Mergers and Acquisitions: Lessons from Palm Inc Session 15
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1 Mergers and Acquisitions: Lessons from Palm Inc Session 15 Tom Kosnik Fenwick and West Consulting Professor Stanford Technology Ventures Program Copyright 2008 by the Board of Trustees of the Leland Stanford Junior University and Stanford Technology Ventures Program (STVP). This document may be reproduced for educational purposes only. Slide 1
2 Last Month: Idea Versus Opportunity This Month: Realities of Business Operations 2003 Mark P. Rice, Babson Slide 2
3 A. Announcements Agenda B. Palm 1995 Discussion C. Palm from Multiple M&A events (Tomk and Connie Chan) D. Palm business and competitive position in 2008 Sachin Kansal E. Takeaways Slide 3
4 Stanford Entrepreneurial Alumni who know Palm Inc. Connie Chan Stanford class of 2005 Elevation Partners Sachin Kansal Class of 2001 Palm Inc. Slide 4
5 Is now the right time for Palm to get married? Is USR the right spouse? Expected Length of the Relationship Depth of Commitment & Exclusivity Short Unknown Long Shallow/ Usually Polygamous Credit Lyonnaise Private Equity (Series C) Newtek Ventures (Series B) Deeper/Often Polygamous Deepest/Usually Monogamous ABC Venture Capital at $9 MM Valuation (down round) Alpha Computer Financing and OEM agreement Merrill Pickard, Sutter Hill, and Tandy CEO (Series A and B) Merger/ Acquisition With U.S. Robotics Slide 5
6 How to evaluate your sources of funding: One co-founder founder s s wish list 1. Legally Qualified: They satisfy any legal requirements. 2. Fit: Their selection criteria fit our investment opportunity. 3. No conflicts: Their other investments do not compete with us. 4. Aligned: Their objectives are aligned with our objectives. 5. Connected: They can give us access to customers, other investors, government officials, etc. 6. Well funded: They have the capacity to invest now, and in the future if needed. 7. Smart: They have expertise and experience that will help us to succeed. 8. Trustworthy: They are honest. We trust them & vice versa. 9. Autonomy/Control: They will allow us to control our business 10.Good value: Their valuation, terms & conditions are fair. Adapted from Kosnik (2000) guidelines on selecting investors for AVAcore Technologies. Slide 6
7 How to evaluate your sources of funding Criteria ABC VC Alpha CPU USR Other Qualified Fit No Conflicts Aligned Connected Well Funded Smart Trustworthy Autonomy/ control Good Value Total score Slide 7
8 Epilogue: What happened to Palm PDA and Smartphone Categories: The Situation in 1995 The Category Maturity Life Cycle Revenue growth PDA A Early B C Mature D Declining Fault line! End of life E Technology adoption life cycle Time Smart phone Dealing With Darwin 2005, TCG Advisors LLC Slide 8
9 Epilogue: What happened to Palm PDA and Smartphone Categories: The Situation in 2000 The Category Maturity Life Cycle PDA Revenue growth A Early B C Mature D Declining Fault line! End of life E Technology adoption life cycle Time Smart phone Dealing With Darwin 2005, TCG Advisors LLC Slide 9
10 Epilogue: What happened to Palm PDA and Smartphone Categories: The situation in 2008 The Category Maturity Life Cycle Smartphone PDA Revenue growth A Early B C Mature D Declining Fault line! End of life E Technology adoption life cycle Time Dealing With Darwin 2005, TCG Advisors LLC Slide 10
11 : Multiple M&A events for Palm With insights from TomK and Connie Chan USR buys Palm Palm Pilot Ships Palm Pilot leads PDA Mkt. 3Com buys USR Donna, Jeff and Ed Leave 3COm to found Handspring 3com spins off Palm Inc. for a high profile IPO Palm Inc. sets up Palmsource as indep. Subsidiary Palm Inc. Acquires Handspring Palm Inc. Becomes PalmOne (HW) and Palmsource (SW) Access Acquires Palmsource PalmOne buys back Palm name to become Palm Inc. Again. Elevation Partners Acquires 25% stake in Palm Inc. Slide 11
12 Palm Inc. s s stock price since IPO vs. 3Com (which spun it out in 2000) Slide 12
13 PalmOne in 2007 had two Business Units Each with a Portfolio of Products PDA Smartphone = Treo Both Product families must deliver: Delightful User Experience High Value Top of Mind Awareness To very different segments
14 And now let s s hear from Sachin Kansal! Sachin Kansal Director of Product Management, Palm, Inc. Slide 14
15 Takeaway 1: How to evaluate your sources of funding 1. Legally Qualified: They satisfy any legal requirements. 2. Fit: Their selection criteria fit our investment opportunity. 3. No conflicts: Their other investments do not compete with us. 4. Aligned: Their objectives are aligned with our objectives. 5. Connected: They can give us access to customers, other investors, government officials, etc. 6. Well funded: They have the capacity to invest now, and in the future if needed. 7. Smart: They have expertise and experience that will help us to succeed. 8. Trustworthy: They are honest. We trust them & vice versa. 9. Autonomy/Control: They will allow us to control our business 10.Good value: Their valuation, terms & conditions are fair. Adapted from Kosnik (2000) guidelines on selecting investors for AVAcore Technologies. Slide 15
16 Takeaway 2: One way to think about picking Co-Founders Do I trust them? YES! Soul mates Devils Advocates Dream team mates O! Team mates Class mates YES! Do I enjoy them? Bozos Play mates O! Source: Kosnik (2004) Building a Winning Team
17 Takeaway 3: In alliances and M&A always ask: What can each partner give/get from the relationship? Do both sides see it the same way? Adapted from: Kosnik (2000), Managing a Portfolio of Polygamous Partnerships? Talk for Stanford Center for Professional Education, January 26, 2000 Slide 17
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