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Imperial Library
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Index
Title Page
Copyright Page
Thanks to
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Acknowledgments
Contents
Introduction
Prologue
To have a good beginning you have to understand a bad end
How could this have happened?
Chapter 1 The Popsicle and the magic box
It’s not about selling your company; it’s about creating opportunities for your startup to be acquired
Startups are bought, not sold
Other than that Mrs. Lincoln, how was the play?
Chapter 2 It’s how you enter the room
You are not more for sale than any other startup, but every startup is for sale
Value is created when there is the potential for growth
Chapter 3 The Magic Box Paradigm
Remember this
The big idea
The complexity of these transactions has profound implications
Most startups wait far too long before they start developing relationships with PSPs
Chapter 4 Maximizing value
There’s only one you
Valuation
On the buyer’s side
On the seller’s side
Know your buyers
Chapter 5 NarrativeYour presentation should start a conversation
What’s not in this deck
Chapter 6 Thought leadership
You need to have an air game
The genuine article
Getting started
Befriend the media
Chapter 7 The ground game
This feels like work
Process phases
Phase 1: Awareness
Phase 2: Relationships
Phase 3: Activation
Chapter 8 What are these guys really after?
What is the team looking to do?
Pace yourself
Express openness to a combination
You are usually the casualty in a bidding war
Chapter 9 Coming to terms
Deal terms primer
Economics and form of consideration
Ascribed value
Contingencies
Form of consideration
Structure and taxes
Risk allocation
Additional considerations
Two more points to keep in mind during the negotiation process
Chapter 10 Closing
The mountain gets steepest at the top
Full disclosure
Expanding the circle
Definitive agreements
Team matters
Completing the agreements
The close
Faith in the deal
Chapter 11 Flotsam and jetsam
Should we hire professional advisors or investment bankers?
Being a good acquisition
Surviving a blown deal
Hello buyers, we see you!
Conclusion
Backstory
The Magic Box Paradigm is for startups, sort of...
Context
About the Author
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