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M&A Advisor Fees for Selling a Business

by Basil Peters on April 1, 2011 · 3 comments

This is an updated excerpt from my book: Early Exits – Exit Strategies for Entrepreneurs and Angel Investors (But Maybe Not Venture Capitalists).

Several people have mentioned how much they appreciate this section of my book. It’s surprisingly difficult to get information about M&A advisor fees for selling a business. Few professionals post their rates. I am not sure why this is, and even less sure that it makes sense in today’s hyper-connected world.

Part of the reason I am posting this excerpt is to gather more data.

M&A Advisor Fees and Transaction Size

M&A advisor and business broker fees increase with the size of the transaction, but not in direct proportion. The amount of work required to sell a larger business can actually be less than that to sell a smaller company. Where this becomes interesting is at the smaller end of the transaction size range.

The professionals that sell businesses fall into three rough size categories:

  1. At the upper end of the range, there are the big investment banks and accounting firms with teams devoted to M&A.
  2. In the middle range there are mid-sized firms that usually include three to seven professionals.
  3. At the smaller end of the transaction range, most businesses are sold by boutique, two to three person firms.

It’s easier to understand the pricing mechanisms for M&A advisor fees when selling a business if you look at it from the perspective of the professionals doing the transactions. Very large firms have offices in downtown towers with human receptionists and assistants. The mid-sized firms have smaller offices in less expensive buildings and have automated phone attendants and no assistants. The individuals in boutique firms answer their own phones.

For a transaction to make sense for the big firms with downtown offices, the total fees have to be in the $1 to 2 million range. For the mid-sized firms, the minimum fee size is in the $500,000 to $1 million range. Boutique firms can afford to do exit transactions where the fees are only a few hundred thousand dollars.

Typically, the big firms will compete most aggressively for exit transactions above $100 million because these transactions will produce several million dollars in fees. The $20 to 75-million range is the optimum range for the mid-sized firms. Smaller transactions are usually done by specialized boutique firms. These numbers shift up or down depending on how busy the firms are.

The standard M&A advisor fee model includes a work fee and a success fee. In some cases, it may also include a contingency or break fee.

M&A Advisor Work Fees

Work fees are paid by the company up front or, sometimes, monthly over the first four to twelve months. This can also be called a “retainer fee.” This covers the M&A advisor’s direct costs during the initial stages, as well as their contribution to the preparation of the selling documents and due diligence materials.

For larger transactions, the work fees are usually $100,000 or more. For boutique firms working on a $20 to 30-million exit transaction, the work fees are usually in the $50,000 to $75,000 range. At the lower end of the transaction spectrum the work fees don’t usually go below $50,000 because, no matter how small the transaction, there is still a fixed amount of early work that has to be done.

There are firms that will charge lower work fees, sometimes in the $30k to $40k range. Most use highly templated documents. Some firms – even on Wall Street – produce selling documents that are surprisingly inadequate.

It’s very unusual for a firm, or even an individual practitioner, to undertake an exit transaction without a work fee. Part of the reason is that anyone involved with exits has seen a situation where, at the time of the initial engagement, the shareholders and board are enthusiastic about an exit, but by the time an offer gets to the table the shareholders have reconsidered.

Often this happens precisely because the M&A advisor has done a good job, and has shown the current shareholders that the company is worth significantly more than they thought. This alone can often result in shareholders changing their minds and deciding to continue to own the company for a while longer.

The work fee is a fair way for the professionals to protect their initial investment in helping to facilitate a transaction. It is also a test of how serious the sellers are to actually sell the company.

M&A Advisor Success Fees

Success fees for selling a business in the $10 to 30-million range are typically 5 to 7% of the final value. This means that the M&A advisor who successfully completes a $25-million exit transaction will usually be paid a fee at closing of about $1.5 million.

For transactions over $100 million, success fees are usually in the 2 to 3% range. This means that a broker executing a $100 million exit will typically receive a success fee in the $2 to 3-million range.

Where success fees become more challenging is in the smaller size transactions because the amount of work required to sell a $5-million business is not significantly less than the effort required for a $25-million exit. It takes just about as much manpower in either case and, in some ways, the smaller sales are actually more work.

Why Smaller Transactions Are Often More Work Than Larger Ones

It can be even more difficult to sell a $5-million company than a $25-million company because the buyers for smaller companies tend to be either the junior people in the large company acquisition teams, or the CEOs and CFOs of medium-size companies. Their relatively lower experience levels, or lack of availability, means that these transactions often require more time and effort from the M&A advisor.

So even the smaller boutique firms will not usually want to undertake an exit transaction in which the selling price will be less than $10-million. Even at a 8% success fee, a $10 million transaction will only deliver a $800,000 success fee. This is approaching the minimum economic size that even the smaller firms can undertake.

This is why transactions in the $5 to $25-million range are often done by boutique firms or individuals who have developed expertise in this area.

Because of the amount of work involved in a $5-million transaction, the success fees are usually in the 8 to 12% range.

While the amount of work required to perform exit transactions is similar whether the company is valued at $5 million or $100 million, the fees for large brokerage houses are higher due to their overhead and perceived prestige.

Please Share Your Data

I’d appreciate hearing from you about your experiences with M&A Advisor fees. The only way I have been able to aggregate this information is by asking CEOs, board members, investors and M&A advisors that I meet. If you have a data point you can share, please either leave a comment below or email me directly.

{ 3 comments… read them below or add one }

Basil Peters August 28, 2011 at 2:59 am

Comments from http://www.AngelBlog.net

FromTechvibes 2 years ago
Mark Groulx said on Tue, June 23, 2009 at 1:02 PM

We are in the business brokerage business and I would say your analysis was pretty good. I would say 5% is a rough number for the $5 to 20 million range and then goes down from there. Could be a little more on the low end of the range.

mhardwicke 1 year ago
In the UK a commitment fee can be anywhere between £15k-£30k and success fee’s are typically 3% of total deal value.

Andrea 1 year ago
question: when you refer to deal value you mean Enterprise value (including debt)?
advisory work done for trade buyers can contemplate a retainer or commitment fee, however when working for institutional investors (Private Equity, VC etc) this is rarer.
Sucess fees for southern european deals would be quite lower than the figures you point to. Not more than 2% of EV up to 100m. Smaller deals are harder to do, but do not usually command higher rates.
Wingedlion and 2 more liked this

Wingedlion 1 year ago
From the M/E we see the same sort of level of fees, with monthly retainers ($50-250K pm) which are then set off, subject to a successful conclusion.

Reply

Name Witheld November 17, 2011 at 3:14 pm

Hi Basil,

What happens if I own the startup company and the company interested in buying my company approaches me? Who pays the M&A consultant fees then, assuming there even IS an third-part M&A person involved?

I once helped a client write an acquisition proposal, which I’d never done before. It was all very rushed, the proposal had to be written and presented in less than a week. My client wanted to sell his company to another company who worked in the same industry, albeit in a different area of the industry in which they didn’t compete directly. This other client was just starting out into an area of the industry my client was already very established in, so this other client was possibly interest in buying out my client’s business. My client took my proposal and pitched his company directly to the other company without anyone else involved in the pitch. The deal never went through.

Also what about companies seeking M&As who have their own M&A people internally? Do these people get a percentage of the sale? From what I gather in Dragons Den’s Robert Herjavec’s book “Driven”, AT&T, the company who paid around $70 million for Herjavec’s IT security company during the dot-com boom, didn’t pay their internal M&A people any commission (at least, he doesn’t mention it).

I’ll quote at length the part of Herjavec’s book about this acquisition as it’s very interesting:

“People employed in the mergers and acquisitions (M&A) departments of giant corporations fascinate me. They’re all very bright and highly educated, socially secure and well dressed, can mix a great martini, all of that. But I have yet to meet one who has ever started, managed or sold a business … I expected AT&T’s M&A people to work out the usual cluster of ratios and assessments, perhaps questioning me on income estimates, depreciation and other items accountants toss around. Eventually, I assumed, someone would apply a mathematical formula to find my company’s market value and make me a carefully calculated offer.

But they didn’t. The price that AT&T Canada would be offering, I was informed, would be based not on its book value but on its sales revenue. “We’ll be calculating our offer as a multiple of your annual gross income,” one of the M&A team members told me.

I wasn’t sure I had heard him correctly. How can you make an offer based on a company’s revenue alone, ignoring all the other aspects of operating a business? …

It took me a while to realize the answer. The value of my company as a going concern was irrelevant to them. AT&T’s primary concern centered on the scope of our business and the degree of customer satisfaction we were producing, which they could pass along to their customers immediately by purchasing my firm. The move would vault them into a dominant market position where security was concerned, and that was their primary objective. In that light, the time it took to get their money back was not a factor. At least, that’s how it seemed to me …

I didn’t care about the details (of AT&T’s offer). They were paying me a multiple of our revenue. It didn’t matter what that multiple was; any offer based entirely on revenue would be acceptable to me …

The team from AT&T Canada submitted their offer. The price was good. In fact, it was VERY good, and I would have been thrilled to accept it. It was more money than I had ever imagined earning in my entire life.

I turned it down.

I feared that if I accepted their first offer, they might grow suspicious. I had nothing to hide, but neither did I want AT&T to believe I was anxious for them to take the company off my hands. Besides, I don’t believe in ever accepting the first offer in a negotiation, because rejecting it strengthens your bargaining position. They would raise their offer, I expected, and they did. First, they asked for a counter-offer from me, and I quoted a figure twice the size of theirs.

I neither hoped nor expected that AT&T would pay that amount, but I believe they would return with a price somewhere in between. They did, and their new offer was comfortably higher than their original one. After some feigned consideration, I agreed to accept the new price, which was substantially more than their first offer ….

In time the cheque was issued (by AT&T). Was I pleased? Of course I was, in one sense. Yet as much as I acknowledged the impact the deal would have on my family and the personal pride I took In generating a substantial personal net worth, one thought kept running through my mind as I added my signature to the deal: I WISH I HAD ENOUGH MONEY OF MY OWN TO TURN THIS OFFER DOWN”.

So, Basil, was this type of acquisition merely an example of the buying frenzy during the dotcom boom? Or do you think this type of acquisition can still happen today in a similar way today, especially with fortune 500 companies, and even more so with Fortune 100 companies?

Reply

Basil Peters November 26, 2011 at 4:14 pm

Great questions, BSBMill.

Who pays the M&A advisor depends on who the M&A advisor is working for. Often, both the buyer and the sellers have their own.

If an M&A professional is on salary, it’s not unusual that they don’t get a bonus or success fee. In other words, completing a transaction is part of their core job description. On the other hand, they might get paid for a year or more between transactions, so like a lot of things in life – it’s a trade-off.

I chucked when I read your observation about some of the people who work on the M&A teams in the big companies.

Great question at the end – and yes that type of acquisition is still happening. In fact, so far in 2011 the M&A markets have been quite buoyant – not frothy like the pre dot-com-boom, but still a very good time to be selling.

CONGRATULATIONS ON CLOSING YOUR EXIT! That sounds like a well executed negotiation. I hope you do it again.

Basil

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