Producers of all kinds of non-tech goods, from sports bras to cancer drugs and airplane parts, are pursuing tech-related takeovers like never before. This is creating greater demand for innovative tech companies and drumming up more activity for business transfer agents.
It is an easy trend to overlook because most of the transactions don’t involve headline-grabbing prices (if they make the news at all). The vast majority cost less than US$10 million or have no reported price tag. And yet, there have been a whole lot of them and the sheer magnitude makes it a phenomenon worth noting.
Companies in non-digital industries struck more than 1,600 tech deals last year, according to a study by a consulting arm of PwC. That’s almost 50% more than in 2011, the reference point for the study.
To put that deal count in perspective, it’s more than the total number of private equity buyouts that took place in 2015, according to data compiled by Bloomberg.
Just recently, there were a few such transactions.
Industrial giant Honeywell agreed to buy Movilizer, whose cloud software platform allows employees working remotely to share and analyse data on a company’s existing IT system.
CCL Industries – a maker of labels for Pantene shampoo, Axe shower gel and other products – announced the purchase of Checkpoint Systems to expand in the market for tech-driven “smart labels”.
Checkpoint makes radio frequency identification tags that retailers use to keep better track of their inventory, something that’s become increasingly important as vendors market goods both in stores and online.
These transactions – and the many others that took place last year – make a boatload of sense. It’s the logical evolution of a world where everything from exercise to thermostats is getting “smart”.
Rather than risk getting left behind, astute companies are looking for ways to incorporate technology into their existing products and businesses now.
Take General Electric. By PwC’s count, the maker of airplane parts and power grid technology has bought or invested in at least 22 digital companies since 2011. The company says its newly created digital division produced $5 billion in revenue in 2015 – which would put it on a par with big-name technology companies, including Adobe Systems.
And GE is far from done. It eventually wants to reinvent itself as one of the world’s 10 biggest software companies.
That idea of transformation makes this surge in digital investments quite different from the bulk of the M&A volume in 2015. Many of last year’s transactions – especially the biggest ones – were driven by a quest for scale and the prospect of big cost savings. It’s an ironic twist that these tiny technology deals may conceivably do more to keep companies relevant than those blockbusters. Of course, as the PwC analysts note in their study, technology investments are fraught with minefields for companies with less of a tech background.
For one thing, it can be hard to find the right company with the right technology – you need something not yet past its prime, but proven enough to not be a huge risk. Even software makers mess this up. Choice targets can be expensive, especially if other bidders get involved, and then you have to figure out what to actually do with the technology and how to get the people who developed it to stick around and help.
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