StartupNorth

Category: Mergers & Acquisitions

  • Pushlife acquired by Google

    Details are still emerging but it sounds like another Toronto company has been acquired by the GOOG. We’ve been hearing that the purchase price is close to $25MM, hopefully that’s Canadian Dollars this week and not US Dollars.

    The Pushlife web is currently down. But you can see 10 employees listed on the Company Page on LinkedIn including CEO and Founder Ray Reddy. Ray (@raymondreddy) hasn’t updated his Twitter since December 2010.

    t1m's Tweet

    This makes Pushlife the 3rd Toronto company acquired by Google (Bumptop and SocialDeck being the other two).

     

     

  • How to pitch to corporate VCs

    One way to segment  the world of  VC is into two camps: (1) financial investors and  (2)  corporate investors. My guess is that a lot of the VCs lurking around here are what you would call financial investors; meaning, they take other people’s money, invest it in start-ups and try to make more money.

    But there is the other type of investor, the corporate ones. These investors tend to work for a large corporation and invest the company’s money. Their goals are also to make a lot more money off of their investments but they are also tasked with producing a strange and esoteric thing called a “strategic return”.

    In a nutshell, these investors have to invest to make money, and to make their company smarter by learning from you, the clever start-up.

    For start-ups, having a corporate VC as an investor can have many benefits if the relationship is correctly managed including credibility, access to the corporations sales and engineering teams,  access to go-to-market channels, and opportunities to conduct joint R&D.

    So it is important that start-ups realize that pitching to strategic investors is not like pitching to financial investors. So here are a few ideas to get you started on your corporate VC pitch:

    1. Prepare a pitch: Sounds obvious, right? You’d be amazed at how many start-ups show up without a pitch. I guess  they think they can come in and talk shop for 30 or 45 min and that will be enough to land a deal. It isn’t. Show up prepared and ready to go.
    2. Know the company’s investment thesis: Companies aren’t shy talking about their investments, so there should be a lot written about past deals. Don’t come in with a canned investor pitch, read up on past deals and come in with a pitch tailored to the company’s investment thesis.
    3. Tell them why you’re relevant: Corporate VCs often have to get support from a BU for a deal, so help them position your company with the BU. Figure out which part of the company will be most interested in you and explain that in your pitch.
    4. Better yet, have traction: Come in with a history of working successfully with a BU. Show how investing in you will help you scale/innovate and make the BU relationship even more successful
    5. Don’t come in as a competitor: If you’ve built a competitive product that is better than theirs (or so you think), don’t think you’ll get money from them to keep you off the market. They won’t invest in you. They’ll probably just try to crush you. It is easier.
    6. Come in as a partner: If you and the larger company are in the same space, it doesn’t mean they will necessarily be interested in you. “You do software, we do software” is not a compelling reason for a corporation to invest.  Rather, tell them how your software (product, service) will help better position their software (product, service) in the market.
    7. Finances: Oh yeah, nothing drives corporate investors battier than being treated as  dumb money. You’ll need to come in and talk strategic alignment, but very soon the conversation will turn financial. Remember, these people live and breathe your markets every day,  so they can tell if your market sizes/growth assumptions are for real

    Meeting with corporate investors can be a maddening, time consuming process. They will ask a million question not only about your business, but on how your business relates to their business. So you need to know your business cold and their business cold. But if you come prepared with insight and some existing wins under your belt, this crazy process may have a profitable outcome.

  • iStopOver and PlanetEye merge raising $3M

    iStopOver, the peer-to-peer accommodation rental marketplace incubated by Brightspark, has merged with PlanetEye, the interactive travel guide spun out from Microsoft Research – in the process raising a round of up to $3M from GrowthWorks and JLA Ventures, PlanetEye’s original backers.

    The merged company is adopting the iStopOver brand and will focus on expanding the rental business. iStopOver is poised to launch in new markets, having recently validated its model by facilitating thousands of bookings (valued at $1.25M) between hosts and guests during the South Africa Soccer World Cup. It is free for hosts to list a property, iStopOver captures a booking fee of 6-15% on each reservation.

    iStopOver’s Anthony Lipschitz will serve as COO and Mark Skapinker as Executive Chairman of the company. PlanetEye’s Jonah Sigel, who will continue on as CEO, shared his thoughts on the value PlanetEye brings to the venture in addition to its development team and portfolio of patents pertaining to interactive maps:

    The unique ability to show a potential customer everything they want to know about a specific area, the restaurants, the events, the attractions, social media happenings and more will help that customer make a more informed booking decision.

    With greater resources to invest in development and marketing, iStopOver is well positioned to compete with AirBnB in this emerging online travel segment.

  • Q&A with RedFlagDeals

    I had the opportunity to ask Derek and Ryan of Clear Sky Media a few questions about the YPG acquisition.

    When did YPG approach you to buy RedFlagDeals.com/Clear Sky Media?

    Derek: We had spoken with YPG over the years about syndicating/sharing data, but things really started to gain momentum in the fall.  Clear Sky Media had traditionally been very focused on national and online offers, but we all recognized the opportunity with local deals and coupons and helping consumers make better buying decisions more broadly. Things moved very swiftly from there and we completed the deal in early February.  YPG is serious about expanding their online presence and they have a scale that will allow us to broaden our reach nationally and at the same time tackle the local space that would have been impossible for us otherwise.

    What is the plan for RedFlagDeals.com and other properties in the YPG portfolio?

    Ryan: As Derek mentioned, the deal makes a lot of sense for both parties.  Local is an area we had always been interested in, but as successful as we had been, we were nowhere near the scale to properly address it.  YPG has over 1000 sales people and direct relationships with about 385,000 businesses in Canada.  Now that we have the scale and the resources, we’re staying on to see how big we can make this.

    It was only four and a half years ago that it was just Derek and I working in a 200sqft office above an Internet café.  It’s very exciting.

    Derek: Beyond local, we’re also looking at what we can do in the shopping search space with PriceCanada.com and we’ll continue to invest heavily and accelerate the growth of RedFlagDeals.com and Scarlett Lounge – more to come!

    What are you going to do next?

    Derek: In the short term there’s a lot of work to do.  We’re keeping our downtown Toronto office and our entire team, but we’ll be expanding rapidly.  Longer term, I think we have an opportunity here to create something that is much greater than the sum of its parts.  No one has really figured out local search and shopping yet.  It’s a challenge, but it’s one that we’re now in a place to take on directly.

    What is one thing would you tell other startups about the acquisition process?

    Derek: Even though this was, in many ways, a very streamlined acquisition, it was very time consuming and sometimes very frustrating.  There is a lot of back and forth on seemingly minor items, but it’s a necessary part of the process. Having lawyers and accountants that you trust who have worked through it before is huge.

    What is one thing you would do differently?

    Derek: Because of the timeline we were working on, it might not have been possible in our specific case, but before the Letter Of Intent was signed, I would have had a more detailed discussion about what exactly the due diligence required and what we would need to do to close.  In our case, we had a short period for all of this and in hindsight, I would have given ourselves more time.

    Ryan: The timeline also meant that the initial transition has been a bit bumpy.  If we had had more time, I would have liked to have had our accounting, HR, and PR processes in line.  All things considered, it’s gone well, but we could have saved ourselves time and headaches with a better fleshed out transition plan.

    Final thoughts?

    Ryan: We’re really proud to have been involved in the Canadian startup scene over the past 5 years.  It’s not always easy being a Canadian startup; really, it’s a pain in the ass a lot of the time, but you can be successful in Canada.  In the areas where Canada is behind the US, there are opportunities.  Plus, you have one of the most supportive communities I’ve seen anywhere rooting for you.  It’s been awesome.  Thanks everyone!

  • Microsoft acquires Opalis

    OpalisLogo Microsoft has acquired Mississauga-based Opalis. Details are available on the System Center blog and on TechNet. Rick Segal provides a summary of the investor involved, Peter Carrescia at VenGrowth. VenGrowth had invested $3.6M in March 2004 and had participated in an $8.5M round in November 2005 with Sierra Ventures & BDC. It’s a story for Canadian venture capital and a great story for entrepreneurs.

    It also demonstrates some of the main reasons companies like Microsoft make acquisitions: shared customers. There is nothing greater than shared customers to drive a potential acquisition. When a product offering fills a gap in a companies product line and there are shared customers, it becomes a much stronger conversation about acquisition.

    “Opalis has over 300 satisfied customers today, including many of the largest IT Managed Service Providers, demanding customers who deliver IT as a business and expect solutions that deliver results for their customers…Combined with Opalis, System Center will be able to interoperate with all of those legacy tools so customers can take a ‘land and migrate’ approach with Microsoft versus a ‘rip and replace’ approach as they build out their next generation virtualized data centers” – Todd DeLaughter

    Here’s hoping that the Opalis team will stay in Mississauga, however, Microsoft tends to like to have the talent in Redmond. Congratulations Opalis, VenGrowth and BDC on a win.