GRAPH Papers™ Commercial Diligence Best Practices

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Mark Stein

Mark is a founder and Senior Partner at GRAPH. Mark has been advising business owners and investors since 1990 and has been providing acquision and investment oriented strategy guidance to leading corporations, private equity clients and portfolio companies for 18 years. READ MORE

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032

Value Gen Stimulant in Commercial Diligence Processes

By Mark Stein | 8 January 2019

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…

029

Timing the Meeting (the Commercial Due Diligence Partner Meeting with Management)

By Mark Stein | 23 October 2018

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.

025

Observations on how Financial (PE) and Strategic (Corp Dev) Investors Consider Segmentation Opportunities Differently from One Another

By Mark Stein | 31 July 2018

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.

022

Diligence Trappings of Lawn Sign Decisions

By Mark Stein | 26 May 2018

Regardless of where any of us stand on a political spectrum, there is a superbly valuable due diligence lesson for investment teams that derives from the behavioral sciences of psychology and politics. There is a dangerous trap that we refer to as the lawn sign decision.

019

Using Diligence and the Ownership Change to Leverage What Matters to Customers

By Mark Stein | 26 March 2018

Conducting commercial diligence that matters should equip the new owner and the leadership team with insights that can quickly make an impact on market share and pricing opportunities (among other opportunities).

016

Price Sensitivity and the Opportunity to Improve Margins

By Mark Stein | 25 January 2018

Most commercial diligence projects will query the channel and the end-customers to measure price sensitivity. Most CIMs will have a graph indicating the degree to which customers are, or are not, sensitive to price – and suggesting room for margin enhancement. However, relying on customers’ or the channel’s expression or “vote” on price sensitivity can lead to false commercial diligence…

015

Uncovering a Platform Play

By Mark Stein | 4 January 2018

The common case: The target asset (i.e., the target company) has a demonstrated track record of running a good business, enjoys healthy margins and some nice growth. The research indicates that drivers of demand are strong and sustainable. But the diligence also surfaces the fact that none of the providers, including the target company, have a materially differentiated solution – and the market…

013

Fruit that’s Ripe for Non-traditional Disruption (and how to diligence the prospect of it)

By Mark Stein | 5 September 2017

The Amazon Whole Foods tie-up is certainly throwing more than a couple of mature industries for a loop: food production, logistics and distribution, mass-retail and groceries. Since the announcement (and as of today), Costco lost 17% of its value; Kroger is down 30%; Sprouts is down 24%; Wal-Mart took a hit but seems to be holding its own.

011

Indefensible (Competitive Position)

By Mark Stein | 4 January 2017

I’m am fairly certain that just about every commercial diligence assignment conducted is going to include measurement of the asset's commercial strength relative to customer needs and expectations, and relative to perceptions of competitors and alternatives.

009

Strength of Demand vs. Strength of Brand

By Mark Stein | 25 October 2016

What is more important when looking at a deal: the strength of demand drivers, or the strength of the target company's brand equity? With rare exception, Demand – not Choice (brand equity among suppliers) – is more fundamental to a successful acquisition outcome.

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