Our sell-side advisory services involve assisting clients in the sale of their company. Our approach is characterized by senior professional involvement, attention to detail, a well-managed process, and an unwavering focus on client service.
We listen to clients and will design a sale process that will meet your objectives. We understand the full range of issues involved in sell-side transactions and have a track record of successful outcomes.
Keiter Advisors helps your business develop and refine your acquisition criteria, identifying potential target companies, assessing the strategic merits of potential combinations, engaging prospective targets, and negotiating and structuring a transaction that meets your value and strategic objectives.
We guide your business all the way through the review of the application of post-closing period financial statements, Including earn-out formulas contained in asset or stock purchase agreements and consultation with our clients concerning earn-out formula calculation issues.
Our team specializes in guiding owners in the sale of their businesses and/or the acquisition of other distribution companies.
We understand the challenging circumstances surrounding business valuations, negotiating strategies, strategic synergies, customer retention and pricing issues for both the “buy” and the “sell” side of a transaction.
If you’re looking to achieve the maximum value for your company, Keiter Advisors will help you reach it.
Achieving successful leadership transitions for family-owned businesses can often be a complex and emotionally charged process.
Knowing when to hand over the reins to others can be more of an art than a science. It can occur over a planned time frame with predefined milestones, or it can happen with little forewarning. In either scenario, KA’s executives have the experience and diplomacy to plan and facilitate the critical business, finance, and communication aspects of these types of transitions, including:
The 3-1-1 Planning Process guides foodservice distributor management through a comprehensive planning process that helps distributors establish a course for a three year timeframe. KA drives decisions on key issues including organizational structure, staff/succession planning, geographic and market segment selections, vendor and product strategies, and warehouse and transportation planning. The process incorporates a detailed one year sales, gross margin and operating budget, and analyzes longer range capital expenditure needs. The end result: a long range plan with measurable results that all key managers participated in developing.
In a two-pronged approach, KA evaluates the company’s overall financial position, including current cash flow, working capital requirements, the types and terms of all debt currently in place and future requirements for steady growth or rapid expansion.
For the next stage, KA helps to develop an overall financing strategy, the forecasts and operating budgets to achieve it, and recommend a debt/financing plan. With years of experience communicating with lenders and investors, KA can also help evaluate potential borrowing arrangements.
In a tight margin business like foodservice distribution, the decision to add warehouse capacity to an existing facility or to build from the ground up requires detailed operational and financial analysis. KA analyzes financial ramifications of distance and transportation costs versus build/expand costs, and develops a decision timeline and a financial model that provides real time “what if” options for key points.
Deciding to lease or buy items such as tractors, trailers and warehouse equipment can have ramifications for a distributor’s cash flow or balance sheet that extend beyond the immediate transaction. KA analyzes how different lease or buy scenarios could impact overall business objectives so that distributors can make informed decisions.
Whether a foodservice distributor is expanding, constructing or purchasing a facility, KA can recommend how to maximize cash flow by accelerating tax deductions. This process can also apply to property currently owned.
A cost segregation study analyzes construction and/or acquisition costs and allocates them to specific asset categories, maximizing depreciation for qualifying costs. KA allocates these costs to personal property asset classes with lives shorter than real property asset classes.