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Financing Growth

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Case Study 2 Financing growth

Written by Professor Christine Blondel from INSEAD Senior Advisor to KPMG on Family Business Intelligence First published in October 2013, on the KPMG Family Business blog kpmgfamilybusiness.com

Part 1: The Story
Case Study 2

Ownership

Family

Business

Part 1: The story

Timothy Sages hung up the phone with satisfaction. The franchisee of the Sages group operating supermarkets in the South of the country was willing to sell their operations to the Sages group and the bank acting on the family’s behalf had negotiated a very good price. This was good news for the Sages family because the franchisee was not any longer respecting the group’s long-standing principles of great quality at a good price; the business was declining and the franchisee was getting difficult to deal with. Timothy had become aware that the family owning the franchise was in conflict, with some members eager to exit the venture. One question was still looming: how would the Sages group finance this acquisition? It represented about 10% of the group sales and the real estate was also up for sale as well.

Timothy’s father, Thomas Sages, had built a very successful chain of supermarkets, starting with a small, high quality grocery store in 1954. Supermarkets are considered good businesses in terms of working capital requirements, with customers paying cash and suppliers payments being on favourable terms. The development of new supermarkets however, could be costly to fund. In the early days, expansion had been supported by Thomas’ inheritance, his parents had given him a plot of land and some cash, and one of his friends, David, investing capital into the business in exchange for a 10% equity stake. As the business developed, the expansion was financed in a variety of different ways including: 1) Re-investment of cash generated by the business;

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