Is Yahoo! acquiring assets or problems?

Over the last couple of years, Yahoo! has been on a perpetual shopping spree in recent years – acquiring social media and social networking companies to boost its status in the Web 2.0 world.

18 months ago, a Business Week article by Catherine Holahan – “Yahoo’s Strategy: Growth By Acquisition” – supported Yahoo’s strategy, promoting the relatively low cost of these acquisitions. In 2006 for example, Yahoo! acquired Del.icio.us for about $20 million. Smaller acquisitions of maturing start-ups put Yahoo! in the position of a late-stage venture capitalist – pick a portfolio of seemingly good bets and expect that a couple of them will pop. Not a bad idea if you're flush with cash and need some new products.

That was then, this is now. More recent acquisitions are well above venture capital money - Blue Lithium for $300 mln, Zimbra for $350 mln, Maven Networks for $150 mln, and Right Media for $680 mln. As I wrote in a previous article, it seems that Yahoo! gave up cash for a goodwill asset on the balance sheet. More importantly, Yahoo! appears to have become a quilt of media companies, Web 2.0 technologies, and social networking tools that hardly generate revenue.

Back in January on TheDeal.com, David Shabelman suggested that Yahoo! consider more acquisitions - possibly of Monster.com, Expedia, and Shutterfly (among others). At some point, Yahoo! seems almost addicted to acquisitions as if the next one will be their saving grace or missing piece to the puzzle.

Shabelman also suggested that Yahoo! might combine Right Media and BlueLithium and spin out the combined company as an IPO. To break even on the acquisition costs of these two companies, the IPO proceeds would have to exceed $1 billion. To provide some perspective, Vision China’s (VSIN) IPO hit the market at about $544 mln in late 2007 and Digital Domain (DTWO) is scheduled to hit the market at $72-84 mln. This isn’t exactly a thriving IPO market for technology companies.

Corporate finance maneuvers of acquisitions, spin-offs, and juggling won't save the future of Yahoo! I have more thoughts on this, especially when compared to Google’s ability to grow its business more organically through innovation and development. Stay tuned for more….

Short-term Project Financing: Case Study

This question (paraphrased) was submitted by one of my readers:

"Hi Scott - I have been reading some of your financial blogs. I have a question for you, yes is a needle in a haystack... I am looking for capital - short term - to announce a local sporting event with internationally-recognized sports figures. My original funding source was delayed out of by 30 days and I need some immediate cash for expenses related to the event. Do any of your contacts have access to immediate funds with ticket sales as collateral?"

Funding of this sort doesn't fall into the normal "venture capital" funding out there, but I see a couple of potential options for you:

1. Talk with your event partners, such as the arena hosting the event about providing a short-term loan in exhange for a return on ticket sales. In the arena is booked, they might find it difficult to re-book their location with another event, and thus both of you would be losing money if the event does not happen. Take a partnership approach.

2. Approach your local vendors that stand to lose planned revenues if the event is postponed - same principle applies as with the arena hosting the event. Agin, take a partnership approach and leverage the fact that you're bringing this event to your city - they'll be buying into you and your ability to make the event happen.

3. Talk with a leading local bank about some derivative of Accounts Receivable Financing (sometimes called "factoring"). This type of financing is normally reserved for firms that have revenues booked as Accounts Receivables, but have not yet collected. Because the terms extended to customers may include net-30, net-45, net-60, net-90, etc., some lenders provide financing based on these future revenues, with some risk premium charged to you in exchange. While this doesn't match your situation exactly, a local lender or credit union may be willing to provide a loan in exchange for the aforementioned risk premium and some hefty sponsorship recognition from your organization at the event.

A search in Google for "accounts receivable financing" yields thousands of results where you can learn more.

Because of the short-term nature of your capital requirements, you'll need to approach private banking institutions and lenders, and avoid SBA (Small Business Association) loans. SBA loans take months to get cleared and its likely that your situation doesn't fit their lending criteria.

I'm suggesting a local bank because they may have more autonomy to make a quick decision locally, instead of the probable "up-the-ladder" decision process with a large regional or national ban. Plus, the local banker will have more implicit interest in receiving sponsorship status in exchange for providing an event loan.

4. Meet with the local Chamber of Commerce to discuss business contacts of private business leaders that can help you out of your situation. From what I know about your city, there are bound to be a couple local business leaders that might be willing to take a risk in working with your event. They may have some lenders in mind for your as well.

5. Contact your previous sponsors and VIP ticketholders and offer a significant pre-pay discount for sponsorships and tickets if you've had this event in the past. This would provide you with some quick cash flow for promoting the event.

In short, I'd consider any and all options if you're in that much of a bind. Take the win-win approach that everyone that gets involved with the event and leverage your existing work with previous events and your foundation. Hope this helps.

Breeding Partnerships

Last week, I traveled to Canada (including Winnipeg, Regina, and Saskatoon) with a representative from the Ministry of Agriculture of Kazakhstan to continue work on a current project we are undertaking. The representative is the director of an agricultural research facility in Astana, and the goal of the trip to parts north was to discover possible partnerships that may exist between Canadian agricultural organizations and universities, and those in Kazakhstan.

Working on projects such as this, it is always amazing to me what can be accomplished in a single meeting between two interested parties with legitimate stakeholder opportunities in a newly developing project. In this case, Canada is a global leader in grain development, processing, and milling technologies (among many other agricultural sectors).

One example is a meeting with held yesterday at the Western Canadian Farm Show in Regina, Saskatchewan. We met with a representative from the University of Saskatchewan that is responsible for developing international partnerships and liaisons. After discussing the goal of the project in Kazakhstan and the desire to establish connections with their research institutes, we were able to verbally agree to sign a “Letter of Intent” to begin working together that will be signed in the upcoming weeks. For the University, this is an opportunity to transfer know-how and technology to an important international market, and for the Kazakh counterparts, this is an opportunity to expedite the development of their agricultural research facility in Astana.

The meeting was established through significant planning and research from our end on behalf of the ministry to uncover possible linkages between the two parties and countries – planning that began with a simple cold call to the director of the Grains Research Laboratory at the Canadian Grain Commission (CGC) in Fall 2006. Many phone calls, emails, and rescheduled trips later, we were able to procure this and other highly successful meetings during the course of the week.

Not knowing much about grain and grain production in Canada, I relied heavily on the idea of “Investigative Selling” – asking many questions to uncover the possibility of partnership development and understanding the mutual benefit on both sides. This is a topic on which I will write further, but with this successful trip just concluded, I wanted to share this positive experience to those seeking partnerships from organizations and companies that may not appear to be a good match or may seem impractical because of geographic constraints.

Most importantly, it emphasizes the importance of treating partnership development as you would sales development. Without clearly presenting the benefit to the target organization, the chances for moving the relationship forward can be diminished. Fortunately, I was able to find the right person at the CGC who was willing to be proactive and consider the seemingly odd proposal of considering a partnership with a research facility in Kazakhstan.

And finally - if you've never visited Saskatoon in the summer - you are in for a very pleasant surprise. Wonderful city with great people and surprising restaurants. We were in Saskatoon on the first day of summer and finally saw the day creep into night at 11:00 PM, and morning arrive well before 5:00 AM.