With 2016 now underway, Mirus reaffirms its optimism about opportunities for mergers and acquisitions for 2016. With M&A running at about the same pace as 2015, we see no reason not to finish the year strong and match 2015’s volume of transactions. But, what isn’t apparent from...
For most middle market business owners, the sale of their business is a once-in-a-lifetime event that can greatly impact their net worth and impact their family for years to come. The owner’s natural question is,“How should I respond?” But he is really thinking, “Should I ask for...
In October of 2014, we blogged about valuing the intangibles of a business. We wrote about achieving value beyond merely what the financials associated with your business would indicate. These intangibles are the qualitative aspects of your business such as vison, product strategy, market leadership, management team...
The following report explores the performance of the Manufacturing Automation industry in 2015, its sectors, related M&A transactions, and trends in the industry with emphasis on the most acquisitive leaders.
So far in 2014, we have found that not only has the pace of acquisitions been maintained from 2013, but in at least one case it has accelerated.
This whitepaper provides enlightening qualitative, as well as quantitative analyses, of the Manufacturing Automation industry that will help you track M&A activity, and develop your own strategic buy or sell side transaction plans.
In developing the liquidity planning model, Mirus has compiled a wealth of data based on actual case studies for dozens of companies and transactions that both validate these indicators and are predictive of valuation.
Driven by the economic and political uncertainties of today’s integrated complex global economy, persistent volatility has become the “new normal,” making the days of having a lot of business and economic visibility a thing of the past.
Getting the buyer to the table is just the first of many steps in a long, complicated process that most business owners have not been through before. Trying to figure this out on your own is risky.
Many CEOs and board members are unfamiliar with the heightened personal exposure to liability that comes into play when a company is financially distressed. We have found that in times of financial distress and market dislocation, business leaders are often too slow to recognize a trend, and therefore...
