Best Practice Briefs Diligence Matters CDD Best Practices for Principal Investors

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034

Understanding Matters…Hospital Medical Technologies: Who Makes the Big Spend Decisions and How Do They Get There?

By Lynt Johnson, MD, MBA

Most new hospital medical technology purchases hit the capital procurement process. Capital purchasing decisions by hospitals can often be a complex maze of processes that impact the timeliness of consideration and final approval and allocation of funds for procurement. Typically, items above a certain monetary threshold meet the institutional requirement to be vetted through a capital purchasing…
024

Don’t Wait for the Findings, Align on the Yardstick…Upfront

By Mark Stein

It’s always a bit too much of a race – to pull together the issues, align on what matters most, and then deploy the activities to nail an effective electronic survey to supplement the interviews to measure the commercial diligence matters.
023

The Battlefront for the Keystone Position in an Ecosystem

By Jeff Merkle

Direct competition between ecosystems – iOS vs. Android; Twitter (or "the X"*) vs. Instagram (Meta) – is often studied and constantly the subject of various tech press and opinion pieces. There are many good reasons for this that all analogize to the same reason journalists love to cover competitive tournaments:
022

Value Gen Stimulant in Commercial Diligence Processes

By Mark Stein

Today’s GRAPH Papers® article is short and simple. A quick process, best-practice on the value gen. front of commercial diligence that could prove to be a useful commitment to make for your projects. Most diligence assignments start with discussion, and some amount of the diligence agenda, focused on testing the commercial value generation ideas that exist. And among investment teams, we know…
020

Timing the Meeting (the Commercial Due Diligence Partner Meeting with Management)

By Mark Stein

It is well established practice to bring your commercial due diligence partner to the Management Meeting. It creates context and gives your diligence practitioner a first-hand view of what management represents to be most significant.
018

Observations on How Financial (PE) and Strategic (Corp Dev) Investors Consider Segmentation Opportunities Differently from One Another

By Mark Stein

Serving a wide-range of clients, one pattern that I have noticed is the degree to which the strongest Corp Dev groups (the “Strategics”) consider customer segments as a means for asset value creation – and do so in ways that outrun what many Private Equity firms consider.
017

Building Habits to Reduce Due Diligence Mistakes

By Jeff Merkle

Private Equity investing has been described as a combination of art and science, calling on a wide range of disciplines to make good judgements. In that spirit, I wanted to share a few thoughts I use to test my own judgment. They all surround a central question: What am I missing?
016

Diligence Trappings of Lawn Sign Decisions

By Mark Stein

Regardless of where any of us stand on a political spectrum, there is a superbly valuable due diligence lesson for investment teams that derives from the behavioral sciences of psychology and politics. There is a dangerous trap that we refer to as the lawn sign decision.
008

Indefensible (Competitive Position)

By Mark Stein

I’m fairly certain that just about every commercial diligence assignment conducted is going to include measurement of the asset's commercial strength relative to customer needs and expectations, and relative to perceptions of competitors and alternatives.
007

Strength of Demand vs. Strength of Brand

By Mark Stein

What is more important when looking at a deal: the strength of demand drivers, or the strength of the target company's brand equity? With rare exception, Demand – not Choice (brand equity among suppliers) – is more fundamental to a successful acquisition outcome.

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