Cheval Capital Celebrates Growth!
Cheval Capital recently celebrated their 400th transaction! It entered the business in the late 1990’s and have helped companies in cloud hosting, and even IAAS businesses navigate the mergers and acquisitions, financings and corporate finance.
The benchmark which is the 400-transaction also marks the 25th transactions that were successfully closed in the last year! Within the last few months, many operations were completed with companies from various countries including in Ireland, Australia, China, New Zealand, Israel, Canada and the United States.
The great industry expertise and the extensive network has facilitated in ensuring that clients get maximum value in the aspects of their business regardless of location.
Hillary Stiff said that during the last years, their company has grown as suppliers struggled with organic expansion and had turned to acquisitions. This acquisition demand has supported prices and resulted in an active industry.
Below are a few of the of the observations about the hosting, cloud and relevant small business markets.
SMB hosting/cloud business is a market of mass-market-products: While this isn’t new, it is intriguing to many that such a large proportion of the SMB suppliers in the hosting/cloud space are companies offering a limited set of products/services on a mass-market. This kind of focus on a limited product/service set is very good for many reasons, but it may also cause problems, especially when market expansion slows because of maturation or challenges of competition from substitutes.
What happens when growth rate reduces? As market growth has slowed down in many business segments, the limited product/service set suppliers in those sections have witnessed slow growth along with it. Providers who were growing more slowly than the market have had trouble replacing normal attrition, and some have started to shrink.
Alternatives: Service suppliers in such slow development sections seem to be chasing at least one of many avenues;.
o Utilizing sales and marketing to take customers from competitors.
o Expanding into new products/services that are either related or share customer bases.
o Abandoning customer development as a target and running the company to maximize the money flow from these clients (possibly for distribution to owners or for growth into unrelated companies).
o Employing M&A to obtain clients or exit the business enterprise.
Generally, larger suppliers pursue several of these options concurrently. The smaller providers typically tend to concentrate on one or two.
Even though a couple of suppliers that may take away customers from the others and go on growing in these mature sections, it can be hard for many suppliers unless they offer new, high expansion products or solutions. Therefore, providers in these segments are expected to diversify into providing a wider range of products/services with related client bases, or go for M&A to acquire customers or leave business.