Cisco Systems has announced to buy the privately held Web security company ScanSafe for about $183 million, a move that will intensify its battle with security giants Symantec and McAfee. ScanSafe sells Web-based services that protect business computer networks and PCs from hackers, saving companies the cost of buying and installing software on their own equipment.
The top two security software companies, Symantec and McAfee, already sell such products, which are known as "cloud" services and whose sales are growing at a far faster clip than traditional software. As reported by Reuters, Cisco announced the deal on Tuesday, saying that the transaction is expected to close in its fiscal second quarter that ends in January 2010. The $183 million price tag includes cash and retention-based incentives, as per Cisco.
The deal helps Cisco expand its security portfolio, which includes email and Web security software company IronPort that it bought in 2007. San Jose, California-based Cisco has recently stepped up its pace of acquisitions. It announced deals for wireless equipment maker Starent Networks for $2.9 billion and Norwegian video conferencing maker Tandberg for $3 billion. Chief Executive John Chambers has said that he was looking to do more.
Agencies
Showing posts with label acquisitions. Show all posts
Showing posts with label acquisitions. Show all posts
Thursday, October 29, 2009
Saturday, September 26, 2009
Acquisitions are 'back on' says Google CEO
Google, facing slowing growth amid a slump in advertising spending, is again considering acquisitions, CEO Eric Schmidt said.
"Acquisitions are back on," Schmidt, 54, said in an interview at an event in Pittsburgh this week. His company had more than $19 billion in cash and short-term investments at the end of its most recent quarter.
Schmidt's comments suggest Google's business is improving, giving the company confidence to spend on purchases, said Jeff Lindsay, an analyst at Sanford C. Bernstein in New York.
Google, the world's most popular Internet search engine, has relied on smaller acquisitions since buying DoubleClick for $3.2 billion in 2008 and YouTube for $1.65 billion in 2006.
"It's definitely a sign that Google is seeing stronger cash flow," said Lindsay, who recommends buying the stock and doesn't own it. "In the down economy all of the Internet players, including Google, cut back on capital expenditures to preserve cash flow."
Google typically buys 10 to 12 companies a year, Lindsay said. The company acquires smaller rivals, including startups, to boost its technology development, he said.
This month, Google bought ReCaptcha, a company that helps prevent fraud and spam at Web sites such as Ticketmaster.com, for an undisclosed sum. In August, it agreed to buy video-technology company On2 Technologies for $106.5 million.
Google reported a sales gain of 2.9 percent last quarter — down from 39 percent a year earlier — as ads fetched lower prices and the recession crimped marketing budgets.
The company is also facing increasing competition from main rivals Yahoo and Microsoft, which agreed to combine their search businesses in July.
Google may buy wireless-technology providers and so-called cloud-computing companies to supplement its product lines, said Jim Friedland, an analyst at Cowen in New York.
The purchases might range from $10 million to $75 million, said Friedland, who rates the stock "buy" and doesn't own it.
Cloud-computing services let customers store and access data over the Internet.
Agencies
"Acquisitions are back on," Schmidt, 54, said in an interview at an event in Pittsburgh this week. His company had more than $19 billion in cash and short-term investments at the end of its most recent quarter.
Schmidt's comments suggest Google's business is improving, giving the company confidence to spend on purchases, said Jeff Lindsay, an analyst at Sanford C. Bernstein in New York.
Google, the world's most popular Internet search engine, has relied on smaller acquisitions since buying DoubleClick for $3.2 billion in 2008 and YouTube for $1.65 billion in 2006.
"It's definitely a sign that Google is seeing stronger cash flow," said Lindsay, who recommends buying the stock and doesn't own it. "In the down economy all of the Internet players, including Google, cut back on capital expenditures to preserve cash flow."
Google typically buys 10 to 12 companies a year, Lindsay said. The company acquires smaller rivals, including startups, to boost its technology development, he said.
This month, Google bought ReCaptcha, a company that helps prevent fraud and spam at Web sites such as Ticketmaster.com, for an undisclosed sum. In August, it agreed to buy video-technology company On2 Technologies for $106.5 million.
Google reported a sales gain of 2.9 percent last quarter — down from 39 percent a year earlier — as ads fetched lower prices and the recession crimped marketing budgets.
The company is also facing increasing competition from main rivals Yahoo and Microsoft, which agreed to combine their search businesses in July.
Google may buy wireless-technology providers and so-called cloud-computing companies to supplement its product lines, said Jim Friedland, an analyst at Cowen in New York.
The purchases might range from $10 million to $75 million, said Friedland, who rates the stock "buy" and doesn't own it.
Cloud-computing services let customers store and access data over the Internet.
Agencies
Monday, April 6, 2009
Vishal Info likely to buy firms in Europe
Mid-sized IT-enabled services and solutions providing company Vishal Information Technologies (VITL) is close to buying out two companies. Chennai-based VITL, a Rs 400-crore company, is looking at the inorganic route to expand its presence in international markets.
The company is in talks with two companies — one of them is a player in data digitisation and conversion/e-publishing company, while the other is a fund accounting/financial KPO company. This seems to be in synergy with own businesses. In order to fund these acquisitions, the company has recently issued global depository receipts (GDR) worth $30 million. This has been listed on the Luxembourg Stock Exchange. Six new equity shares will be issued on the conversion of each GDR.
Dilip Parekh, executive director, VITL, told ET that the company has identified a couple of companies in the UK and Sweden for possible buyouts. According to him, VITL was at an advanced stage of closing the deal. “We will be looking at two acquisitions with one having a size of $20-25 million and another will be $10-15 million.”
While this will be partly funded by the money raised through GDR, the balance will be through a share swap ratio. “The company will issue fresh shares to the target company, apart from the funds raised through GDR for the acquisition,” he said.
Founded in 2000, VITL is a subsidiary of Tutis Technologies, which specialises in biometric products, software development and consulting. VITL is a service provider to government and semi-government organisations, large and medium-sized companies, NGOs, universities, publishing houses and legal entities.
It focuses in the areas of providing solutions for the print production industry with services like e-publishing, e-book, print on demand, data and document management, data conversion, digital library management among others. It also has a subsidiary, Basiz, which is a fund accounting service KPO primarily focusing on servicing hedge funds, mutual funds, private equity firms among others.
Economictimes
The company is in talks with two companies — one of them is a player in data digitisation and conversion/e-publishing company, while the other is a fund accounting/financial KPO company. This seems to be in synergy with own businesses. In order to fund these acquisitions, the company has recently issued global depository receipts (GDR) worth $30 million. This has been listed on the Luxembourg Stock Exchange. Six new equity shares will be issued on the conversion of each GDR.
Dilip Parekh, executive director, VITL, told ET that the company has identified a couple of companies in the UK and Sweden for possible buyouts. According to him, VITL was at an advanced stage of closing the deal. “We will be looking at two acquisitions with one having a size of $20-25 million and another will be $10-15 million.”
While this will be partly funded by the money raised through GDR, the balance will be through a share swap ratio. “The company will issue fresh shares to the target company, apart from the funds raised through GDR for the acquisition,” he said.
Founded in 2000, VITL is a subsidiary of Tutis Technologies, which specialises in biometric products, software development and consulting. VITL is a service provider to government and semi-government organisations, large and medium-sized companies, NGOs, universities, publishing houses and legal entities.
It focuses in the areas of providing solutions for the print production industry with services like e-publishing, e-book, print on demand, data and document management, data conversion, digital library management among others. It also has a subsidiary, Basiz, which is a fund accounting service KPO primarily focusing on servicing hedge funds, mutual funds, private equity firms among others.
Economictimes
Monday, March 30, 2009
Is Symphony eyeing more R&D acquisitions in India?
Symphony Services, a provider of outsourced product development, which recently acquired four captive R&D centres in India, expects the trend of captive acquisition to gain further momentum.
Symphony's four captive R&D centres are In-Reality, Intransa, CT Space and Cambridge Tech Partners in India.
Over the last decade, more than 700 product companies have embraced the offshore model and established captives in India, China, Eastern Europe and other lower cost, high talent regions.
Talking to CXOtoday, Ajay Kela, chief operating officer and managing director, Symphony Services, said, "Symphony's four acquisitions in the recent past are software companies with captive operations in India. We are currently in discussion with some of the subscale captives for acquisition and helping them turnaround, but cannot disclose the actual number."
Now with the recession sinking deeper, most parent companies are increasingly conserving cash and tend to avoid additional infrastructure expenses in a captive centre, thus giving opportunities for companies to acquire.
According to a report by Forrester, titled "Shattering the Offshore Captive Center Myth", about 60% of captives are struggling as they fail to meet expectations. There are several common reasons for failure: a poor delivery track record, operational problems, lack of scale, poor morale and high attrition, and escalating costs.
The challenges that captives are facing is resulting in a significant decrease in the number of new captives that are being introduced. According to Management Consulting company Zinnov, the number of new captives started in India over the last few years has declined from 76 to 15. Also, service providers are expected to outpace the growth of captives by more than 300% over the next four years.
Symphony acquisitions have been of different types - from outright purchase or acquisition of a captive to captive transfer where the deals did not have significant monetary implications, but captive transfers of its employees and operations to be run by Symphony.
In a 'captive transfer' employees of the captive entity become Symphonians and both the management teams collaborate to manage the operations and ensure product research and development for the parent company, Kela said.
"Over the last few years, there has been a trend of many subscale captives (manpower of less than 500 people) exploring alternative strategies like transferring their captive operations to services providers for managing their global product engineering operations because it no longer makes economic sense for them to run their own captive centre," said Kela.
Also, most software companies cannot afford to dramatically increase R&D expenditures by moving resources back onshore. Hence transferring their captive to a provider is a viable option for software companies and continues to leverage from the offshoring model, he said.
CXOtoday
Symphony's four captive R&D centres are In-Reality, Intransa, CT Space and Cambridge Tech Partners in India.
Over the last decade, more than 700 product companies have embraced the offshore model and established captives in India, China, Eastern Europe and other lower cost, high talent regions.
Talking to CXOtoday, Ajay Kela, chief operating officer and managing director, Symphony Services, said, "Symphony's four acquisitions in the recent past are software companies with captive operations in India. We are currently in discussion with some of the subscale captives for acquisition and helping them turnaround, but cannot disclose the actual number."
Now with the recession sinking deeper, most parent companies are increasingly conserving cash and tend to avoid additional infrastructure expenses in a captive centre, thus giving opportunities for companies to acquire.
According to a report by Forrester, titled "Shattering the Offshore Captive Center Myth", about 60% of captives are struggling as they fail to meet expectations. There are several common reasons for failure: a poor delivery track record, operational problems, lack of scale, poor morale and high attrition, and escalating costs.
The challenges that captives are facing is resulting in a significant decrease in the number of new captives that are being introduced. According to Management Consulting company Zinnov, the number of new captives started in India over the last few years has declined from 76 to 15. Also, service providers are expected to outpace the growth of captives by more than 300% over the next four years.
Symphony acquisitions have been of different types - from outright purchase or acquisition of a captive to captive transfer where the deals did not have significant monetary implications, but captive transfers of its employees and operations to be run by Symphony.
In a 'captive transfer' employees of the captive entity become Symphonians and both the management teams collaborate to manage the operations and ensure product research and development for the parent company, Kela said.
"Over the last few years, there has been a trend of many subscale captives (manpower of less than 500 people) exploring alternative strategies like transferring their captive operations to services providers for managing their global product engineering operations because it no longer makes economic sense for them to run their own captive centre," said Kela.
Also, most software companies cannot afford to dramatically increase R&D expenditures by moving resources back onshore. Hence transferring their captive to a provider is a viable option for software companies and continues to leverage from the offshoring model, he said.
CXOtoday
Saturday, March 28, 2009
Is Infosys eyeing acquisitions in the US?
Indian software major Infosys Technologies Ltd expects to find acquisition opportunities in the US during the downturn, co-chairman Nandan Nilekani was quoted as saying.
"Acquisitions will definitely be very accessible in this market from a price point of view," Nilekani told the Wall Street Journal in an interview. "If it makes sense, we'll do it."
Companies that operate in the healthcare and pharmaceuticals sectors might make particularly interesting targets, he said, adding that Infosys has $2 billion in cash and no debt.
In the interview, Nilekani reiterated Infosys's earlier guidance of about 12 per cent revenue growth for the fiscal year ending March 31. That would be a sharp deceleration from growth of 35 per cent, as measured by the US accounting rules, in the year ended March 31, 2008.
Nilekani told the Journal that potential customers are holding back both because of the economic crisis and a rise in protectionist sentiment.
On the economic crisis, Nilekani said "I've never seen this level of lack of clarity." He said executives are "more focused on short-term tactical issues" than making bigger decisions about outsourcing.
In response, Nilekani said Infosys is working with customers on alternative payment arrangements, including some that would link fees to business results. Other customers are asking to pay on a per-transaction basis, rather than a lump sum for a system.
Nilekani said rising protectionist sentiment in the US also is affecting customers' decision-making about outsourcing.
The economic stimulus bill, for example, includes a provision preventing participants in the US' financial bailout programme from hiring workers with H-1B visas, which are commonly used by the non-US outsourcing companies.
"Political issues have become more pre-eminent in our conversations," he added.
Partly for that reason, he told the journal that he does not know whether more the US firms will lay off domestic workers and move more jobs to India, as International Business Machines Corp plans to do, Nilekani said.
Agencies
"Acquisitions will definitely be very accessible in this market from a price point of view," Nilekani told the Wall Street Journal in an interview. "If it makes sense, we'll do it."
Companies that operate in the healthcare and pharmaceuticals sectors might make particularly interesting targets, he said, adding that Infosys has $2 billion in cash and no debt.
In the interview, Nilekani reiterated Infosys's earlier guidance of about 12 per cent revenue growth for the fiscal year ending March 31. That would be a sharp deceleration from growth of 35 per cent, as measured by the US accounting rules, in the year ended March 31, 2008.
Nilekani told the Journal that potential customers are holding back both because of the economic crisis and a rise in protectionist sentiment.
On the economic crisis, Nilekani said "I've never seen this level of lack of clarity." He said executives are "more focused on short-term tactical issues" than making bigger decisions about outsourcing.
In response, Nilekani said Infosys is working with customers on alternative payment arrangements, including some that would link fees to business results. Other customers are asking to pay on a per-transaction basis, rather than a lump sum for a system.
Nilekani said rising protectionist sentiment in the US also is affecting customers' decision-making about outsourcing.
The economic stimulus bill, for example, includes a provision preventing participants in the US' financial bailout programme from hiring workers with H-1B visas, which are commonly used by the non-US outsourcing companies.
"Political issues have become more pre-eminent in our conversations," he added.
Partly for that reason, he told the journal that he does not know whether more the US firms will lay off domestic workers and move more jobs to India, as International Business Machines Corp plans to do, Nilekani said.
Agencies
Monday, March 2, 2009
Will HCL Tech layoff 450 employees?
IT services company HCL Technologies has asked 450 employees at its Delhi and Bangalore offices to leave. A majority of those axed were on the bench.
An HCL Technologies official, on the condition of anonymity, said that the company had sacked 400 people in Delhi and another 50 in Bangalore in the last one-two months. The firm had earlier asked those on the bench, the buffer of employees kept on the rolls for new projects, to get assigned to projects or face the prospect of being asked to leave the firm, he said.
In an email reply, a company spokeswoman didn’t comment on the number of people sacked by the company but indicated that the move was linked to the performance of employees.
“HCL follows a systematic process of performance review and development, and the expectation of the organisation is for employees to meet the stringent performance standards. This is a routine and ongoing process,” she said.
As of December 31, 2008, HCL had about 52,957 employees. The global downturn has impacted the revenues of clients of Indian IT companies, thereby dampening demand for software services.
Agencies
An HCL Technologies official, on the condition of anonymity, said that the company had sacked 400 people in Delhi and another 50 in Bangalore in the last one-two months. The firm had earlier asked those on the bench, the buffer of employees kept on the rolls for new projects, to get assigned to projects or face the prospect of being asked to leave the firm, he said.
In an email reply, a company spokeswoman didn’t comment on the number of people sacked by the company but indicated that the move was linked to the performance of employees.
“HCL follows a systematic process of performance review and development, and the expectation of the organisation is for employees to meet the stringent performance standards. This is a routine and ongoing process,” she said.
As of December 31, 2008, HCL had about 52,957 employees. The global downturn has impacted the revenues of clients of Indian IT companies, thereby dampening demand for software services.
Agencies
Infosys cuts five percent of Australia staff
Top IT firm Infosys Technologies is restructuring its Australian operations. This has created some redundancies, downsizing its workforce at Infosys Australia by around 5 per cent, a source briefed in the matter said.
The subsidiary employs 360 people, a majority of them from Expert Information Services -- the first acquisition Infosys Australia made six years ago.
Infosys board member and director for human resources Mohandas Pai confirmed that there were some separations from Infosys Australia. Responding to a mail, he said, “We have had an organisational restructuring in our Australia subsidiary and as a result, some positions have become redundant. It is the first time after the acquisition that this is being done.”
The tech leader has, however, promised that the laid-off employees would get assistance for outplacement as well as severance pay. A few months ago, Gary Ebeyan, who used to head Infosys Australia, quit the firm citing personal reasons. He was replaced by Jacqueline Korhonen, a former IBM executive. Revenues and profits of Infosys Australia have been slipping in the past three quarters of the fiscal in part due to the impact of the currency movements.
From a first quarter revenue of $34 million and a net income of $3 million, its second quarter revenue slipped to $30.84 million and net income to $2.8 million. In the third quarter, revenue fell further to $26 million and net income to $1.62 million.
“The Australian dollar is weakening significantly,” explained an analyst, who said Infosys could be laying off staff in other regions such as the UK as well. In Australia, Infosys’ largest customer is Telestra, he added.
Agencies
The subsidiary employs 360 people, a majority of them from Expert Information Services -- the first acquisition Infosys Australia made six years ago.
Infosys board member and director for human resources Mohandas Pai confirmed that there were some separations from Infosys Australia. Responding to a mail, he said, “We have had an organisational restructuring in our Australia subsidiary and as a result, some positions have become redundant. It is the first time after the acquisition that this is being done.”
The tech leader has, however, promised that the laid-off employees would get assistance for outplacement as well as severance pay. A few months ago, Gary Ebeyan, who used to head Infosys Australia, quit the firm citing personal reasons. He was replaced by Jacqueline Korhonen, a former IBM executive. Revenues and profits of Infosys Australia have been slipping in the past three quarters of the fiscal in part due to the impact of the currency movements.
From a first quarter revenue of $34 million and a net income of $3 million, its second quarter revenue slipped to $30.84 million and net income to $2.8 million. In the third quarter, revenue fell further to $26 million and net income to $1.62 million.
“The Australian dollar is weakening significantly,” explained an analyst, who said Infosys could be laying off staff in other regions such as the UK as well. In Australia, Infosys’ largest customer is Telestra, he added.
Agencies
Sunday, March 1, 2009
Is HCL BPO eyeing acquisition in US, UK and Australia?
HCL BPO is looking for acquisitions of platform-based BPO firms in the US, UK and Australia with revenues of up to $250 million, its chief executive said. “We want to de-link revenue growth from headcount growth. So, we want to acquire companies in English-speaking countries that derive revenues from output or outcome-based pricing and platform-led services,” HCL BPO president and CEO N Ranjit said.
Last year, the BPO arm of HCL Technologies had acquired two firms —UK-based Liberata Financial Services (LFS) and US-based Control Point Solutions. The BPO firm aims to earn revenues of $1 billion by 2010-11 and expects about 56% or $560 million to come from acquired entities.HCL BPO had revenues of about $223 million in the year-ended June 2008.
Confident of closing at least one buyout this year, Ranjit said the company’s strategy is to buy loss-making or marginally profitable entities at low prices and turning them around. So, while BPO firms typically go under the hammer at 1.5-2 times their revenues, Control Point, with revenues of $27 million, was bought for $20 million. HCL BPO paid $2 million to acquire LFS’ fixed assets and committed an investment of another $24 million. The firm is confident of turning around both acquired companies by the end of calendar year 2009.
The two acquisitions impacted the margins of the BPO firm. In the quarter ended Dec ‘08, its EBITDA margin went down to nearly 14% from 26% a year ago. “We completed the integration of Control Point and LFS in the Oct- Dec quarter. We are hopeful of achieving margins of over 25% by 2009-end ,” Ranjit said. The BPO firm’s revenues were also impacted due to the pound losing value against the dollar as about 72% of its revenues come from the UK.
The company, which only has one Indian client in a large auto maker, said it will not look at increasing its exposure to the domestic market at this stage. “Until Indian companies show willingness to pay more for value addition and information security, we will not look at the market,” Ranjit said.
Agencies
Last year, the BPO arm of HCL Technologies had acquired two firms —UK-based Liberata Financial Services (LFS) and US-based Control Point Solutions. The BPO firm aims to earn revenues of $1 billion by 2010-11 and expects about 56% or $560 million to come from acquired entities.HCL BPO had revenues of about $223 million in the year-ended June 2008.
Confident of closing at least one buyout this year, Ranjit said the company’s strategy is to buy loss-making or marginally profitable entities at low prices and turning them around. So, while BPO firms typically go under the hammer at 1.5-2 times their revenues, Control Point, with revenues of $27 million, was bought for $20 million. HCL BPO paid $2 million to acquire LFS’ fixed assets and committed an investment of another $24 million. The firm is confident of turning around both acquired companies by the end of calendar year 2009.
The two acquisitions impacted the margins of the BPO firm. In the quarter ended Dec ‘08, its EBITDA margin went down to nearly 14% from 26% a year ago. “We completed the integration of Control Point and LFS in the Oct- Dec quarter. We are hopeful of achieving margins of over 25% by 2009-end ,” Ranjit said. The BPO firm’s revenues were also impacted due to the pound losing value against the dollar as about 72% of its revenues come from the UK.
The company, which only has one Indian client in a large auto maker, said it will not look at increasing its exposure to the domestic market at this stage. “Until Indian companies show willingness to pay more for value addition and information security, we will not look at the market,” Ranjit said.
Agencies
Saturday, February 28, 2009
Is Silicon Valley on a reviving phase?
Martin Pichinson has never been busier. The co-owner of Sherwood Partners makes his living by helping the financial backers of start-up firms that file for bankruptcy and wind down their operations.
This year, he's helped shut down 30 firms -- more than the total number in 2008. "Business is booming. It's exploding," Pichinson said from his Silicon Valley offices. "It's sad," he added. Venture capitalists and market experts expect the pace of firms that shutdown in the tech industry to accelerate this year, potentially rivaling the dot-com crash, as funding dries up.
Mergers, acquisitions and IPOs are no longer a reliable exit strategy with capital markets tanking and buyers wary. So as in 2000, investors are now putting pressure on their invested firms, forcing them to cut back and save, or just cashing out and cutting their losses. Others say they are hunkering down and awaiting a turnaround and a resumption in deal and IPO activity in 12 to 18 months.
Paul Deninger, vice chairman of investment bank Jefferies & Co in Boston, reckons that about a 10th of the 500 to 1,000 start-ups his institution now tracks nationwide will fail. "The mergers and acquisitions market is firing on four out of eight cylinders," said Deninger, who runs a team that advises on deals. "Are we in a recession or depression? If 18 months from now we're in the same situation as today, then we have a much more serious problem."
To entice investment from a shrinking cash pool, startups now have to come up with fully realized business strategies. Next week, many of Silicon Valley's venture capitalists and chief executives gather near Palm Springs for Demo.Com, a conference showing off undeveloped new products and technology. But unlike in years past, organizers expect many products will be tied to fleshed out business plans and market strategies.
"Companies will present a solid business proposition with a clear path to revenues," promised Chris Shipley, Demo's producer. Last year, many of the start-ups there hoped to "collect a lot of customers and then figure out how to create business value around them. That's not working in the market today." Silicon Valley got a wake-up call in October, when a private slide-presentation put together by well-known VC Sequoia somehow got leaked onto the Internet.
Entitled "RIP Good Times", it forced an already-nervous industry to mull over declarations like "it is different this time," and "recovery will be long," and "spend every dollar as if it were your last." Venture capital funding tanked 71 per cent in the fourth quarter of 2008, but investment hasn't completely vanished. This week alone, Apparent Networks Inc of Massachusetts, which designs software to help firms access networks, raised $12 million from venture firms.
Aveksa Inc, which tailor-makes security software for corporations, secured $10 million. And private equity investor Good Energies invested $20 million in SAGE Electrochromics Inc, a 20 year-old firm that makes glass-coverings to cut heating and lighting costs. But investors are getting pickier, scrutinizing every firm as rigorously as they had in the bubble's aftermath.
Michael Kwatinetz of San Francisco's Azure Capital agreed that the era of "fluffy" investments was over -- not a bad thing if healthier and more fiscally responsible companies emerge. "Get your burn rate under control. Even the best companies are cutting their forward expense rate," Deninger advised.
Agencies
This year, he's helped shut down 30 firms -- more than the total number in 2008. "Business is booming. It's exploding," Pichinson said from his Silicon Valley offices. "It's sad," he added. Venture capitalists and market experts expect the pace of firms that shutdown in the tech industry to accelerate this year, potentially rivaling the dot-com crash, as funding dries up.
Mergers, acquisitions and IPOs are no longer a reliable exit strategy with capital markets tanking and buyers wary. So as in 2000, investors are now putting pressure on their invested firms, forcing them to cut back and save, or just cashing out and cutting their losses. Others say they are hunkering down and awaiting a turnaround and a resumption in deal and IPO activity in 12 to 18 months.
Paul Deninger, vice chairman of investment bank Jefferies & Co in Boston, reckons that about a 10th of the 500 to 1,000 start-ups his institution now tracks nationwide will fail. "The mergers and acquisitions market is firing on four out of eight cylinders," said Deninger, who runs a team that advises on deals. "Are we in a recession or depression? If 18 months from now we're in the same situation as today, then we have a much more serious problem."
To entice investment from a shrinking cash pool, startups now have to come up with fully realized business strategies. Next week, many of Silicon Valley's venture capitalists and chief executives gather near Palm Springs for Demo.Com, a conference showing off undeveloped new products and technology. But unlike in years past, organizers expect many products will be tied to fleshed out business plans and market strategies.
"Companies will present a solid business proposition with a clear path to revenues," promised Chris Shipley, Demo's producer. Last year, many of the start-ups there hoped to "collect a lot of customers and then figure out how to create business value around them. That's not working in the market today." Silicon Valley got a wake-up call in October, when a private slide-presentation put together by well-known VC Sequoia somehow got leaked onto the Internet.
Entitled "RIP Good Times", it forced an already-nervous industry to mull over declarations like "it is different this time," and "recovery will be long," and "spend every dollar as if it were your last." Venture capital funding tanked 71 per cent in the fourth quarter of 2008, but investment hasn't completely vanished. This week alone, Apparent Networks Inc of Massachusetts, which designs software to help firms access networks, raised $12 million from venture firms.
Aveksa Inc, which tailor-makes security software for corporations, secured $10 million. And private equity investor Good Energies invested $20 million in SAGE Electrochromics Inc, a 20 year-old firm that makes glass-coverings to cut heating and lighting costs. But investors are getting pickier, scrutinizing every firm as rigorously as they had in the bubble's aftermath.
Michael Kwatinetz of San Francisco's Azure Capital agreed that the era of "fluffy" investments was over -- not a bad thing if healthier and more fiscally responsible companies emerge. "Get your burn rate under control. Even the best companies are cutting their forward expense rate," Deninger advised.
Agencies
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