We hope that you enjoy GRAPH Papers™ - our ongoing series covering best-practices for assessing market opportunities and conducting commercial due diligence.
The insights behind these short pieces derive from real-world diligence experience. Our aim is to help our team and our clients develop and apply “standard work” methods that lead to better deal outcomes. Some of the tips will apply to specific sectors or types of asset, but we expect that most will be of interest to everyone in the diligence community – given that so much of what determines deal outcomes ties back to business fundamentals.
If you would like to share your thoughts about our ideas, please reach out to us.
Take a look at the topics covered in past GRAPH Papers™.
The Battlefront for the Keystone Position in an Ecosystem
Direct competition between ecosystems – iOS vs. Android; Google+ (soon to be defunct) vs. Facebook – is often studied and constantly the subject of various tech press and opinion pieces. There are many good reasons for this that all analogize to competitive tournaments:
CDD Plan of Attack: Risk of Overstatement of Digital Disruption Signals (and Opportunity)
The risk of ‘digital disruption’ is pertinent to almost every industry today. Naturally, acquirers look for signals that a target company will be able to brace the oncoming winds of change and enhance its products and services to meet the demands of an increasingly connected and digital world.
Value Gen Stimulant in Commercial Diligence Processes
Today’s GRAPH Paper™ is short and simple. A quick process, best-practice on the value gen. front of commercial diligence that could prove to be a useful commitment to make for your 2019 projects. Most diligence assignments start with discussion and some amount of the diligence agenda focused on testing the commercial value generation ideas that exist. And among investment teams, we know that…
Assessing the Impact of Cyclicality in an Investment – a Voice-of-Customer Informed Diligence Approach
Goldman Sachs recently forecast that US growth will slow “significantly” in 2019. And with the US economy now in its second longest period of growth since WWII, it would be surprising if there wasn’t a decline at some point in the coming years. Given that context, it’s no surprise that more of our clients seem increasingly keen to understand how a prospective acquisition would perform in…
A Practical Commercial Diligence Approach to Assess the Risk of Artificial Intelligence (AI) Disruption
The impact of constantly expanding applications of AI technology (Note 1) has many investors nervous about traditional human-labor-based businesses – from professional and technical services to administrative clerks. The sustainability of these businesses is a deep and challenging topic to assess. However, it is made harder by the convoluted analytics that many consultants have proposed to…
Timing the Meeting (the Commercial Due Diligence Partner Meeting with Management)
It is well established practice to bring your commercial due diligence partner to the Management Meeting. It creates context and gives your diligence practitioner a first-hand view of what management represents to be most significant.
Competitor Forecasting in Commercial Due Diligence: How to Chase Down a Moving Target
In a typical commercial diligence process, a significant amount of work is conducted to understand how the end-market and channels will grow and develop - ‘market forecasting.’
Avoiding Asymmetric Competitors in Technology Investing
In a recent conversation with a leading technology-focused sponsor, I was asked an interesting question: if [insert hyperscale technology company name] is getting into everything, then how do I know what’s safe? In this case, we were talking about Amazon, but the same could have applied to Microsoft, Google, Apple, Salesforce, Adobe, and more.
An Alternative Approach to Capturing the Potential of IoT Investments
Judging by my recent conversations with clients, it seems that IoT (and more broadly, Industrial Tech) is a focus for both corporate and PE investors right now.
Observations on how Financial (PE) and Strategic (Corp Dev) Investors Consider Segmentation Opportunities Differently from One Another
Serving a wide-range of clients, one pattern that I have noticed is the degree to which the strongest Corp Dev groups (the “Strategics”) consider customer segments as a means for asset value creation – and do so in ways that outrun what many Private Equity firms consider.