The current trends will impact those options."

Dennis points out that the transactions are changing and the prices are being impacted.

"There are some less obvious factors in the market putting downward pressure on prices such as the need by private equity firms to turn over portfolio companies and some more mundane reasons such as company earnings that have not yet recovered to 2007 levels.

"In order to best position themselves for a potential sale, sellers should evaluate their options: transitioning through family succession or a management team, bringing in a strategic investor or approaching a strategic buyer. One of the propositions put forward by the organizers of the CVCA conference was that “active management by highly skilled private investors is the secret sauce. These investors jump right into their portfolio companies, working alongside management to truly transform these businesses”.

""Companies looking to transition within the next five years should start by cleaning up their books well in advance of a planned transaction. Failure to do so could at best defer closing and at worst uncover surprises that would push investors to walk away from the deal. Private businesses should also make sure they qualify for the capital gains exemption to maximize return on the sale of the business. Certain assets in the balance sheet could disqualify business owners from claiming the capital gains exemption. Complex corporate structures can also deter potential investors and buyers. Simplifying the ownership structure can take time and should be dealt with well in advance of seeking a transaction.

"Sellers looking for an exit should also spend less time in the business and more time on the business by focusing on maximizing value, prioritizing goals and increasing profit margins. Sellers should market their business as a target by determining who needs their business from a competitive, market and strategic partner standpoint. Strategic buyers are willing to pay premiums and premiums can be justified when sellers are offering exposure to new markets, increased market share, economies of scale and the addition of capabilities that leverage much larger existing opportunities for the buyer.

"Sellers should also look at new markets for potential buyers. For every dollar on the sidelines in Canada, there are many more in the USA. Foreign interest is also increasing for cash rich investors looking for safe or strategic investments in Canada, especially in the natural resources and real estate sectors.

Perhaps while the venture capital and private equity markets are in the doldrums, owners who want to grow or exit their businesses should check their charts, clean their decks and fix their sails, as both fair winds and gales are in their future. In the meantime,

Day after day, day after day,

We stuck, nor breath nor motion;

As idle as a painted ship

Upon a painted ocean.

-Coleridge-Rime of the Ancient Mariner

See Dennis Tobin http://www.lexology.com/23434/author/Dennis_Tobin/http://www.lexology.com/23434/author/Dennis_Tobin/

Return of the Mega Deals? Asks Crosbie and Company

The Investment Bank, Crosbie and Company, known for excelling at Mergers and Acquisitions work share their views on the invesmtnet activity seen by Canadian business in the past quarter.

Crosbie and Company Discuss Canadian Activity

The Canadian M&A market posted a decline in total announced transactions this quarter, which was primarily driven by a slowdown in activity in both the Oil & Gas and Metals & Minerals sectors.  There were a total of 222 transactions announced in Q2, a 14% reduction in activity from the 259 transactions announced in Q1.  The total value of transactions declined 34% this quarter to $33.9 billion compared to the above average $51.3 billion in the previous quarter.

A few notable items in Q2 included:

§  Despite the decline in M&A activity this quarter off of slower commodity sector activity, the balance of the Canadian M&A market was relatively unchanged from the prior quarter.

§  Cross-border activity was a very prominent component of Canadian M&A this quarter, with 9 of the 10 largest deals in the quarter having a cross-border component.  Canadian companies acquired foreign companies in 6 of these transactions.

§  For the fourth time in five quarters Real Estate has been the most active sector with Oil & Gas being the second most active; combined both accounted for 43% of total quarterly activity.

§  Mega-deal activity returned to historical levels this quarter, with 7 deals announced compared to the 14 announced last quarter, a four year high.

For further details, please see our press release andM&A report which are available on our website at:

http://www.crosbieco.com/pdf/press_release/PR_Q212.pdf

http://www.crosbieco.com/pdf/ma/MA_Q212.pdf

Jacoline Loewen, Director,   See Jacoline on BNN, The Pitch  Author of Money Magnet Director, Crosbie Co.
Crosbie & Co.
150 King Street West
Toronto, ON
M5H 1J9
416 362 7726

Please contact Colin Walker 

Do Business Owners have a Bias Against Risk?

Public market companies have their knuckles rapped by Mark Carney for sitting on their excess cash and not putting it at risk in order to grow their businesses. An MBA finance class would agree-- that unused capital indicates a lazy balance sheet.

But does this apply to private companies too? 

Do they need to risk their capital too? 

Risk and the Private Business

Here’s a quick test for you. Put yourself in the shoes of an owner of a business and assess your appetite for risk.

Let’s say you are the owner of a medical device company and your management team comes to you and wants to launch a new product. Your team has done the analysis and it would cost $5M to bring to market, and the expected returns would be significantly greater. As the owner, you know that $5M will come directly from your own pocket, your credit line at the bank and the amount of money you can take out of the business for retirement.

The other option is to carry on with the normal business, which is going at a slight growth rate with the market stable enough.

Here is how you, as the owner, might weigh the risks: “Right now, I’m profitable. If all goes well, the new product will grow my $10M company to $30M, with a cash flow of $1M. If it does not go well, I’m in the hole for $5M and it will take me five years to break even and get back to where I am now.”

Pass!

Jacoline Loewen   See Jacoline on BNN, The Pitch  Author of Money Magnet Director, Crosbie Co.
Crosbie & Co.
150 King Street West
Toronto, ON
M5H 1J9
416 362 7726

Does Your Company Have a Visual Brand? Check These Out.

Does your company have a visual aid that is recognizable for its brand?As private equity advisors, when we get a company ready to meet investors, we make sure there is a distinctive brand.  This applies whether it is the brand painted on the side of the roofing trucks or the drilling equipment. The time when brands were just for pop stars and make up are gone.

Most of the recent marketing successes are visual successes, not verbal ones. Here are 10 examples from Visual Hammer (www.visualhammer.com).

  

1. The lime.

Until 2009, there had never been a Mexican brand on Interbrand's list of 100 most valuable global brands. There is now: Corona, the beer with the lime on top of the bottle.

Today, Corona is the 86th most valuable global brand, worth $3.9 billion. In the United States, Corona outsells Heineken, the No. 2 imported beer, by more than 50 percent.

  

2. The chalice.

A second imported beer is moving up the ladder in America and for exactly the same reason Corona was so successful. It's Stella Artois from Belgium.

Stella Artois is the Budweiser of Belgium, so ordinary fast-food restaurants sell it in plastic cups. 

No plastic cups for Stella Artois in the U.S. market. The importer provided bars and restaurants with its unique, gold-tipped chalice glasses.

Today, Stella Artois is one of the top 10 imported beer brands in America.

  

3. The silver bullet.

The only mainstream beer that has increased its market share in the past few years is Coors Light, the silver bullet.

 

Coors Light has already passed Miller Lite, the first light-beer brand, and recently Coors Light also steamed past Budweiser to become the second largest-selling beer brand in America.

  

4. The duck.

Then there's the remarkable transformation of Aflac, the company that brought us the duck. In the year 2000, the company had name recognition of just 12 percent.

Today it's 94 percent. And sales have gone up just as dramatically.

The first year after the duck arrived, Aflac sales increased 29 percent. And 28 percent the second year. And 18 percent the third year.

  

5. The pink ribbon.

In 1982, Nancy Brinker started a foundation to fight breast cancer in memory of her sister, Susan G. Komen, who had died from the disease. Since then, Susan G. Komen for the Cure has raised nearly $2 billion.

 

Today, it's the world's-largest non-profit source of money to combat breast cancer. A recent Harris poll of non-profit charitable brands rated Komen for the Cure as the charity that consumers were "Most likely to donate to."

  

6. The red soles.

Look at the success of Christian Louboutin, a French designer who regularly tops The Luxury Institute's index of "most prestigious women's shoes."

 

In 1992, he applied red nail polish to the sole of a shoe because he felt the shoes lacked energy

 

"This was such a success," he reported, "that it became a permanent fixture." And ultimately built the phenomenally successful Louboutin brand.

  

7. The green jacket.

In the world of professional golf, there are four major championships: (1) The U.S. Open, (2) The British Open, (3) The PGA Championship and (4) The Masters. The first three are hosted by major golf organizations, but the Masters is hosted by a private club, the Augusta National Golf Club. 

Every, year the Masters gets more attention than any of the other three events.

  

8. The colonel.

Consider KFC, now the leading fast-food restaurant chain in China with more than 3,800 units in 800 cities.

 

To most Chinese people, the letters "K F C" mean nothing, but Col. Sanders is known as a famous American and the leading fried-chicken brand.

  

9. The Coke bottle.

What Coca-Cola calls its "contour" bottle is 96 years old. Few are currently sold but recently, the company gave its iconic bottle a major role to play in its advertising programs.

The results have been impressive. Recently Diet Coke passed regular Pepsi-Cola to become the second best-selling cola drink.

  

10. The cowboy.

And look what the cowboy has done for Marlboro cigarettes. The year Marlboro was introduced, there were four strong cigarette brands in America: Lucky Strike, Camel, Winston and Chesterfield.  

Yet today, Marlboro is by far the leading brand, outselling the next 13 brands combined. 

It's also the world's best-selling cigarette brand.

Jacoline Loewen, Director,   See Jacoline on BNN, The Pitch  Author of Money Magnet Director, Crosbie Co.
Crosbie & Co.
150 King Street West
Toronto, ON
M5H 1J9
416 362 7726