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Increasing holding periods are a notable trend in private equity and a concern to limited partners because they tie up committed capital. I iestigate whether the frequent use of Buy and Build (B&B) strategies can explain this trend. I find that B&B increases holding periods by up to 29%, which is robust to different identification strategies including the application of a survival-time treatment effect estimator. Further iestigating channels through which B&B increases holding periods, I identify factors that can mitigate but not avoid prolongation. Thus, my findings point at increasing illiquidity risk as an unintended "dark side" of B&B strategies._x000D_ Keywords: Private equity, buyout, M&A, buy and build, holding period, duration_x000D_ JEL Classification: G11, G23, G24, G34
A copy of this doctoral thesis can be obtained on account from the HHL Library. Please send your request indicating the delivery address to: library(at)hhl.de._x000D_ For packaging and postage we request an advance payment of EUR 5.00 for deliveries within Germany or EUR 20.00 for international orders.
Three essays on buy and build strategies and default probabilities in the private equity industry
(2017)
This dissertation presents three essays on buy and build strategies (also called inorganic growth strategies), in which a portfolio company serves as a platform for add-on acquisitions, and default probabilities of PE portfolio companies. All three studies have in common that they shed light on positive and negative implications of the maturing of the PE industry. That is, the strong growth of the PE market in the second buyout wave of the 2000's has led to increasing competition and a "commoditization" of many traditional value creation levers. The 2008-2009 Global Financial Crisis has furthermore put the use of leverage for acquisition financing under pressure. As a result, PE firms have been forced to find new ways to generate return for iestors and adapt to a changing market eironment. The presented papers iestigate the implications of the changing PE business model empirically using a global database of 16 years of PE activity. ---------------------_x000D_ A copy of this doctoral thesis can be obtained on account from the HHL Library. Please send your request indicating the delivery address to: library(at)hhl.de._x000D_ For packaging and postage we request an advance payment of EUR 5.00 for deliveries within Germany or EUR 20.00 for international orders.
This paper presents a first examination of how private equity (PE) fund managers actively develop their portfolio companies through so-called “buy-and-build” strategies (B&B), in which a portfolio company serves as a platform for add-on acquisitions. We argue that, because of holding period constraints, PE fund managers face a trade-off between the quantity and complexity of add-on acquisitions. Thus, in comparison to their peers, portfolio companies could do more, but similar, acquisitions (the “boost hypothesis”) or as many, but different, acquisitions (the “transformation hypothesis”). Using a control group of non-PE-owned companies, we find strong support for the “boost hypothesis.” Difference-in-differences estimates show that the probability of an acquisition is almost doubled after PE entry. However, we find no statistically significant differences in the complexity of acquisitions between PE- and non-PE-owned firms. This holds true for several complexity measures of domestic and cross-border acquisitions. Finally, we iestigate whether buyers pay a premium for this acquisition boost. We find that deals with B&B yield significantly higher multiples at exit, with this effect being driven largely by cross-border B&B strategies._x000D_ Keywords: Buy and build, cross border acquisition, internationalization, private equity_x000D_ JEL Classification: G24, G3
Die Autoren untersuchen das Potenzial von Buy & Build (B&B)-Strategien bei Private Equity Iestments hinsichtlich ihres Einflusses auf die Deal Performance auf Basis eines proprietären Datensatzes. B&B-Deals sind ein relevantes Phänomen mit überdurchschnittlicher Performance. Der Beitrag arbeitet unterschiedliche Werthebel erfolgreicher B&B-Strategien in Bezug auf Deal, PE-Sponsor und Branchen-Charakteristika heraus._x000D_ The authors examine the potential of buy & build (B&B) strategies under private equity ownership regarding their influence on deal performance based on a proprietary dataset. B&B deals are a relevant phenomenon with above-average performance. The paper at hand decomposes performance into its underlying drivers and highlights successful B&B value creation strategies regarding deal, PE sponsor and industry characteristics.
Zahlreiche Politiker sehen die Reduktion der steuerlichen Abzugsfähigkeit von Zinsaufwendungen als probates Mittel, um die Anreize von Private Equity Unternehmen zur Verwendung von Fremdkapital bei ihren Portfolio-Unternehmen zu reduzieren. Die Autoren zeigen in diesem Beitrag, dass der Effekt einer Kürzung fremdfinanzierungs-bedingter Steuervorteile auf die Performance von Private Equity Iestitionen keineswegs eindeutig ist: Der Wegfall der Steuerersparnis beeinflusst nicht nur die Cash Flows während der Haltedauer, sondern auch auf den Einstiegs- und Ausstiegspreis des Private Equity Iestors.
This paper iestigates inorganic growth strategies in PE buyouts where the portfolio firm, which has been acquired in the initial buyout, serves as a platform for subsequent add-on acquisitions. We analyze a comprehensive sample of 9,548 buyouts and 4,937 add-on acquisitions spanning 16 years of buyout activity in 86 countries. We find that probability for add-on acquisitions is high if the PE sponsor is experienced and has reputational capital, if the portfolio firm is large, has M&A experience at entry and operates in an industry with moderate degree of fragmentation, as well as in case of favorable financing conditions. Similar factors also explain higher add-on productivity and faster add-on execution. On average, cross border/industry diversifying inorganic growth strategies are most likely if the portfolio company already draws upon international/inter-industrial M&A experience at entry and if the PE sponsor frequently iests across border/industries. Furthermore, our results indicate that add-on acquisitions increase the probability for exiting through IPO and secondary buyout. The effect on secondary buyouts is driven by deals where the subsequent PE owner continues the inorganic growth strategy of the previous buyout. Keywords: Leveraged buyout, mergers and acquisitions, buy and build, add-on, bolt-on
We study add-on acquisitions of portfolio _x000C_firms based on a world-wide data sample covering 9,548 buyouts between 1997 and 2012. We _x000C_find that add-ons have become increasingly relevant, but activity is concentrated among a few PE sponsors. Further, our results suggest that synergies are important when pursuing add-on acquisitions. We show that portfolio _x000C_firms initiate acquisitions early to realize synergies until the exit. Lastly we identify determinants that increase the likelihood of add-ons for a particular buyout. Our _x000C_findings help academia and practice to understand inorganic growth in buyouts, which is important given the aging of the industry.