We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byAntony Somes
Modified over 2 years ago
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 A Practical Overview of the Rationale and Process of Joint Ventures Janet Goode and Dan Tozer October 2012 1
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 2 What are we talking about? Merger or Collaborative working The Pros and Cons of each The Structure of mergers The process to go through Pitfalls and how to avoid them 2
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 3 Collaborative working Collaborative working is the bringing together of land, capital and skilled management in an agreement between two or more parties, each running their own business, rather than forming a new vehicle. 3
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 4 Merger Merging is the process of forming a new entity from joining together two or more existing companies or businesses to create a new combined business. 4
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 5 Types of Collaborative Working Contract Farming Contract Rearing Share Farming Labour & Machinery Sharing Machinery Sharing Labour Sharing 5
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 6 Merger considerations Merger is a big undertaking so only do it for the long term Logical progression from collaborative working arrangements 6
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 7 So Why Merge? Economies of scale and reduced unit cost in the production and delivery of produce to the market Higher productivity One management Increase of access to more farm land in one title Combining size for the purposes of grant applications/EU registrations Insurance costs Banking benefits 7
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 8 So What’s Stopping You Work culture and ethics Confidence Liabilities Control Change 8
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 9 Resolving issues Ring fencing liabilities Balancing power in the articles Retaining existing basis of management 9
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 10 www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 Go for it Structure 1 : ConsiderationShares/Assets (£/value) Farming Business A Farming Business B 10
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 11 www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 Go for it New Company Structure 2 : Shares/Assets Shares/assets Value Farming Business AFarming Business B 11
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 12 www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 Go for it Structure Indicators: -Is one farm significantly bigger or better managed than the other 1 -Is there a need to ensure equality in the management or accounting2 -Could both farms benefit from clean sweep 2 12
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 13 www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 So What Will You Need to Do? ProcessTimescale Talk to the other parties? Due Diligence4-8 weeks Heads of Terms Documentation1-2 weeks Negotiation on the Detail2-3 weeks Finalising the Sale Agreement2-3 weeks Re-registrations and Outside Consents Practical Signing1 week Post-merger Registrations1-2 weeks 13
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 14 www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 Pitfalls and Not falling into Them Do not try to tie everything up too rigidly from day one- allow some flexibility for the new combined entity to develop. Do not push ahead too far too fast without checking the key issues. Do not try to do it yourself. You are busy enough already. Take legal and accountancy advice throughout. Do not get overloaded. Merger is a big task so plan ahead and dedicate resources. Make sure everyone is on board before you start. 14
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 15 www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 The future Business growth Greater market opportunities Larger scale operations Success 15
www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 16 www.whitehead-monckton.co.uk ©Whitehead Monckton 2012 Contact Janet Goode & Dan Tozer firstname.lastname@example.org email@example.com 01622 698047 16
©Whitehead Monckton 2012 Property Issues for Trustees Jonathan Stallard October 2012.
©Whitehead Monckton 2012 Secured Borrowing for Charities Janet Goode Partner Head of Commercial October 2012.
©Whitehead Monckton Agency workers and self- employed contractors – when casual workers can become anything but Neil.
©Whitehead Monckton Agency Workers Regulations 2010 Neil Emery October
©Whitehead Monckton 2012 Legislation & Case Law Update Gail Hall October 2012.
©Whitehead Monckton 2012 How Mediation Can Benefit Charities Chris Longden October
Roundtable Discussion: Strategic restructuring (mergers, joint ventures, consortia)
©Whitehead Monckton Legal implications of the Hoo issue What is different now Vicky Stoodley October
©Whitehead Monckton 2012 Corporate Social Responsibility Case study Kerin Speedie, Partner Whitehead Monckton Louise Wright,
Andrew Studd Charity and Social Business Team Russell-Cooke LLP 12 July 2013 Funding Fair 2013 Joint Ventures, Collaborations and Mergers.
SELLING FOREIGN PRODUCTS AND SERVICES INTO SAUDI ARABIA 4 OCTOBER 2012.
©Whitehead Monckton 2012 Forthcoming Legislation Update Caroline Geater November 2012.
MANAGEMENT RICHARD L. DAFT. Managing Human Resources CHAPTER 11.
Workshop C Partnerships for the Future Chaired by Sarah Kirkwood Director of Governance and Nursing Nottingham CityCare Partnership.
BUSINESS PLAN Guide Questions 1. What is the nature of the project? 2. What are the entrepreneur's competencies and qualifications? 3. What are the project's.
©Whitehead Monckton 2012 Without prejudice communications – the do’s and don’ts Neil Emery November 2012.
WEEK 1 You have 10 seconds to name…
Workshop C: Profitable Partnerships in tough times Mike Britch, Norse Group Managing Director.
Learning from work experience: helping young people identify and articulate learning outcomes Faith Muir and Trisha Fettes Centre for Education and Industry.
Combining Like Terms. Only combine terms that are exactly the same!! Whats the same mean? –If numbers have a variable, then you can combine only ones.
Limits (Algebraic) Calculus Fall, What can we do with limits?
Addition 1’s to
Copyright 2006 – Biz/ed Economies of Scale.
Theoretical and practical training for setup of a business on the basis of cleaning services CO-OPERATION PHASE 1 CO-OPERATION PHASE 2 Theoretical and.
Human Capital Investment Programme Disability Activation Project (DACT) WELCOME Support Workshop Thursday 7 th February
Business Aims,Objectives & Organisation1 Investigating people at work Business Aims, Objectives and Organisation (1)
Test B, 100 Subtraction Facts
Chapter 11 Business Combinations. Financial Information Analysis2 Copyright 2006 John Wiley & Sons Ltd Business Combinations (Groups) Most large UK plc’s.
Chapter 14 Accessing Resources for Growth from External Sources McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
1 Sources of Finance Special thanks to Geoff Leese.
2-1 Forms of Business Organization CHAPTER Forms of Business Organization *Sole proprietorships *Partnerships *Corporations Accountants should.
The Power of Strategic Alliances Using strategic alliances to grow your business and gain a competitive edge.
Addition Facts = = =
Succession planning for sole practitioners Peter Scott Peter Scott Consulting
Shrine Treasurers Association 1. What are the Various Business Structures? Sole Proprietorship Partnership Corporation Limited Liability Partnership (LLP)
Developing a High Performance Ownership Culture The ESOP Association New South Chapter Fall Conference Orlando, Florida October 18, 2012 Alex Moss Praxis.
Getting the Legals Right Grant Parker, Partner Carbon Farming Conference 23 October 2012.
Managing the Statutory Requirements for Assessment April 2011.
1 Forms of International Business Trade International licensing of technology and intellectual property (trademarks, patents and copyrights) Foreign direct.
ORGANIZATIONAL PLAN DISCUSSION ON B a s e d o n t h e P e r s p e c t i v e o f P a k i s t a n.
Maximising Investment Opportunities: releasing value from estates Barclays Private Equity 15 th May 2008.
BUSINESS AND MANAGEMENT MODULE 1 BUSINESS ORGANIZATIONS & ENVIRONMENT.
Business in Contemporary Society Methods of Growth.
HORIZON 2020 STEPHEN FOX FOR KEELE UNIVERSITY 26 TH FEBRUARY 2014.
5.9 + = 10 a)3.6 b)4.1 c)5.3 Question 1: Good Answer!! Well Done!! = 10 Question 1:
Slide 1 Insert your own content. Slide 2 Insert your own content.
Mark Radford, Partner, Colin Biggers & Paisley, Australia Conflicts of interest faced by reinsurance brokers and duties owed by producing and placing brokers.
Application of International Accounting Standards to Australian Banks Geoff Steel Group Finance Commonwealth Bank of Australia 1 July 2003.
Commercialisation – Alternative Models of Service Delivery CIPFA in the North East Professional Update Day Gavin Barker, Senior Manager Wednesday 16 March.
© 2017 SlidePlayer.com Inc. All rights reserved.