Diligence Matters Best Practices Briefs

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040

Gaining Momentum Around Price Early in Diligence

By Jeff Merkle   VIDEO

During the diligence window, savvy investors are increasingly seeking early signals on the pricing opportunity – for both valuation and value gen considerations. Gaining an understanding of the pricing opportunity starts with a walk-through of multiple pricing factors. Chief among the various diagnostics is the pricing waterfall - the walk-down from list to pocket price, and identification of…
038

Brand Equity: Institutionalized or Individualized?

By Jeff Merkle   VIDEO

Evaluating the degree to which Brand Equity lies with a target company versus with individual sales and service reps of the company should be a key exercise in Commercial Due Diligence - for both the benefit of valuation and for value gen opportunity assessment. Determining the clues that enable methods for institutionalizing the relationships drives strength of recurring/repeat revenue,…
037

Jack of All Trades, Master of None: The SaaS Breadth vs. Depth Diligence Dilemma

By Hailey Messenger

What do you want to be when you grow up? This classic question isn’t often examined when it comes to tech (and SaaS) companies seeking growth equity capital.
036

Diligence Considerations for Healthcare Provider Investments

By Lynt Johnson, MD, MBA

Private equity interest and deal activity for healthcare providers has certainly accelerated over the past decade. Platform acquisitions are particularly targeted as opportunities for back-office efficiency and revenue growth – and to address pricing power imbalances with the ever-focused payers.
034

Understanding Matters…Hospital Medical Technologies: Who Makes the Big Spend Decisions and How Do They Get There?

By Lynt Johnson, MD, MBA

Most new hospital medical technology purchases hit the capital procurement process. Capital purchasing decisions by hospitals can often be a complex maze of processes that impact the timeliness of consideration and final approval and allocation of funds for procurement. Typically, items above a certain monetary threshold meet the institutional requirement to be vetted through a capital purchasing…
024

Don’t Wait for the Findings, Align on the Yardstick…Upfront

By Mark Stein

It’s always a bit too much of a race – to pull together the issues, align on what matters most, and then deploy the activities to nail an effective electronic survey to supplement the interviews to measure the commercial diligence matters.
023

The Battlefront for the Keystone Position in an Ecosystem

By Jeff Merkle

Direct competition between ecosystems – iOS vs. Android; Twitter (or "the X"*) vs. Instagram (Meta) – is often studied and constantly the subject of various tech press and opinion pieces. There are many good reasons for this that all analogize to the same reason journalists love to cover competitive tournaments:
022

Value Gen Stimulant in Commercial Diligence Processes

By Mark Stein

Today’s GRAPH Papers® article is short and simple. A quick process, best-practice on the value gen. front of commercial diligence that could prove to be a useful commitment to make for your projects. Most diligence assignments start with discussion, and some amount of the diligence agenda, focused on testing the commercial value generation ideas that exist. And among investment teams, we know…
020

Timing the Meeting (the Commercial Due Diligence Partner Meeting with Management)

By Mark Stein

It is well established practice to bring your commercial due diligence partner to the Management Meeting. It creates context and gives your diligence practitioner a first-hand view of what management represents to be most significant.
018

Observations on How Financial (PE) and Strategic (Corp Dev) Investors Consider Segmentation Opportunities Differently from One Another

By Mark Stein

Serving a wide-range of clients, one pattern that I have noticed is the degree to which the strongest Corp Dev groups (the “Strategics”) consider customer segments as a means for asset value creation – and do so in ways that outrun what many Private Equity firms consider.

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