Volume 9, Issue 3, February 8, 2022
by David Broussard, Robert Villalobos, and Rachel Boynton
Is your healthcare organization thinking about focusing on acquisitive growth? Before you go all-in on the strategy, read on. This column will help you gain a better understanding of the strategy's defining qualities and what is typically required for success.
There are two types of buyside engagements: active and passive. Active means a mergers and acquisitions (M&A) firm is proactively searching for potential acquisition targets for a buyer. This engagement typically carries with it a monthly fee. Passive means the M&A firm does not commit ongoing time and resources to seek out acquisition targets. While there is typically no monthly fee associated with passive engagements, this approach brings with it a potentially significant downside. Active engagements usually result in more acquisition targets and, more importantly, better quality opportunities, making it a win-win for the buyer and its M&A firm partner. With passive engagements, opportunities may be few and far between.
When we work with buyers, one of the first exercises we undertake is identifying what type of platform or strategic tuck-in the buyer is looking for and why it will be the right fit for the organization. Here are some key areas we focus on as part of this exercise.
There are a few target parameters we typically prioritize.
There are other important factors that come into play when developing an acquisitive growth strategy, including the following:
What else do buyers and sellers need to understand when weighing an acquisition? Here are some important considerations.
Buyers need to be aware that many sellers know they're able to significantly increase their sale price by running a full limited auction process, which is one of the main reasons buyers must be aggressive with their offers. The most successful companies looking to grow through acquisition appreciate not being placed in a limited auction process. Thus, they are willing to pay more for a company because it's still likely less than they would pay if they were to go through the limited auction process to acquire that same company.
When it comes time for your organization to pursue an acquisition, you might need help finding the optimal fit. There are M&A firms available and willing to help you. Many specialize in various sectors, such as oil and gas, automotive, hotel restaurant management, and, of course, healthcare. That specialization matters significantly.
M&A firms can spend numerous hours in search of companies that could be a perfect fit for the buyside client and yet nothing culminates and moves into the transaction phase. It's important that you employ a healthcare-focused M&A firm and one that is suited to appropriately support your organization's needs and goals. The right M&A firm will have access to countless company revenue statistics and know what methodologies to leverage to contact business owners and leaders who may be good acquisitions targets for your organization.
Aligning a buyer and seller with the overall structure of a deal, whether it be a minority recap or full-blown exit, is just one of the key components for transactions success. Personality, overall methodology, beliefs around managing people, and a solid plan for continuing forward with a healthy culture will increase the odds of a successful transaction dramatically. The right M&A firm can help ensure an acquisition is successful and both sides of the transaction end up satisfied with the outcome.
David's first job was working for his family’s home health agency in League City, Texas. He started in the file room and worked his way up to patient scheduling and, finally, strategic planning before his family successfully sold our sizable business.
He did his nurse’s training in the Houston Medical Center. It was during his training at Hermann Hospital, Methodist Hospital, and MD Anderson Cancer Center that he had the opportunity to learn from some of the finest clinicians in the country, and his passion for treating patients was cultivated.
Prior to working with VERTESS, David strategically lead sales planning initiatives for organizations such as GlaxoSmithKline, Novartis, Bristol-Myers Squibb, and Astra Zeneca. He has launched numerous blockbuster medications that have made significant differences in many patients' lives. This experience has given him a unique understanding of contractual arrangements and the impact managed care and government payers can have on the overall well-being of a company and/or industry. In his 20 plus years of experience in pharmaceutical sales, David won numerous national awards with four of the top pharmaceutical companies in the world.
As he knows from personal experience, the road to a successful transaction can have twists and turns. In previous positions, he spent a great deal of time analyzing data to strategically grow our market share. In his role at VERTESS, he is taking that same data-driven, research-based approach to best help healthcare entrepreneurs understand their options in the marketplace and assist them in reaching their goals.