Turning Around Under-performing Public Companies in an Overcrowded Public Market
According to Colin Wallace at Publex Ventures, over 5,000 public companies in the U.S can be classified as small-cap or micro-cap “orphans” that don’t benefit from a liquid market. While they have the obligations of being public, they don’t have effective access to the public capital markets. Publex introduced an interesting solution to this problem — the fund strategically engineers mergers between early-stage private companies and under-performing public companies, to accelerate liquidity while preserving the superior returns of early-stage investing.
Publex invests before, during, and after merging these companies into an operating public company that is under-performing or is in need of new technologies, business lines, or management to maximize its growth potential and attract market attention. “While there are many funds that invest in both public and private vehicles, Publex is unique in its business model of investing in private companies with the express purpose of combining them with an under-performing public company, then investing further in the combined public entity,” said Wallace.
Another interesting solution is offered by Silicon Valley start-up www.IdeaMamaClub.com, founded by a serial entrepreneur Olga Kostrova. IdeaMama’s unique virtual IP incubation platform offers a pre-assessed micro-cap deal flow, co-developed by its user community. IdeaMamaClub.com facilitates innovations in various industries including biotechnology, commerce, education, energy, entertainment, environment, finance, health, information technology, materials, space, transportation, and others.
Private Equity: an Indian Scenario
What is Private Equity:
Private equity first emerged in the early 1980s, with Kohlberg, Kravis and Roberts (KKR) opening the first, and still among the largest LBO (Leveraged Buy Out) firms. The logic for LBO firms, at least initially, was this: Publicly traded companies are forced to focus on extremely short-term (often quarterly or monthly) results, thus making decisions which may not be in line with their long-term goals. Going ‘private’ or delisting from the exchanges allows them to focus on these goals. Leveraging, that is, taking debt to buyback these shares as well as spending on longer-term expansion, etc allowed managers to run their companies the way they wanted to. Moreover, the LBO firms were often run by investment bankers and consultants who contributed significant financial and industry expertise. Over time, however, the deals also began to be ‘hostile’, that is, the LBO managers perceived value in firms which they felt were mismanaged, so they would buy them out, restructure them, and then sell them off once more.
The other side of private equity investment comes from the world of venture capital, where small companies that need to grow but are cash-strapped and too small to list on exchanges approach (or are approached by) VC firms to take a stake in the company, as well as hand-hold them onto a growth path.