Private Exit Strategy Workshop Dr. McKaskill is available to conduct an in-depth exit strategy workshop for the owners/shareholders/directors and senior management of a private company. The objective of the exit workshop is to produce a strategic plan which optimises the shareholder value at the time of the exit. The Exit Strategy Workshop is normally conducted over two days, often in half day sessions spread out over a number of days to allow participants to undertake internal discussions and/or research into potential buyers. Stage One: Business Briefing Dr. McKaskill will spend some time understanding the operation of the business including products and services, markets addressed, competitive position, sales and distribution processes and industry trends. This briefing is provided by senior management of the client firm. This session will identify those members of management who should take part in the later workshop stages. Stage Two: Business Growth Drivers The value of an acquisition is derived from its forecast profitability in the hands of the acquirer. Therefore, how and where growth is derived and the evidence to support the projections is critical to achieving a high exit value. The ideal buyer is one who can fully exploit the potential of the acquisition, therefore, understanding where the best potential lies is an important part of the planning process. The growth component of the workshop examines business capabilities, competitive positioning, current and potential product/market scenarios, IP strategy, distribution channels and partnerships to arrive at the best plan for current and potential growth. The final strategy may involve changing the organisation structure, splitting the business or changing the product/market characteristics. Stage Three: Buyer Selection The best buyers are those who have the culture, capability and capacity to fully exploit the acquisition opportunity. In this session the workshop develops a set of buyer attributes which drive the identification and selection of potential buyers. It then maps out strategies for engaging and empowering each potential buyer to maximise the exit value and the opportunity for the buyer. Indicative exit values can often be derived at this stage based on an understanding of how the various potential buyers will generate value through an acquisition. Stage Four: Execution Plan An exit plan usually involves a large number of activities spread over many months. It is important that these activities are agreed, scheduled, assigned and monitored. They will involve both internal changes as well as coordination with various business advisors and legal and accounting professionals. The execution plan is the major scoping exercise which sets out the critical activities and parties involved in achieving the plan objectives. At this stage indicative costs can often be assigned to activities so that a budget can be assigned to the plan.