๐ŸŽฏ ๐Œ&๐€ ๐ƒ๐ž๐š๐ฅ ๐๐จ๐ข๐ง๐ญ๐ฌ | ๐˜š๐˜ต๐˜ณ๐˜ฆ๐˜ต๐˜ค๐˜ฉ {๐˜ฃ๐˜ถ๐˜ต ๐˜ฅ๐˜ฐ๐˜ฏ'๐˜ต ๐˜ด๐˜ฏ๐˜ข๐˜ฑ}

A common theme in closed deals is that both parties have exhibited some flexibility to get to the closing table ๐Ÿ‘‡

๐Ÿ’ฒ ๐๐ซ๐ข๐œ๐ž. Buyers may pay a premium for a high-value, in-demand asset, while sellers may have to accept a lower price in exchange for less structure.

๐Ÿ“„ ๐“๐ž๐ซ๐ฆ๐ฌ. Some give around payment terms, restrictive covenants, reps, indemnification, etc. may be required.

โฒ๏ธ ๐“๐ข๐ฆ๐ข๐ง๐ : Whether itโ€™s extending to give the buyer more time or fast-tracking diligence to meet an exclusivity deadline and show commitment, timing can make or break a transaction.

๐Ÿ™…โ€โ™‚๏ธ / ๐Ÿ‘ฉโ€๐Ÿ’ป ๐„๐ฆ๐จ๐ญ๐ข๐จ๐ง. Selling a founder-owned business is personal; buying one is strategic. Bridging that gap requires being able to put yourself in your counterparty's shoes, diplomacy, and, oftentimes, compromise.

๐Ÿ”‘ In any transaction, flexibility is critical - one-sided deals don't get done. But a desire to get a deal done should never undermine the strategic goals for the transaction. The art is knowing how and where to ๐›๐ž๐ง๐ ๐ฐ๐ข๐ญ๐ก๐จ๐ฎ๐ญ ๐›๐ซ๐ž๐š๐ค๐ข๐ง๐ .

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M&A Deal Points | Not all multiples are created equal