Showing posts with label interest. Show all posts
Showing posts with label interest. Show all posts

Wednesday, July 20, 2016

What is EBITDA: What does it say and not say?

          
EBITDA is an acronym. It stands for “earnings before interest, taxes, depreciation, and amortization”. It facilitates financial comparison among companies in the same sector, and is widely used in valuing companies for a variety of purposes, especially in merger and acquisition activity.
Other measures of profitability are also considered by prospective buyers and investors. These include Net Income, and Operating Margin (also called “EBIT”- earnings before interest and taxes). EBITDA, however, is perhaps the most common profitability measure analysts use to initially evaluate a company’s financial performance. EBITDA has limitations.  It does not, for example, include important aspects of a company’s cash flow.
EBITDA began its rise to popularity in the mid-1980s, during the LBO (leveraged buyout) go-go years, when otherwise operationally healthy companies reported depressed or negative net income due to the high degrees of post-acquisition leverage. Although not recognized as a financial metric in US GAAP (generally accepted accounting principles), EBITDA has gained favor because it eliminates the effects of differing accounting, financing, fiscal, and investment policies between companies being analyzed.  While net income incorporates all financial aspects and effects of the company’s accounting policies and investment decisions, EBITDA focuses on the “core” or operating profitability of a company.  It thus measures what is left after “live” operating costs, such as cost of sales, and selling, general & administrative (SG&A) costs, are subtracted from revenue.
EBITDA is calculated as:
Normalized Net Income + Interest Expense + Taxes + Depreciation + Amortization

Interest

Interest expense reflects the cost incurred for financing (that is, borrowing) and is considered a non-operating expense on the income statement. It represents interest payable on any type of borrowings, whether they take the form of bonds, loans, convertible debt, or lines of credit.
Under accrual accounting, interest expense represents the interest accrued during the period covered by the financial statements, which is not necessarily the amount of interest actually paid over that period. The statement of cash flow reflects the actual amount of interest paid over the period.
An analysis of interest expense, along with debt outstanding, is critical in understanding the cash flow available to investors, after debt service.  EBITDA eliminates the effect of interest on the financial statements as it considers this not indicative of the operatingperformance or potential of a company. Analyzing the EBITDA of similar companies increases the comparability of operating performance by disregarding any burden from financial leverage.
Taxes, one of life’s few certainties, is as different for companies as individuals.  An entity’s tax obligation differs not only due to jurisdictional differences, but many other factors such as accounting, regulatory, and political policies. Comparison of taxes is difficult at best, especially for geographically diverse entities that have to comply with multiple taxing regimes. EBITDA allows for a comparison between entities without the complexity of specific tax implications.

Depreciation

Depreciation captures the economic and functional decline in the value of a tangible asset (such as property, plant and equipment (“PP&E”)) over the expected life of the asset. There are multiple methods that are used in US GAAP to capture the decline in the asset value. Further, there are differences in how the decrease in value is calculated for financial and tax reporting. Depreciation is considered a non-cash expense because, although the asset value is declining over time, there is no associated cash outflow: it is purely an economic cost.  Heavy machinery or equipment manufacturers would have high amounts of depreciation because of the relative capital intensity required to sustain their operations.  On the other hand, a typical service company has little need for fixed assets, beyond chairs, desks, computers, and leasehold improvements, so it would experience a lower amount of depreciation.

Amortization

Similar to depreciation expense, amortization represents the decline in value of a long-lived intangible asset over its expected economic life. As with depreciation, there are many ways in which a company amortizes the use of these assets (capitalized software, or acquired intangible assets such as trade names, customer relationships, and technology). Amortization expense, like its sister depreciation, is recorded in the income statement.  An analysis of an entity’s amortization expenses and acquired assets may provide insight as to how the company has grown historically – either organically or through acquisitions. A large amount of intangible assets on the balance sheet may indicate historical growth primarily through acquisitions.  Adding amortization back to EBITDA helps the analyst in comparing companies by placing them on the same operational level, independent from their growth strategies. Since amortization, like depreciation, is not a cash cost, but an economic one, adding the cost back to the EBITDA calculation provides a proxy of a company’s operating cash flow potential.

The Statement of Cash Flow

While EBITDA is useful in analyzing a target, a buyer or investor’s financial due diligence will not end there. The Statement of Cash Flows is especially important.
The statement of cash flow reflects non-cash expenses such as depreciation and amortization in a manner similar to EBITDA, by adding it back to arrive at cash flow.  However, the statement of cash flow also includes the costs necessary to replace those assets declining in value (capital requirements) whereas EBITDA does not.  Thus, using EBITDA as a proxy for cash flow would potentially overstate the amount of cash flow available for debt and equity holders, as it does not account for the capital required to generate that cash flow.  In other words, unlike cash flow, EBITDA does not capture the capital requirements of the company. Additionally, the cash flows from operating activities will provide key information on your company’s uses and sources of working capital, for which EBITDA is ominously silent.

Conclusion

In summary, while EBITDA provides an efficient way to compare the operating performance of multiple entities, it ignores accounting policies and does not include operational needs such as working capital, fixed asset, investment or funding requirements. The use of EBITDA alone may skew an entity’s earnings or make asset heavy or highly leveraged companies look healthier. EBITDA alone will never be the sole determinant in any investment decision about your company. A proper analysis would include a careful review of all financial statements, quality of earnings, and multiple financial metrics.


Tuesday, March 8, 2016

Preparing Your Southwest Florida Business for Sale




Getting your business ready for sale can improve pricing and reduce the time to complete a transaction, but there are two other compelling reasons to begin grooming your business:

·         Most of the steps you will take are, in fact, good business practice.

·         You never know when the opportunity for a sale might arise, either because of ill health or injury, or because an offer comes along that is too good to pass up.


Preparing your business for sale can take time, which means that you need to get started well in advance. Your reward is a feeling of confidence that you can seize the interest of more qualified buyers quickly, and possibly get a better price. You will also know that you are passing on the business in the best possible condition.


 Could Your Business Be Sold Today?

To best determine whether this question can be answered right off the bat, the following steps and questions may help you assess certain factors buyers may consider when evaluating the worth of your business.

Assess the condition of your business as a sale prospect:
-          Do you have the past 3 years of sales and profit history organized and properly 
        documented?
-          Over the past 3 years, have sales and profits consistently increased?
-          Have costs and operating expenses increased only at a rate consistent with 
        revenue increases?
-          Do the assets of your business exceed the liabilities of your business?
-          Is your business able to consistently cover its costs and expenses from the 
        sales revenue?
-          If your business success is reliant on its location, is it covered by a long-term 
        and transferable
        lease?
-          Does your business have modern facilities and equipment?
-          Other than yourself, does your business have a staff that customers or clients 
        know and trust, 
        which can provide continuity after your departure?
-          Do you have key staff members in place and secured to ensure a smooth 
        transition? 

What is Your Business Worth?

Whether you have determined that your business can be sold today or are in the exit planning stage, it may prove beneficial to discover what your business could potentially be worth by starting with a business valuation and analysis

A business valuation involves many variables (and many of them are subjective) that often means various “experts” looking at the same company can formulate different recommendations. However, many small to medium- sized companies are sold for prices expressed as a multiple of cash flow or earnings. Each industry has a “rule of thumb” and an expected multiple that buyers expect to pay. If the business’s current financial picture doesn’t match a buyer’s expectations, one or the other has to be adjusted. 


Today’s combination of low interest rates, capital market liquidity and significant pools of private equity and debt are driving a high level of business sales and B2B acquisition activity. This can be a great opportunity for business owners. The competition for quality deals is intense, putting upward pressure on business valuations. 

Define Your Motivation and Objective

One of the first questions a buyer will ask is about motivation to sell. You need to be able to articulate your motivation; red flags are raised if the answer seems ambiguous and unsure. This is why it’s better to sell when times are good rather than the alternative.

·      Your Motivation:

-          You’re bored
-          You feel burned out
-          You want or need to move to a different geographic area
-          Personal changes in your life
-          Your business would benefit from increased investment and energy
-          Partner disputes
-          Divestiture
-          Retirement
-          Other interests


Your values can help guide you in setting your objectives. Take some time to think these through, perhaps discuss with your professional advisors, and come up with reasonable expectations. 

·         Your Objectives:
                                                                                                                                
 -          Maximizing the total value received for your business
 -          Maximizing the cash received on closing of the transaction
 -          Immediately transfer ownership and walk away from the business
 -          Transition ownership over a specified period of time (usually 3 to 12 months)
 -          Define your after-sale interests to help design a sale approach
 -          Preserving the well-being of existing employees, customers and supplier
 -          Remain with the company at the managerial helm post-closing

Get Your Books in Order

Prospective buyers will want to see at least three years of financial statements, including balance sheets and income statements. You will need to be able to document your business’s true profitability by identifying nonoperational expenses. Sellers need to quantify and substantiate these items because buyers purchasing a business are really buying its profitability. Ideally, business records should be separate from personal records. If your expenses are a bit tangled, it will be greatly beneficial to separate and create a financial profile history for just the business.

Be Sure All Legal Commitments are in Order

Understanding permits, leases, licenses, client and vendor contracts and how each impacts your business is essential in the selling process. For example, if the business location is key to its performance, a long-term lease with options at or below fair market value would be appealing to a buyer. 

Understand Tax Implications
You will be taxed on the profit you make from selling the business. You may be able to control the timing through the terms of the deal, but the IRS will take its share at some point. The amount of tax you will ultimately have to pay depends upon whether the money you make from the sale is taxed as ordinary income or capital gains. Allocation of Sales Price Governs Tax Consequences. There are a number of qualifications to the rules, and issues that present planning opportunities for sellers of businesses.

·         Here are some that frequently come up:
-          Ordinary income vs. capital gains
-          Installment sales
-          Double taxation of corporations
-       Tax-free reorganizations 


Can Your Business Be Operated by Someone Else? Some businesses cannot survive without the owners trying to do everything themselves; and they have NO key employees to help manage the operations. Even though you may have a stable of loyal customers and great reputation in your specialty, buyers may be concerned whether they themselves can replace the skills and experience of the owner. If you are absolutely vital to the business, efforts should be made to gradually delegate key responsibilities to various staff members. While not every business can be successfully operated by “any buyer”, buyers want a business that can thrive whether you’re at the helm or they are.

Polish Your Business with the Prospective Buyer in Mind: When grooming your business for sale, consider it through the eyes of a prospective purchaser. This will help you show your business in the best light possible. The decision to sell your business will be driven by your personal and financial objectives. However, it’s good business sense to recognize that life and business are unpredictable and that events and opportunities may mean you find yourself pursuing a sale earlier than you had planned. The investment you make in planning will be well worthwhile and give you the peace of mind of knowing that you are able to respond to events quickly and from a position of strength.



For more information on selling a Southwest Florida business, businesses for sale, acquisition 
opportunities and business valuations; contact Florida Business Broker Dan Smith at dan@sellbusinessfl.com or 239.207.1632 for a free consultation. Visit our Corporate Investment Business Brokers website at www.floridabusinessbrokers.com or my personal website atwww.swflbiz4sale.com.