The US equity markets are now officially in the midst of the second longest continuous rise ever – and they just keep on ticking. It’s been more than 2,700 calendar days since the 2009 bottom – without a 20% pull back. Can it continue? Can we surpass the to 3,452 day bull market that ended with the tech market crash in 2000? Maybe we can – at least in the dozen+ sectors of the information-technology industry that we follow and sometimes lead. Every week, we talk to the CEOs, Board members, investors and others connected with a wide range of…
Successful businesses don’t just happen. And, in spite of protestations to the contrary, they don’t owe their success to luck; businesses thrive as a result of strong leadership.
We are routinely approached by companies, shareholders and boards of directors telling us that their company was approached by a prospective buyer anxious to consummate a transaction. They may even have a non-binding indicative offer in hand – or expect one shortly. It can be exciting to have a sophisticated firm find your baby to be attractive – rewarding to be approached by a big potential buyer and it could be a load off your mind after years and years of hard work for a possible large payoff. But more often than not, we have found that one-off acquisition processes fail, or – at best – result in a sub-optimal deal. The examples are legion. The problems with these ad-hoc discussions are many.
Our latest report on values and trends in the Enterprise Data and Analytics space (“EDA”) is HERE. As you will see, merger & acquisition activity in the EDA space continues to be strong – and m&a values high – in spite of the recent decline in market value for several publicly listed companies in this space. In fact, over the past few weeks we’ve seen several $1 billion+ acquisitions of public companies, including
In a conversation with a client earlier this week, we talked about the successes that many of our clients have found after deals are completed – and the failures we occasionally see. We noted that, in many cases, the credit or the fault stems not from the price people paid but rather from the success (or failure) of the integration – which, in our view, in turn stems from the amount of work they put into integration investigation, planning and execution before the transaction is complete. Everyone seems to know that integration is important. And nearly everyone we work with pays some attention to planning for it. But some firms are just better at the process than others.