Joe Biden Takes “Blue-Collar Blueprint” to the Public
The general editor of the The Times, David Charter, quotes our managing director, Joshua Jahani.
https://www.thetimes.co.uk/article/joe-biden-takes-blue-collar-blueprint-to-the-public-dz05vlbsw
https://www.thetimes.co.uk/article/joe-biden-takes-blue-collar-blueprint-to-the-public-dz05vlbsw
The chart below identifies the type of products associated with each import and export category based on World Bank nomenclature.
MENA’s trade position is unique when compared to China and the USA. MENA’s dominance is driven by the presence of oil, a natural resource. The USA and China’s imports and exports are not driven by a natural resource and are therefore more easy to replicate. If the MENA countries successfully diversify their economies, the region can become an increasingly powerful player by building on this natural resource foundation and then competing with other regions on services, technology, and other high-growth sectors. Due to current reforms in major MENA countries, the region is actively accomplishing this.
The MENA region is a gateway between the growing economies of Africa and Southeast Asia and more stabilized regions such as North America and Europe. This gives the region a strong value-added position when participating in trade between these other parts of the world.
The UAE and KSA are the most dominant players in the MENA economy. They account for the majority of imports and exports as well as most of the region’s economic activity. The UAE has been removing barriers to trade that are not tariff-related, such as allowing expedited customs and the use of technology to create more efficient government organizations. KSA has recently started opening trade policies that reflect UAE standards.
KSA’s Vision 2030 is a framework to reduce Saudi Arabia’s dependence on oil and diversify its economy. This will be accomplished through investments in health, education, infrastructure, recreation, and tourism. The Vision 2030’s goals include reinforcing economic and investment activities, increasing non-oil international trade, increasing government spending on the military, and promoting a more secular image of the kingdom.
As shown in the previous J&A series, tech investments are on the rise in the MENA region. The UAE has recently made 10 major food-tech investments as part of its continued commitment to food independence and leadership. These food-tech investments include smart farms, food delivery, curated menus, and more. The image above shows three examples of these investments from different categories.
In the final part of our series, we will investigate the Gulf Cooperation Council’s role in global trade for the MENA region as well as steps the council is taking to increase its cooperation and cumulative strength.
The following chart shows the trade openness of the GCC. This index is calculated by adding imports and exports in goods and services and dividing by the total GDP. The larger the ratio, the more the country is open to international trade.
The region represents approximately half the volume of imports and exports compared to the USA and China, but produces nearly 40% of the world’s fuel supply. The general volatility of fuel has pushed leaders to diversify the economy.
Sources: IAGS | The World Bank | IMF GCC Banking | IMF GCC Markets | IMF Trade and Foreign Investment | Saudi Arabia Vision 2030 | UAE Ministry of Finance
Taiwan’s rail company says 36 people are known to have died, and dozens injured. Myanmar’s deposed leader Aung San Suu Kyi had already been accused of breaking COVID-19 rules and illegally possessing walkie-talkies—now she’s been charged with violating the country’s official secrets act. And the story of the Italian businessman who tried to fake his own kidnapping for financial gain, but ended up as a prisoner of a jihadist group for three years.
The United Arab Emirates (UAE): The majority of venture capital Middle East and Northern African (MENA) investments in 2019 were made by United Arab Emirates (UAE) investors, accounting for 62% of total MENA investment.
We expect this trend to continue due to the more robust investment infrastructure in the UAE. Although the percentage of deals completed did not change from 2018 to 2019, the UAE’s percentage of total MENA investment increased 21%. This signifies the continuing growth in UAE investment size.
Egypt: A distant second in terms of total MENA investment (13%), Egypt completed seven more deals in 2019 compared to the UAE, confirming the assumption that due to its size the country is investing less money in more deals.
Saudi Arabia: Rounding out the top three in terms of deal value closed is Saudi Arabia. Saudi Arabia’s position is expected to increase in the upcoming years due to the government’s efforts to diversify the economy.
Real estate held the top spot in terms of investment dollars in 2019 but did not rank in the top five for deal count. This is a result of the capital-intensive nature of the investments. Fintech remained the leader in number of deals despite the moderate industry slowdown near the end of 2019. These investments include those in blockchain and crypto-related businesses.
Although funding for fintech was number five in terms of investment dollars, these numbers signify an interest that investors like to enter the market early.
E-commerce took second place in terms of funding value (17%) and deals (10%). As the industry continues to grow globally and key players continue to make acquisitions, this is an interesting market to watch. These numbers are bolstered by a $6.2 million seed round investment in the e-commerce wholesale food and grocery marketplace MaxAB.
Delivery and transport realized large growth in investment dollars with 10% growth from 2018. This mimics trends from USA investments as delivery startups continue to compete for the expanding market.
Previously, we detailed the recent venture funding the region by industry and country. Now that the Middle East investment landscape has been outlined, we will walk through how to use a joint venture (JV) strategy for bringing innovation to the MENA region.
PwC recently conducted a survey of business executives in the Middle East asking them which activities, if any, they were planning in the next 12 months to drive revenue growth.
Entering a new market or forming a joint venture was identified as a top priority for 83% of business executives in the Middle East.
Additionally, 17% of business executives identified collaborating with a startup or innovative company as a top priority.
These three objectives (entering a new market, forming a JV, or collaborating with startups) presents powerful opportunities for companies seeking capital and financial partners in the region.
Note: J&A utilizes a broad definition of joint ventures that includes distribution agreements, franchising agreements, reseller agreements, and traditional joint venture agreements in which multiple entities own equity positions in a new entity.
Joint ventures can be an ideal investment structure in certain situations, especially in fast-growing markets like MENA. Below are some common advantages associated with JVs.
We have seen great success with North American and MENA JVs in recent years when a clear strategy, detailed planning, and strong execution is at the center of the deal. Below are components of success for long-term value creation.
Define objectives: Starting with the end in mind, defining the objectives and aligning to them will ensure the feasibility and strategic fit of the JV.
Choose the right partner: Due to the collaborative nature of JVs, selecting the right partner is critical to its success. Defined objectives inform selection criteria based on the needs of the partners (i.e. ownership of a critical asset such as presence in a market or intellectual capital). Other selection criteria to support the JV may include company culture, decision making, communication, trust, and financial drivers.
Determine contributions and operating model: Clearly articulating the link between asset contributions and ownership will drive success. Selecting a valuation methodology and layering in industry and region nuances will help guide the contribution discussion. Understanding the level of support, involvement, and key target dates for each company will act as a guide to ensure objectives are met.
For more information on MENA investments, please contact us at jahani@jahaniandassociates.com or visit our website jahaniandassociates.com.
Originally published February 18, 2020. Updated March 20, 2020.
Sources: PWC Middle East CEO survey | McKinsey and Company | Magnitt | The World Economic Forum[/vc_column_text][/vc_column][/vc_row]
J&A has collected investor data to generate a summary of Middle Eastern and Northern African (MENA) investor location, investment size, investment volume, and investment location. This article provides data and insights on these topics. It is important to know that many transactions in the MENA region are not announced, therefore the metrics here report less activity than what is truly taking place. The date herein is collected from 2000 to 2018.
The insights and data herein signify strong growth in a maturing investment region. Next, we will review the amount of invested capital per deal, the number of deals invested in by MENA entities, and investment locations.
In this section, we will analyze the average money raised from MENA investors by round, the number of companies invested in by round, and briefly review where MENA portfolio companies are headquartered. All data is from the years 2000 to 2018.
The following section will highlight where investments are located, as MENA investments are more diverse than North American investments. J&A will also highlight regions where growth and opportunity are expected.
As shown in the previous section, investments are globally diverse for MENA investors. The data herein showcases which investments have taken place over the last 15 years. J&A expects strong South American and MENA investment growth due to government initiatives. We also expect Eastern African and Southern African investments to grow disproportionately in deal count five to 10 years from now.
The chart below shows the average investment dollar amount made by MENA investors in each region.
The map below shows the brands that raised over $50 million and their respective locations.
It is important to note the anticipated growth of Saudi Arabia in the MENA region. Based on the kingdom’s initiatives and relative wealth, J&A and other authorities expect the Kingdom of Saudi Arabia (KSA) to experience tremendous growth over the next 10 years. Investments in technology and innovation will be a major part of this growth. KSA is relatively small within MENA, but the country’s power in fuel and geopolitical posturing will likely lead to meaningful activity in the near term.
Sources: Crunchbase | McKinsey | International Monetary Fund | World Bank | PwC MENA
Global economic conditions affect areas of the world differently. In times of pandemic, strong governments will be able to respond in ways that hold or rejuvenate investor confidence and capital markets in ways more democratic governments do not. J&A expects this confidence to be reflected in countries with more centralized political power by continued investment in core industries, such as food and security, as well as an increase in special situation investments.
Starbucks famously increased its revenue growth by opening more licensing opportunities for the brand during the 2000 recession. This is also an effective way to expand internationally.
Talbots hired more than twice as many part time workers as its competitors before and during the 2000 recession. This allowed them to maintain a high amount of marketing during the recession and emerge as a leader during recovery.
Verizon switched from selling phone minutes to more expensive broadband services during the 2000 recession. Cost per customer acquisition often increases during an economic downturn while sales decrease, creating a very risky cash position for companies. Firms should double down on products and services of the future that customers are already paying for.
In addition to the above specific strategies, companies can incorporate more complex thinking into their corporate charter that includes debt financing, better inventory management, and diversification. J&A identified which of these strategies should be part of the conversation with your financial and banking advisors.
Focusing on having the right inventory levels will reduce the amount of needed committed capital and can lead to the ability to pay suppliers more quickly. This combination will drive to securing more favorable contact terms.
Being prepared to preemptively cut costs as the economic downturn steepens will support the ability to refocus spending. A delicate combination of reduction in spending at the right time will support positioning through the downturn. Ensuring the right resources are fully utilized will ensure quality talent is retained and offer the ability to capitalize on opportunities during the downturn.
Companies that perform best in an economic recession do two things well. First, they strategically position themselves before a recession becomes a reality (as identified in the above specific strategies), and second, they react definitively and swiftly to cut costs and streamline operations when the recessions begin.
Originally published April 7, 2020.
Sources: Harvard Business Review | McKinsey and Company
Graphic taken from: McKinsey Quarterly, May 2019
Find more about us at jahaniandassociates.com or contact us at jahani@jahaniandassociates.com
Digital health is an exciting area, ripe with growing Medicare reimbursements, new technologies, and a real potential to improve the frustrating healthcare consumer experience in the USA.
Jahani and Associates analyzed over 200 M&A transactions and equity investments in digital health from 2013 to 2016. Our results showed a 20% decrease in investment funds per company in 2016 versus 2015. Despite a 604% growth in Medicare reimbursements from 2006 to 2016 and a 62% increase in telehealth consultation over the same period, digital health companies must carefully develop their competitive advantages to both increase access to capital and decrease their cost of capital.
By analyzing companies that maintain competitive advantages such as Welltok, SnapMD, Pager, and Teladoc, we elicited two opportunities for creating value:
There are opportunities for digital health returns, but companies must respond to a saturating market by focusing on improving the customer experience while at the same time optimizing the business model of existing healthcare giants. Jahani and Associates (J&A) recommend digital health companies focus on four major intangible assets to accomplish the value goals listed above:
This is all predicated on the business’s ability to identify, develop, and monetize intangible assets.
J&A mapped a selection of these digital health companies onto a four-quadrant plane to understand how they fit in the marketplace. We considered both the scope of care delivery (for example, an urgent care company versus a software analytics company) as well as headcount and financial size of the business. A summary and description of our findings is presented below.
These digital health companies typically have a large customer base, but are relatively lean due to the simplicity of their products. These are socially themed companies like FitnessKeeper and b.well.
These are software companies whose businesses provide automation, simplicity, and streamlined data solutions for other players in the complex healthcare ecosystem.
Our research indicates that these digital health companies are largely transitioning to quadrant four, Tomorrow’s Healthcare Providers. They have strong customer relationships and are starting to scale.
These are the dominant players of today and tomorrow. These digital health companies have the ability to scale, are generally profitable, and have strong brand recognition. They continuously evolve by providing new and innovative solutions to the market or by acquiring other innovative companies.
Originally published August 2017. Updated July 2018.
Sources: Crunchbase | McKesson 10K | PwC Money Tree Report | Pitchbook | Bloomberg
The sell-side M&A process is long and complex. Bringing a company to market does not guarantee the company will achieve its M&A goals. The M&A process is challenging for three reasons:
This report contains the step-by-step guide Jahani and Associates (J&A)—an NYC-based global independent investment bank—uses to maximize results for its clients. Each step in the sell-side M&A process is driven by activities, deliverables, and solutions.
Preparation to solicitation requires the company and their investment banker to generate the artifacts buyers need to make an offer for the company. This information includes but is not limited to financial information, the growth history of the company, intangible asset information (e.g., customer relationships and proprietary technology), and the reasons the owners are selling the business.1 This information must be woven together and organized correctly so buyers can efficiently formulate their offers.
Industry-standard deliverables, such as a confidential information memorandum (CIM) and audited financial statements, are used in this phase to market the business to potential buyers.
This is arguably the most important part of the sell-side M&A process. Reaching the sufficient number of solicitations to ultimately find an interested buyer is difficult and incredibly important, particularly in the lower-middle and middle markets. The volume of solicitations necessary is higher than most professionals expect. The methods to generate qualified buyer leads also vary based on the industry, region, and type of investment bank (e.g., healthcare investment bank, agritech investment bank, etc.). Solicitation is initiated with a blind teaser, using a code name in lieu of the company’s name. Buyers may request more information after the teaser—at which point a nondisclosure agreement (NDA) is required. J&A recommends only sending detailed material during the preparation phase to potential buyers after they have signed the NDA. For sellers to create a succinct and consistent story for all potential buyers at this stage, it is very important not to provide too much information.
Common sources of buyer solicitations include direct connections from an investment banker’s warm network, introductions and referrals from partners in the investment banker’s network, direct solicitations of qualified buyers determined from research (e.g., PitchBook), and target emails to qualified lists of buyers. Coordinating all four types of outreach is a complicated task. Figure 2 demonstrates common reasons for failure and how J&A recommends sellers and their advisors avoid them.
IOIs contain valuation ranges and general expectations of earnout. These should be negotiated as necessary to have a smooth transition from an IOI to an executable letter of intent (LOI). IOIs are nonbinding.
A site visit usually occurs while transitioning an IOI to an LOI. The visit is an opportunity for the buyer and seller to meet and conduct a deep dive into any outstanding items that need to be settled before executing an LOI. Since LOIs are legally binding, many buyers will require exclusivity after an executed LOI, which is also referred to as a “no-shop clause.” This means the seller will not be able to conduct sale-related conversations during the no-shop period and must ensure the upcoming due diligence will be satisfactory in order to close the deal.
Due diligence is often the longest part of the sell-side M&A process. Depending on the size and complexity of the deal, it may take up to 120 days.2 Due diligence is the process of affirming the information the buyer has used to make its offer and determining whether or not the company is in good standing with the relevant administrative, legal, financial, technological, security, operational, and other information in its possession.
Once due diligence is complete, executing the purchase agreement is the final step in the sell-side M&A process. These agreements can either be asset purchases or stock purchases. The purchase agreement is the binding contract where ownership officially changes hands. If due diligence went as expected, this step should be relatively simple. The changes that may affect purchase agreement negotiations are material discoveries in due diligence, economic forces, material alterations in the business’ operations, and management changes. It is very important for business activities to go according to plan during due diligence.
Jahani and Associates collected common challenges that exist in each step of the sell-side M&A process and the best way to resolve them. It is important for M&A stakeholders to plan ahead and know where expected weaknesses may lead to exacerbated challenges.
It is imperative the investment banking team has a plan to resolve these challenges before they even arise in order to avoid disruptions or delays in the M&A process.
Companies most often do not go from preparation to solicitation when seller management teams are not aligned or properly prepped for the sell-side M&A process. This can occur when multiple stakeholders are involved, particularly in companies boasting a significant capital raise. A seller may also not move to the solicitation phase due to major market forces negatively affecting business performance. If a business undergoes a change that materially reduces the company’s desired valuation, management often decides to postpone the process.
Fundamentally, solicitation to IOI is a sales process. Therefore, sellers and their teams are most prepared when they view this as a sales exercise. This is often the most difficult step in the process for unprofitable companies in the lower-middle market.
Moving from an IOI to LOI is a matter of negotiation and mutual understanding between the buyer and seller. A site visit is often used in between the IOI and LOI to develop a relationship between the buyers and sellers.
Due diligence is the process of confirming the buyer’s understanding of the business at the time they made their offer. Due diligence is time-consuming. Material information that changes the valuation and earnout identified in the LOI may be discovered during due diligence. This will be negotiated as part of the purchase agreement. Purchase agreements may be made for either cash or stock, each of which has its own tax, legal, and strategic considerations.
The challenges, solutions, and KPIs in this paper are not exhaustive, but they provide an overview of the way to maximize success in sell-side M&As. It is important that all stakeholders understand the challenges they will face and how to alleviate them as quickly as possible. Establishing a consensus among stakeholders from the outset will also help mitigate any issues that may unfold. Focusing on a problem-solution-KPI framework gives transparency to the client and allows the investment banker to increase the size of their team while preserving client service and information sharing. Experience in dealing with these issues is paramount to successfully delivering M&A results, and that experience must be coupled with actionable outcomes.
Any business owner seeking to sell their business must carefully consider all these factors. Being aware of expected obstacles and how to overcome them early will significantly increase the likelihood that a company successfully completes a sell-side M&A transaction. The analysis contained herein is based on decades of experience and is included to support business owners across the world as they achieve a maximally successful exit.
In 2019, Jahani and Associates surveyed hundreds of business owners about successful and failed M&A deals, why they failed, and how those failures could have been avoided. J&A then compared these stories with its own processes and tools to determine the best way to anticipate and avoid these failures in any M&A scenario. The resulting analysis is this document that outlines common reasons for failure and how to avoid them. This document is meant to serve as a resource to business owners and other service providers to give the best strategic advice and service for their businesses or clients.
Jahani and Associates (J&A) is an independent investment bank located in New York, New York. The firm specializes in healthcare and technology and provides specialized M&A and capital markets advisory services. The combination of J&A’s unmatched skills in technology, engineering, and business operations allows the firm to create sustainable value for its clients. J&A works at the intersection of cutting-edge financial theory and business practicality. Creativity is highly valued within the firm, which allows J&A to continually improve the way businesses thrive.
The Gulf states and Israel provide an opportunity for the US to participate in a global economy that will be more centered on the Middle East than it was before the virus. This future must be a cornerstone of US policy, as well as the legacy issues around security.
The COVID-19 pandemic has threatened the mature economies of the US and Europe, accelerated China’s inevitable rise, and given opportunities to the region’s often more agile and adaptable countries.
There are few countries in the world that have (almost) put the pandemic behind them and are on good terms with both the US and China. Those are the countries that are set to lead the world in the 21st century. They are almost exclusively in the Middle East.
The rise of the Middle East as a gateway between the US and China presents an opportunity for Biden to re-engage with Beijing through the neutral soil of Israel and the Gulf states. Biden should not be afraid of celebrating and building on the diplomatic progress achieved under the Trump administration through the end of the GCC rift and the Abraham Accords.
Being the “new Europe” is something that Middle Eastern leaders are understandably motivated by, particularly in light of their relations with both DC and Beijing. Europe was the middle ground for the Soviet-US Cold War, and the Middle East is the same for the China-US relationship—geographically, politically, and economically.
Rather than continue to fight yesterday’s conflicts and ignore today’s achievements (perhaps focused on distancing himself from Trump’s policies), Biden should craft policy based on the reality that the Middle East is transitioning from a 20th century defined by conflict and insecurity to a 21st century where the Silk Road is once again the social, economic, cultural, and political center of the world.
This is a future into which the Middle East is rapidly progressing. Three of the top five countries with the most COVID-19 vaccinations (excluding the Seychelles and the Maldives) are in the Middle East—namely the UAE, Israel, and Bahrain. In addition to a successful vaccination campaign, total death rates in these countries and others in the region have remained low. All this while key industries, including tourism, have often remained open.
Saudi Arabia has been working to almost triple its non-oil revenues, and is investing billions into futuristic cities like NEOM and “The Line.” The UAE successfully completed a mission to Mars during the pandemic and recently announced plans to double Dubai’s population, all while commentators in London and New York discuss the “death of cities.”
Gulf economies also benefit from a low debt-to-GDP ratio, which will allow them to maintain growth while more developed and leveraged economies struggle in the wake of the pandemic. The US currently has a debt-to-GDP ratio of over 100%; in Saudi Arabia and the UAE, the debt-to-GDP ratio is only 20%, meaning those governments will have spending power well into the future for public and private projects.
China is busy building deeper links in the region, where doing business is more important than talking politics. It is important to Biden’s legacy that US policymakers and investors do the same, and foster both cultural and economic connections to the new Middle East rather than allowing themselves to be crowded out.
To this day, too many American political and business leaders are driven by the impulses that impacted actions between them and the Middle East at the start of the millennium. Twenty years on, the White House should look to the future. It must adapt to the rise of China by utilizing the Middle East’s neutral ground to increase cooperation with Beijing.
It’s high time an American president looked to the Middle East for its entrepreneurship, adaptability, and its e-governance, rather than simply for its oil.
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