An effective and aggressive M&A Acquisition strategy can be a way to quickly scale a well-financed business, but it also comes with a multitude of risks, that need to be carefully addressed. All too often, acquisition strategies are simply, “we will look at opportunities as they are presented to us”. The wrong acquisition can be a drain on resources and can weaken a strong company. On the other hand, a well-thought-out, clearly defined acquisition mandate will not only improve the likelihood of closing a deal but can also strengthen your company’s competitive position, drive enterprise value, and formulate the basis for the post-acquisition integration process.

Successful acquisition strategies take an immense amount of planning and resources to be successful. Acquisitions can be game-changers or they can become a fatal drag on a well-run company. For most companies, simply exploring opportunities as they present themselves is not a viable approach if growing through acquisitions is a priority.

1. Once your acquisition strategy is formulated, it’s time to get it uploaded on the leading Deal Sourcing Platform …. Aligned IQ.

One way to start thinking about the best M&A acquisition strategy is to think of a hub and spoke, where your business is the hub, and each spoke represents a different segment of business types that may fit. The first decision is to determine which spoke represents the best opportunities. Each spoke can represent various opportunities up and down the supply chain (backward or forward vertical integration) or horizontal integration opportunities to consolidate and scale the business by expanding into new regions or adjacent product lines. What does the seller universe look like along each spoke? Are there enough potential targets to warrant an all-out acquisition effort in a particular business segment?

Perhaps more importantly, which spoke represents the best opportunity to strengthen your weaknesses or enhance your current strengths in the market.

Vertical integration acquisition strategies can sometimes represent a higher risk than horizontal strategies if the acquirer moves outside their comfort zone and core competencies. However, there are situations when capturing a bigger slice of the margins up and down the supply chain can be highly rewarding.

Part of the decision on the best strategy to pursue should also be based on where the biggest potential synergies lie. In low-margin, low-growth, ” red ocean” markets, cost synergies are often a major driver for M&A. Be careful, however, since it is common for acquirers to end up with significantly fewer savings than originally anticipated, post-acquisition. It is best to be conservative in estimating the savings that will materialize.

More often, focusing on opportunities with synergies that will grow the topline or improve margins is a better approach. Using M&A to expand capabilities and/or product lines, grow into new markets, acquire talent, cross-sell products, etc. can also be difficult, but the potential upside is often much larger than when cost synergies are the primary driver.

It is important to clearly define how any acquisition would be financed before going out and soliciting targets. Your risk appetite, balance sheet, and access to additional debt or equity capital will determine the maximum size of any acquisition. If the use of outside capital is planned, it is best to have those strategic conversations with your sources well in advance of going out in the market.

Small deals can also be a problem, in that they can often take as much time to negotiate and close as larger deals. Smaller deals need to have elevated strategic importance.

It is critical to assemble a professional team to assist you in completing a transaction. Like any team, there is potential for overlapping responsibilities and/or gaps that can dramatically impact the speed and ultimately the outcome of any transaction. Negotiating a deal with a counterparty is further complicated by the composition of the opposing party’s team, and is often undertaken against a backdrop of distractions, competing motivations, and sometimes self-serving interests.

At a minimum you will need a corporate lawyer with deep experience in M&A. You may also be well advised to hire an intermediary to act as an outsourced corporate development team to help ensure your success and to assist you in completing any due diligence, negotiate a favourable deal, and to help you navigate through the complex process.

Outside tax advise may also be necessary as well external advisors on environmental assessments, operations, markets, financials, valuations, etc.

An effective acquisition strategy requires upfront research to generate a viable list of potential candidates with the right contacts, target ownership structure, and estimated size. Keep in mind that it can be a numbers game. Many candidates will have little interest in even exploring a dialogue if it is not part of their plan or it’s not the right time, and as such, may ignore your inquiry. To be successful, the list should be robust and categorized from highest to lowest priorities.

It is better to be specific and targeted, rather than broad and general.

Don’t assume a potential target will immediately see the benefits of opening a dialogue with you to discuss the sale of their business. They will need to understand the value proposition from their perspective and/or you will have to be able to provide a solution to a problem they have. As such, the value proposition will need to be clearly articulated and presented in a way that will allow them to quickly assess the opportunity. It is always best to be flexible in how any deal would be structured to get the dialogue started.

It is also important to get your strategy and value proposition in front of Investment Bankers, M&A Advisors, and other intermediaries that participate in your industry. Otherwise, you may miss out on an attractive and active opportunity that is already in the market.