When the sale of a printing or a packaging business as a going concern isn’t feasible, there’s another, mutually rewarding way to transfer ownership and keep customer relationships intact.
Frank Steenburgh
No sale can succeed for the seller without a clear-eyed understanding of what the business is really — meaning really — worth. Here’s a primer on this essential subject.
Sooner or later, a printing business doing well where it was born will start to think about planting its flag someplace else. To expand geographically, a firm can either acquire a company in a distant region as a going concern or merge with it to form a consolidated, but dual-location, entity.
Negotiation is the most critical step in our six-stage journey toward a deal — the phase in which the transaction either comes together as the negotiators want it to or falls apart because their efforts have worn them out.
It has been reported that last year's M&A boom may be running out of steam. While there's not much evidence of that happening in printing and packaging, any sustained business upsurge may level off eventually.
With drupa 2016 just a few months away, naturally the industry is thinking about the new capital investment opportunities that a show of this scope and size presents.
It sounds like hyperbole, but it isn’t: 2015 was the best year of the century for mergers and acquisitions among printing and packaging companies.
Not everyone who claims to be a capable M&A advisor proves to be one in practice. Unfortunately, misjudging an advisor’s credentials can prove to be a costly mistake. Our experience points to a number of criteria that a truly qualified advisor should be able to satisfy.
Preparing your company for sale can be a complex task, but everything you do will aim at the same objective: increasing value to make what you have as attractive as possible to potential buyers.
