Nova M&A Club的动态

?? Operating 27 amusement parks and 15 water parks, the merged company aims to address seasonal attendance fluctuations. The new entity, retaining the Six Flags name, will be traded under Cedar Fair's stock ticker FUN. ?? The merger is driven by a strategic need for scale amid consumer spending cutbacks, climate change concerns, and competition from rivals such as SeaWorld, Universal Studios, and Disney. The challenging post-pandemic environment is also a contributing factor. ?? Anticipated cost savings of $200 million, with more than half from administrative and operational areas, and projected revenue of $3.4 billion underscore the financial implications of this corporate move. Tell us your thoughts in the comments, and click the link to read the full report: https://lnkd.in/eB42Snwg Sign up to our Exclusive Weekly Newsletter here: https://eepurl.com/ic1Kyv #SixFlagsCedarFairMerger #IndustryNews #BusinessIntegration #FinancialStrategy #Mergersight? By Erica Chan, Yongtai Pang, Jonathan Liu, Lasheeka Ramesh (LSE) ; Alexander Megrelis, Jules Donzelot, Lo?c Meunier, Mathis Grandchamp (McGill University)

Networking is the lifeblood of success in multi-family real estate. Every connection you make, every conversation you have, holds the potential to propel your journey forward. Grateful for the opportunity to expand my circle at the AC Marriott in Miami, courtesy of Contacts, Closers, and Cocktails. Here's to forging valuable partnerships and unlocking new opportunities. Cheers to Agave and Acquisitions! #realestate #multifamily #networking #networkingevent #realestatejourney #multifamilyinvesting

Several of you have asked me my thoughts on the Six Flags, Cedar Fair merger. ? In this post, I tried to approach it from an analytical perspective. ? It is extremely difficult to negotiate these deals; it is equally difficult to complete all the legal and regulatory requirements; but the hardest part is making it work after closing the deal. ? The amount of effort it takes isn’t the classic sprint versus marathon, it is more like multiple Iron Man Triathlons.?? ? Consider management’s to-do list: ? 1.???Understand the new investors. What are their thoughts and objectives? Listen to them and ask them to listen to you. ?I always found wisdom came from those that presented their ideas with logic versus volume. 2.???Reconcile two cultures. Not everything in CF is the best and not everything at SIX is bad. I saw the complexity of this task when we blended the Disney culture with the maritime culture on the Disney ships. 3.???New board of directors, new relationships, new challenges.?How do you ensure the board is fully engaged as thought-partners, with no single voice dominating and second-guessing kept to a minimum? 4.???Drive efficiency.?Cost synergies were a major component of your business case for consolidation.?They will be the most visible metric to your investors in the near term and until you complete this it will be hard to instill trust in the culture. 5.???Learn. Set a fact-based baseline for each park. Avoid the tendency to accept anecdotes. 6.???All parks are not equal.?Are you stronger by selling a few? This could help with deleveraging and ensure focus on the most valuable ones. 7.???Capital allocation.?Maintenance capital? I.T. capital? New attractions? Dividends? Debt paydown? 8.???Guest experience standards, brand standards, org. structure, ticketing/pricing strategies and more and more. ? Along the way the weather will be too cold, too hot or too wet; inflation will drive costs up; attractions will go down; and critics will critique.? ? And, with all of this going on there are financial targets and milestones that will be the publicly scrutinized on quarterly earnings calls.??? ? You want to know what I think? ? I think none of this is a surprise to the team.? ? I think there isn’t a better team to take on this challenge.? ? And I think it is damn hard.?

In the swirling world of late-night hospitality, standoffish moves can be as stirring as an expertly mixed cocktail. Nightcap's move has the industry's eyes wide open - they're holding back from revising their offer for Revolution Bars Group. ?? Despite Revolution Bars Group turning down Nightcap's proposition, Sarah Willingham's team believes their bid could've been the tonic for the group's financial pressure. They claim the deal presented a future where shareholders saw their investments diluted less and creditors stood on firmer ground. Yet, the non-binding handshake wasn't strong enough for Revolution, who've chosen a path of independence over the merger.?? It's a decision that comes with weight, especially given the alternative of a well-formed blend between Nightcap and Revolution Bars Group, likely lessening the burden of Revolution's recent ￡12.5m fundraising. With this merger now off the table, the industry is abuzz - what's the next move on this chessboard of late-night venues??? Engagements and the ripple effects of such decisions are worth a discussion. What's your view on this? Are we watching a strategic pause or a definitive endgame for potential mergasonry? Drop your thoughts below.?? #HospitalityIndustry #BusinessStrategy #MergersAndAcquisitions

"Although it is tempting to view 2023 M&A from a glass-half-empty perspective, dealmakers can identify specific areas of success, deploying creative deal structures and demonstrating resilience in adapting to financial and regulatory pressures." For further context to this conclusion, read King & Spalding's 2024 Mergers and Acquisitions (M&A) Outlook below. #mergersandacquisitions #aussiemates #businessoutlook Melissa Zajic I Jackie Y. I Darren Gardner

Sharing a great read - King & Spalding's 2024 M&A Outlook Report. The report recaps M&A trends, developments and challenges from 2023 that will continue to play out over the next year, and discusses key takeaways. Charles Katz Drew Pollekoff Erik Belenky Zev Beeber #mergersandacquisitions?#privateequity?#pe?#mergersacquisitionsdivestitures?#mergers?#acquisitions?#mergersacquisitions?#technology?#tech

I wanted to take a moment to reflect on recent comments from Leslie Elliott, the CEO and Founder of Poolie. A few weeks ago, at our Unity U CXO Summit, Leslie led a discussion on growth through acquisitions. She made the point that her greatest competition is not a rival operating company or private equity acquirer; rather, it is the selling business owners themselves. In other words, sellers who have invested countless years building their businesses do not take the decision to sell lightly, and their motivations and priorities in selling their business can vary widely, often weighted more heavily than the financial outcome itself. Leslie, like the other great leaders we partner with at Unity Partners, understands that the acquisition of a business, especially in the lower middle market, can be a slow and nuanced process. Leslie and her team proactively build a relationship with the seller to understand their goals prior to presenting a financial offer and, where possible, offer guidance on how to think objectively about the prospect of exiting. As a seller engages in the process, Poolie leadership remains actively involved alongside the due diligence team through and beyond the close of the transaction to address any seller concerns. Poolie’s 120 service and repair technicians are working with 3,400 pool customers weekly throughout Texas, with growth achieved both organically and through 20 acquisitions. #poolcleaning #buildbettertogether #businessgrowth #privateequity

When I started Black Phoenix Group in 2020, I wanted to create something unique—a brand of my own, something new and different. So I started with a symbol: the Phoenix rising from the ashes, born anew, burning bright yet still charred and blackened. It came to me on a run one day, and I knew in the moment that I had my symbol. From there, I built the foundation; core tenets that would serve as a guiding light for our firm, a decoloration of our values and purpose:?"Leadership, Self-improvement, Community involvement, Loyalty, Integrity, and Passion."?And finally, our mission statement: "The pursuit of perfection through daily practice. In that little coffee shop on the east side of Des Moines, I worked on this Brokerage, fashioning something new, building and crafting something, not knowing what it would become, but still creating a structure of something more, something that had the potential to grow if needed. Something others could call home if the opportunity arose. In those walls, I built BPG. And then I waited through a pandemic, down years, up years, a shifting market, and the unknown of what the future would hold. I waited and trusted that when the time came, I would know what to do. And then, one day, I received a call from Zane Muntz. That call turned into discussions, discussions into meetings, and meetings into a merger. So, with that said, our home is expanding. Black Phoenix is currently working on a merger with Form Home Realty. Over the next month, we will combine our firms under the BPG umbrella. With this comes additional agents, a new partnership, and the expansion of what we can offer as a Brokerage. Moving forward, BPG will span both residential and commercial, as well as long-term goals that incorporate both development and construction. Our brand is unique and diverse, and this merger is substantial for the BPG family, providing exceptional opportunities for agents and clients. I will release more information about our team, structure, marketing, and opportunities in the coming weeks as we grow our family. The future is bright, and I look forward to sharing it with you.?

Ah, business acquisitions—those magical unicorns galloping bravely through corporate jungles. Let’s dive into this wild ride with a curious mix of skepticism and hope. First, the thrill: New opportunities knock like a relentless woodpecker. But, beware! A fairytale merger can quickly morph into a B-movie disaster as cultures clash and synergies remain mythical creatures. - **The Sweet Talker’s Guide:** Promises of growth and market expansion sound like an epic love song, until you realize the band's just a one-hit wonder. - **The What-Just-Happened Moment:** You acquire the prize, and suddenly you're left holding a Pandora's box of challenges. Was it opportunity or just an elaborate Trojan Horse? In the melange, remember your north star and pray your acquisition doesn’t devolve into a transactionally complex soap opera. Business acquisitions may be the art of war painted as friendship, but choose your brush wisely. #BusinessAcquisition #CorporateJourney #StrategicGrowth #RiskAndReward #AcquisitionBlues https://lnkd.in/emdgfXDV

Lamar will make fewer acquisitions in 2024 but look out for 2025 (Billboard Insider): Sean Reilly, CEO, Lamar Advertising. We completed 36 acquisitions for a total purchase price of $139 million including $19 million worth of deals in Q4. We believe 2024 is likely to be a quieter year on the acquisition front than 2023 as there are fewer assets coming to market and there is often a bid […] #DOOH #digitalbillboards #digitalsignage