Anatomy Of An Acquisition: The Challenges Of Selling A Privately Held Electronics Manufacturing Company

Main Article Content

George Dierberger
Marc McIntosh
Lori Lohman
Phyllis Kapetanakis

Keywords

Mergers and Acquisitions; Family-Owned Business; Valuation Analysis; Channel Conflict; Strategy; Marketing

Abstract

Sweeny Electronics is a family-owned S Corporation based in St. Paul, Minnesota. The company was started in 1946 by a returning army veteran, Frank Sweeney, and focused on the heating, air quality and cooling markets. The company has survived numerous recessions, market consolidations, and manufacturing challenges. The company is currently run by the third generation of the Sweeney family, George Sweeney, who is the current owner and CEO, is approaching retirement age. The board of directors has seven members: George Sweeney, his wife Jane and five members of the business community. Under the direction of the CEO, the board has determined that there is no “heir apparent” in the family or in the current management team. They have elected to hire an investment banking firm to position the company for an asset-based sale. Sweeney would like to sell the company for estate planning purposes and allow him to transition to a consulting role with the new owner.

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