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marketable

Article 12.12.2016 Dean Dorton

The IRS is placing increased scrutiny on the use of tax exempt bonds by 501(c)(3) organizations. Since interest earned on the revenue bonds issued by state and local governmental organizations is exempt from federal income taxation, bonds are subject to compliance with federal tax law requirements.

One important requirement under the Internal Revenue Code is that not more than 5% (or 10% in the case of a governmental unit) of the net proceeds of the bonds, before issuance costs, may be used for private business use.

Private business use means the use of the bond financed facility, both actual or beneficial use, by a person other than a 501(c)(3) organization or a state or local government or by a 501(c)(3) in an activity that is an unrelated trade or business.

If the property is used both for a related purpose and an unrelated purpose, the property is still considered used in a private use, but the private business use may be allocated. If the organization fails the private use test, then the interest on the bonds can become taxable.

It is common for private business use to arise in connection with management and rental contracts at colleges and universities with management of cafeterias, concession stands, bookstores, retail facilities, parking garages, summer camps, other rental activities, or research contracts. If you have contracts with these types of activities, it is recommended that you review the contracts and make sure they meet an exclusion or the safe harbor requirements under the Code based on your facts and circumstances. The Code does provide for exceptions to private business use, such as use by the general public, incidental use, and short term use, but you must meet the requirements under each exception.

If you would like more information on private business use or help with review of your current or potential contracts, please contact your Dean Dorton advisor or Allison Carter at alcarter@deandortonstg.wpenginepowered.com.

Filed Under: Accounting & Tax, Higher Education, Industries Tagged With: Allison, Business, campus, Carter, college, marketable, Private, Tax, University

Article 05.26.2016 Dean Dorton

In our last newsletter, Determining and Increasing Business Value, we discussed the three primary approaches to valuing a business. We described how value hinges on projected cash flows and risks associated with achieving them. And, we explained that a business owner can increase value by increasing cash flows and lowering risks. In this article we focus on the various levels of value associated with a business (or business interest), and we discuss strategies for maximizing value.

Though we often think that value means one specific amount, various levels of value are associated with business interests. These levels of value reflect varying degrees of control, marketability, and synergies with other enterprises. The levels of value, from highest to lowest, are illustrated in the following example:

$12 per share Synergistic (or Strategic) Value (reflects a 20% strategic premium)
$10 per share Control Value (reflects control and liquidity)
$7 per share Noncontrol, Marketable Value (reflects a 30% discount for lack of control)
$5 per share Noncontrol, Nonmarketable Value (reflects combined discounts for both lack of control and liquidity of 50%)

In arms-length business acquisitions lacking strategic or synergistic features, buyers and sellers tend to negotiate a purchase price that approximates the control value of the business. A buyer seeks to maximize value by identifying a target with strategic or synergistic potential. If the buyer is able to purchase the business at control value, but operate it at a level consistent with strategic value, the buyer has effectively purchased the business at a “bargain.” By capitalizing on synergies or other strategic advantages, the buyer’s return on investment will be enhanced. A buyer tries to negotiate a purchase price without paying for synergies or other strategic value that the buyer brings to the deal, while recognizing that if multiple potential buyers who recognize synergistic or strategic potential are involved, the purchase price may get “bid-up” to an amount approaching strategic value.

One of the ways to realize strategic value is by buying a competing company. By eliminating a competitor, the buyer is able to capture a greater share of the market, providing opportunities for increasing revenues and reducing costs. Similarly, a buyer can purchase a supplier or distributor to create vertical integration. This will enable the buyer to save the “mark-up” in supply or distribution costs, resulting in greater profits. Other strategic acquisition value can result from purchasing one or more companies, enabling the buyer to generate economies of scale, leverage existing expertise and know-how, provide for “one-stop” shopping, or create a level of “critical mass” that provides an advantage in the marketplace.

We have approached the idea of maximizing value from a buyer’s perspective, but a seller can also maximize price by marketing and selling to a strategic buyer that can create synergies between its existing business and the targeted business. The seller, though, often needs multiple potential buyers in order to realize a price that reflects strategic value.

If you have any questions or would like to discuss your business, please contact one of the members of our forensic accounting and business valuation group.

David Parks, dparks@deandortonstg.wpenginepowered.com

John Herring, jherring@deandortonstg.wpenginepowered.com

David Angelucci, dangelucci@deandortonstg.wpenginepowered.com

Missy DeArk, mdeark@deandortonstg.wpenginepowered.com

View David Parks’ Bio

Filed Under: Business Valuation, Construction, Energy & Natural Resources, Equine, Forensic Accounting, Healthcare, Higher Education, Industries, Manufacturing & Distribution, Nonprofit & Government, Real Estate, Risk Management, Services, Tax, Technology, Wealth & Estate Planning Tagged With: Acquisition, Business, Buy, control, David Angelucci, David Parks, interest, investment, John Herring, marketable, Missy DeArk, noncontrol, strategic, synergistic, value

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