Tip of the Spear Ventures

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entrepreneurship through acquisition

Startup vs Acquisition – A Comparison of Two Entrepreneurship Models

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Often, when entrepreneurs ask the difference between startup vs acquisition, they are confounded by the differences and can’t make up their minds about which choice is right. They often think that there are clear winners and losers in terms of an entrepreneur’s success or failure. The truth is that there are subtle differences between startups and acquisitions. For starters, it’s not the size of the company that makes the difference between a startup and acquisition; in many cases, it’s the lack of a market or the size of the market that makes the difference.

Startup vs Acquisition

The differences between a startup and an acquisition vary primarily based on the size of the target market. A startup may be started to fill a need in the marketplace; that is, it was created to address a problem that existed in a segment of the population that had not been well served by established companies before. For instance, many new food stores started as franchises that expanded to meet the needs of a local market. In such cases, the company’s success came from its ability to serve a specific segment of the population.

The Acquisition

With acquisitions, on the other hand, the objective is much different. Buyouts are done primarily to acquire control of already mature companies with long-standing operating systems, market shares, and patents. While these companies may have the necessary attributes to be attractive targets for a startup, they are unlikely to have strong market shares or a profitable business model.

Sustained Growth & Profitability

An acquisition occurs when a business owner takes control of a company that is doing well in the market but lacks the ability to sustain growth and profitability. As the buyer, you typically don’t acquire a startup with the intention of developing it into a successful business yourself. Instead, you look for a business that can help you realize your financial goals. This can mean developing the company further to bring it closer to the goal you’ve set, or it could mean acquiring a company with complementary assets.

Startup vs Acquisition: The Key

The key to both startup and acquisition is finding the right partners. Acquiring a startup is easier when you purchase a successful company because you already know what it’s capable of. On the other hand, you’ll have a lot of work to do when buying an established business. Take for example the purchase of an organization (and we see this all the time at Tip of the Spear). At the time when the purchase was made, Company #1 was the largest company in their sector and had already demonstrated its ability to grow and profit. Therefore, making Company #2 in a desirable position to purchase/acquire Company #1.

SUMMARY

Because of the Startup vs Acquisition — A Comparison of Two Entrepreneurship Models, it’s easier for one company to acquire another company. By using a strategy for its acquisition, an organization can quickly became a dominant player in the industry. This type of acquisition will work best for entrepreneurs and venture capitalists with a proven track record in developing successful businesses. However, if you’re starting from scratch, it’s probably a better option to go for a startup rather than an acquisition (Don’t get me started on how hard it is though!)

Sam Palazzolo

Buy a Business – How to Make Sure You Are Acquiring an Industry Leader

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The Point: In most instances, purchasing an existing enterprise is less expensive than beginning from scratch when you buy a business. However, on the other hand, purchasing a business is also frequently far more expensive than starting from scratch in almost any other industry. This is because most businesses start out small and have only a slight chance of becoming profitable before they expand beyond their initial premise. For this reason, there is a substantial risk of losing money when you purchase a business. Therefore, a geographic location is one of the most important business attributes to consider when you are deciding whether to purchase an enterprise or not.

Entrepreneurship through Acquisition (ETA)

An enterprise, on the other hand, is a company with existing assets such as accounts receivable, inventory, and franchises. A business typically generates these types of assets from customers who pay their bills by credit card or electronic check. Generally, the longer it takes to bill a customer, the more profit that the business will generate. Therefore, if your customers are able to pay their accounts receivable on time, you do not lose money when you are buying an enterprise. On the other hand, if customers run away from your company, you could be faced with a flood of checks and a loss of revenue for several weeks, even months.

The Financials Matter in Entrepreneurship

Because the amount of profit generated from each sale is directly related to the amount of cash flow that you have available, it is essential that you make sure that you can service all of your customers within a reasonably short period of time. In addition, it is essential that you make sure that you have enough cash to service all of your current accounts receivable balances. If you do not have a strong cash flow performance, you may encounter difficulty in meeting your financial obligations. Therefore, it is imperative that you do everything possible to improve your cash flow if you are going to buy an enterprise.

Financing the Acquisition

In many cases, business owners try to buy businesses even if they do not have enough financial resources to finance the purchase. It is essential that you carefully consider your ability to pay cash for the asset that you are buying. For example, many business owners are willing to spend more than ten percent of their net worth just to purchase an industry leader. It is important to remember, however, that this purchase will cost them at least ten percent of their net worth at the end of the term. Therefore, if you are willing to pay more than ten percent of your net worth just to buy an industry leader, you should also be prepared to lose ten percent of your net worth when the industry leader decides to file bankruptcy.

Entrepreneurship through Industry Leader?

If you are going to purchase an industry leader, it is important that you do not rely on your accountant’s preliminary analysis as you do with many commercial purchases. The preliminary analysis provided by your accountant will provide an overview of the company’s financial results for the last three years. However, this analysis is not a full analysis and it does not take into account all of the relevant information related to the company’s business model. This means that the preliminary analysis can be quite wrong. As a result, you should make sure that you have the final analysis from a reliable source and that you understand what the company’s liabilities and assets are.

SUMMARY

When you are looking at purchasing an industry leader, it is also important that you consider the costs associated with the transaction. For example, if the transaction is expected to result in annual recurring expenses of ten million dollars or more, you should use the services of qualified accountants who can provide you with the financial statements and other documentation that you need to make an informed decision. Also, it is imperative that you understand how the tax returns of the company impact its acquisition and whether the acquisition will have a significant effect on the company’s ability to obtain financing in the future.

Sam Palazzolo

Entrepreneurship Through Acquisition Conference Notes | February 2021

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This week we’re participating at the ETA Conference put on by The University of Chicago – Booth School of Business and Kellogg School of Management at Northwestern. If you were unable to attend, or if you did attend and wanted to compare/contrast session highlights, below is the notes that we took.

ETA Day 1

Managing a Search Fund Business – A Discussion with CEOs

Presented by Professional Bank. This panel discussion with ETA operators will focus on three key areas of operating a business – people, strategy, and finance – as well as the challenges and learnings CEOs have found.

Cybersecurity and Implementation

Presented by Mowery & Schoenfeld. “So you own a business, now what?” This panel will take a realist look at the financial, accounting, and cybersecurity challenges facing business owners. Participants will leave equipped with practical tools to help them make solid decisions during the search phase that will set them up for success as an early owner-operator.

Operating and Searching Amidst COVID-19

Presented by NextGen Growth Partners. This discussion will address how NextGen Growth Partners navigated the impacts of COVID-19. They will discuss the various ways their portfolio companies and entrepreneurs-in-residence adapted to unforeseen circumstances, and how they leveraged their ecosystem to weather the storm, innovate, and capitalize on great opportunities.

To access the notes from Day 1, please register below and you’ll have immediate access:

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