Showing posts with label before selling. Show all posts
Showing posts with label before selling. Show all posts

Thursday, November 29, 2012

Developing a Solid Customer Base



An important Value Driver is development of a solid customer base.

When you put your self in the buyer's shoes, you will find that you will pass by companies with great management teams and excellent systems but whose cash flow is dependent on one or two customers.  Why would they want to spend millions of dollars on a business only to have those customers go elsewhere, after you have acquired the company?  At the very most, a prudent buyer will structure a buyout to protect against the loss of a key customer, probably by having much of the price of the company contingent or requiring the seller to carry a note for the bulk of the purchase price with the right to offset the note if a major account leaves. 

The goal of a business owner is to have no single account to account for more than 10% of all sales.  A large customer base helps to insulate a company from the loss of any single customer. 

Achieving this objective can be problematic when you have a few clients that are willing to pay for everything you deliver.  If this is where you have found yourself begin now to reinvest your profits into additional capacity that will make developing a broader customer base possible, and /or acquire customer diversification by buying another small company.

Joan


Sunbelt Business Brokers, Greater Bay Area | (408) 436-1900 | www.sunbeltbayarea.net

Tuesday, November 6, 2012

Is Now the Time To Sell Your Business?



Have you been thinking about selling your business but just can’t decide if now is the best time?  Do you find yourself repeatedly analyzing the economic situation and wishing you had a crystal ball? There are positive signs and there are negative signs….

If you’re still up in the air and can’t quite decide whether or not to hit the eject button, here are six reasons you might want to consider getting out now.

1. You’re less interested in fighting the good fight
A lot of business owners took the Great Recession in the teeth. If you’ve got your business stabilized and the prospect of possibly having to fight through another recession leaves you panic-stricken, it could be time for you to get out.

2. The worst is behind you
Let’s say you were mentally ready to consider selling a few years ago and then 2008 hit and 2009 was bad, and in 2010 and 2011 you made cuts and adjustments, so now you’re starting to see some profit and revenue growth.  With your numbers going in the right direction, now might be just the right time to make your move.

3. The tax man is coming
Governments around the world are looking for money to fund the cost of an aging population. At some point this will mean increased taxes.

4. Nobody is lucky forever
If you’re lucky enough to be in a business that actually benefits from a bad economy, congratulations... you’ve probably just had the four best years of your business life. But no cycle lasts forever and right now might be a great time to take some chips off the table.

5. The coming glut
As a business owner, demographics are not on your side.  As the baby boomers start to retire in droves, we’re going to have a glut of small businesses coming on the market. That’s great if you’re buying; but if you’re a seller, you may want to avoid the flood and head for higher ground now.

6. The closing window
Since 2008, it’s been tougher for private equity companies to raise money; so many firms had their last successful round of fundraising a number of years ago. Many of these funds have a five-year window in which to invest or they have to give the money back to the people who gave it to them. Some boutique private equity firms will make investments in companies that have at least one million dollars in pre-tax profits (larger private equity firms will not go below $3 million in EBITDA); so if you’re in the seven-figure club, you could get a bidding war going for your business among private equity buyers keen to invest their money before they have to give it back.

Sunbelt Business Brokers, Greater Bay Area | (408) 436-1900 | www.sunbeltbayarea.net

Tuesday, October 16, 2012

10 Planning Tips for Getting Top Dollar When Selling Your Company



Our office is proud to announce our new referral partner – ExiTrak. We are working together to complete a 4-phase process that prepares your company for a strategic sale, as opposed to a merely financial one. 

Here is a great article written by Steve Popell, the designer of the ExiTrak process, which gives a glimpse of what will be covered in more detail in our next Webinar with Steve Popell as Guest Speaker: Planningto Sell Your Company in the Foreseeable Future?  Go Strategic.  ItPays a Lot Better! October 25th at 2:00pm PST.

Enjoy!

10 Planning Tips for Getting Top Dollar When Selling Your Company

By Steven D. Popell
Originally published in Active Garage, July 12, 2010.
            
 There are two very different reasons why effective long-range planning is critical for getting top dollar when you sell your company.  First, top-notch planning helps you to manage your company better and involve your employees at a higher and more productive level.  Second, but not as self-evident, success in this area is very impressive to prospective buyers.  Why?
Because successful long-range planning (defined as developing a plan, implementing it and achieving most or all of the long-range goals) is indicative of solid and sophisticated management – a highly valuable strategic asset for most acquiring companies.  Here are 10 elements for developing a long-range plan that increase the likelihood of success.

1.     Involve your key people.  For one thing, they will have ideas that are worth considering.  Beyond that, it is axiomatic that the best way to overcome resistance to change is to ensure that those who will be implementing the changes help to determine what those changes will be.  An effective planning group can comprise as few as three people, or as many as 17.  The important thing is that no one who can have a major impact on how the plan is implemented is left out.
2.     Make sure that there is a solid consensus around the vision for the company; i.e. what will be the company’s identity in years to come.
3.     Develop a clear and easily communicated mission statement that expresses what the company does and for whom.
4.     Conduct a SWOT analysis; i.e. identify the company’s principal Strengths, Weaknesses, Opportunities and Threats.
5.     Develop long-range goals that are challenging, achievable and in line with the company’s vision, mission and values.  These goals should be specifically designed to take advantage of strengths and opportunities, while addressing weaknesses and threats.  In addition, ensure that each member of the planning group (and the rest of the staff, as well) can relate the achievement of the company’s vision, mission and long-range goals to a high level of performance in their specific area(s) of responsibility.
6.     Identify outside factors over which you have no control and little, if any, influence.
7.     Short term objectives. Determine what you need to achieve within one year in order to give yourself a leg up in achieving your long-range goals.  But, be cautious with your scheduling.  The biggest mistake most owner-managers make is front loading implementation far too much.  If you are going to make a mistake, especially if this your first planning experience, make it on the low side of delivery.  You can always add short-term objectives later, but if you fail to achieve your objectives, it can severely damage morale.
8.     Attach task assignments, with individual responsibilities and deadlines, to each short-term objective.  Organize task assignments by quarter.
9.     Attach action items to each task assignment.
10.  Conduct follow-up sessions no less often than quarterly.  This step is, in reality, as important as all the rest, because it is all that stands between you and a dusty planning document that fails to impact the future of your company.  Make sure that you are utterly uncompromising in comparing actual performance with plan.  There is no reason to be unpleasant, but papering over poor and/or late performance helps no one.  Most long-range plans fall behind in the early stages, usually because of excessive front loading.  The critical element is that everyone agrees on the relationship between plan and actual performance, and how to get back on track and timeline with any projects that are lagging.

Sunbelt Business Brokers, Greater Bay Area | (408) 436-1900 | www.sunbeltbayarea.net

Tuesday, October 2, 2012

Does Your Business Have Curb Appeal?



Does Your Business Have Curb Appeal?
Let’s say you’re in the market for buying a house and you go to view one that looks appealing in the ad. How does it look on the inside? The outside? What about the location? What is your general impression?

Like your house, your business projects an image to potential buyers. When they come to see your business for the first time, your “curb appeal” can attract a buyer to your business—or cause them to walk away from it.

Do you need to improve your curb appeal? Here's a three-step plan:

1. Fix Your Leaky Faucets
Perhaps, like many other business owners, you started your business from scratch with one or two employees and now you have 20 people working for you. But do you have the appropriate HR infrastructure in place for that size of a company?  Perhaps you even take pride in your informal management style, but it can prove to be a liability when it comes time to sell.

Make sure your human resources policies are at least as stringent as those of the company you hope will buy your business. Some basics to have in place:
•    A written policy making it clear you forbid any form of harassment or discrimination;
•    A written letter of employment for each staff member;
•    A written description of your bonus system;
•    Written policies for employee expenses, travel and benefits.

2. Assemble Your Binder
When you go to buy a house, it will give you confidence if the owner has the instruction manuals for the appliances, information on where they were purchased, and who to call if one of them breaks down.
Similarly, when a potential buyer looks at your company, he wants to see that you have your business information in order.  Documenting your office procedures, core processes, and other intellectual capital can help you attract more bidders and a higher price for your company, while also lowering the chance of the deal falling apart during diligence. 

If you want to attract a buyer one day, your business needs a binder with instructions for basic functions, such as:
·         Opening up in the morning and closing down at night;
·         Forms and step-by-step instructions for routine tasks;
·         Templates for key documents;
·         Emergency numbers for service providers;
·         Billing procedures for customers.
·         How your company is positioned in the market and your marketing tools.

3. Document Your Intangibles
Intangibles for house buying might include: Is the house near a good school or daycare? What kind of neighborhood is it?  What kind of commute are you looking at to get to work?

Your business also has intangible, often intellectual, assets that a potential buyer needs to be made aware of, such as:
·         Proprietary research you’ve conducted;
·         A formula for acquiring new customers;
·         Criteria you use to evaluate a potential new location;
·         Your unique approach to satisfying a customer.

As with selling a house, your company's curb appeal can go a long way toward closing a deal. 

Curious to see if you have a business you could sell one day? Get your Sellability Score now.


Sunbelt Business Brokers, Greater Bay Area | (408) 436-1900 | www.sunbeltbayarea.net

Thursday, September 6, 2012

Q&A - What can I do to help sell my business?



Being pro active in the sale of your business is a must! This week’s Q&A explains what you can do to help the process.
Q: What can I do to help sell my business?
A: As Sunbelt (or broker in general) begins the process of selling your business, there are certain things you can do to help:
• Do business as usual.
• Treat the business as if it is not for sale.
• Do not let inventory levels dip below normal.
• Keep the business clean and in good repair.
• Remove equipment or furniture that is not part of the sale.
• Provide us with monthly updated financial information in a timely manner.
• Be as accommodating as possible in setting appointments to meet with  buyers.
• Let us know of any changes in the business such as hiring or firing
• Always work with us and not directly with potential buyers.
•Remember that a negotiated deal is a deal that will close. Do not become offended by what you consider to be a "low" offer.
•Counter all offers on a timely basis.

 I hope this list helps. Good luck to all that are in the process of selling. And to those of you who would like to speak to one of our brokers/advisors, do not hesitate to call. We will gladly answer any questions you may have.

Thank you,
Joan Young



Sunbelt Business Brokers, Greater Bay Area | (408) 436-1900 | www.sunbeltbayarea.net

Thursday, August 16, 2012

Keeping the sale of your business CONFIDENTIAL


Tip of the Day

Keeping the sale of a business confidential is probably the number one concern for business owners. Employees may become worried about the security of their employment, and clients may become concerned about quality and service.  Here’s something to ease your concern…

Business Brokers specialize in confidentiality. Every business they sell is a confidential transaction. A broker acts on your behalf allowing you to remain anonymous. It’s important to maintain confidentiality.

So, When should I tell my employees about the sale, you may ask? 

Although it sounds cruel, our considerable experience has proven that it is best to tell your employees about the sale after the sale is complete. Of course, if there is an employee whose expertise will be needed after the sale, you should introduce the buyer to this employee shortly before closing.

We have found that once employees find out that the business is for sale, they often just assume that their position will be replaced with the new owner’s personnel. This is far from the truth, however. Current employees are a wealth of knowledge! After the transaction has occurred and the seller is no longer there, employees become a real asset to the business. It typically works best if employees are introduced to the new owner right after closing the sale. This enables the new owner to tell about his background and to take time to assure the employees of their value and that no one is going anywhere– all without distressing anyone.

If you’d like to discuss how the confidentiality of the sale of your business will be handled, contact me at the number below. Thank you very much.
-Joan Young
Sunbelt Business Brokers, Greater Bay Area | (408) 436-1900 | www.sunbeltbayarea.net

Tuesday, August 14, 2012

Planning to Sell? How to answer THE most important question


Many business owners believe the act of selling their business is similar to passing the baton in a 400 meter relay: once you’re finished running, you get to relax.  In reality, buyers will insist that you stay on for a transition period – anywhere from six months to five years – during which time you continue to work in your business to help the buyer capitalize on the investment they’re making.


THE Question

At some point in the process of selling your business, a prospective buyer will ask you – oftentimes casually – “Why do you want to sell your business?” These eight seemingly innocuous words have derailed more deals than any others.

Buyers ask THE question to evaluate how likely and willing you are to stay on or if you already have one foot out the door.

Obviously you don’t want to lie, but there is a right and wrong way to answer THE question. Answers like “I want to slow down a bit” or “I want to travel” or “we’ve got a baby on the way and I want to spend more time at home” communicate to a potential buyer that you plan on winding down when they take over. However, what they want to hear is your intention to help them realize the potential locked inside your business.

Here are some suggested responses based on your age.

If you’re under 40, you clearly aren’t ready to “retire” so you need to communicate that you see an upside in merging your business with theirs:

“In order for us to get to the next level, we need to find a partner with more <insert sales people, distribution, geographic reach, capital or whatever the partner brings to the table>.”

If you’re between 40-55 years old, most people will understand the need to shore up your personal balance sheet:

“I’ve reached a time in my life where I want to create some liquidity from the value I’ve created so far, and at the same time I want to find a partner who can help us get to the next level.”

If you’re over 55, you can start to talk about retirement, but you want to make sure you communicate that you still have lots of energy and passion for your business.

“I’m at a stage where I need to start thinking about retirement. It’s a long way off yet, but I want to be proactive.”

Rehearse your answer to THE question so it becomes a natural response when you are inevitably asked THE question by a potential acquirer. 

Contact us now to schedule a free consultation. I will gladly go over your personal situation with you.
Thank you! 
Sunbelt Business Brokers, Greater Bay Area |  (408) 436-1900 | www.sunbeltbayarea.net | info@sunbeltbayarea.net


Thursday, August 2, 2012

Have you thought of your Exit Strategy?


If you’re a business owner, you’ve most likely asked yourself this question, HOW DO I GET OUT OF THIS BUSINESS? The buzz phrase is “Exit Strategy” – and you have one—whether or not you have a plan in place. 

Your financial planner says you should have an exit strategy; your lawyer says you should have an exit strategy; your spouse says you should have an exit strategy. They may not say it in just that way. The financial planner says you need to diversity your assets; your lawyer says you need to spread your risks; and your spouse asks, “When are we going to spend more time together?”

In planning your exit strategy, you will have to look at many areas of the business and your personal life.
  • Estate planning
  • Retirement plans
  • Financial requirements
  • Mergers / acquisitions / sale
  • Heirs
I understand this can be overwhelming. Here is where I come into place. For a personal consultation regarding your Exit Strategy please call us at (408) 436-1900 or visit our web page where Exit Strategy Webinars are taped to educate potential sellers.

I look forward to hearing from you! 

Best of luck,
Joan Young

 Joan Young         jyoung@sunbeltbayarea.net  (408) 436-1900    www.sunbeltbayarea.net

Tuesday, July 24, 2012

A Strategic Management of Tax Liability



Strategic Management of Tax Liability
“A Way Out”

“If I sell my business, am I going to get killed with taxes?"

“It would be better to let my kids inherit my assets at stepped up value when I pass away.”
    
Sound too familiar? Most people don’t realize estate taxes are almost 50% above varying exemptions, and that non-spousal “step-up” values are set to cap at $5,000,000 in the year 2012!

There is a smart, functional, and legal way to address these issues. The answer may lay with a powerful tax tool called the Deferred Sales Trust.
 If you own a business or real estate with a large amount of gain and are not selling your property because of capital gain taxes, or can’t find suitable, qualified property exchanges, then you may want to consider a Deferred Sales Trust™ (DST).
The DST can be used with any kind of entity, e.g., LLCs, S or C election corporations, as well as individuals who own real estate, rental properties, vacation homes, commercial properties, hotels, land, industrial complexes, retail developments, and raw land, to name a few.
 If invested properly, the money in the trust could potentially grow at a greater rate than that of inflation and even the distribution rate and ensures the necessary liquidity to pay back the note due to the Seller/Taxpayer. (The interest rate in the note to you is dictated by the IRS to be a competitive rate, i.e., 6% to 10%.) While we have primarily focused on Capital Gains Tax, the amount of gain due to straight line depreciation is also deferred with a DST.
 The DST Trained and Approved Trustee may invest in REIT’s, bonds, annuities, securities or other “prudent investments” that are suitable to help assure the Trustee’s performance in repaying the Seller/Taxpayer pursuant to the held installment sales note. The DST Trained and Approved Trustee’s reinvestment of the proceeds may result in more or less risk depending on the nature of where the proceeds are reinvested.
 My husband John and I personally used the Deferred Sales Trust to defer tax gains on an income property we sold after 13 years of owning it. We put $400k in the trust and have been averaging an interest rate of 8%.
 If you would like to know more please call John Young, Vice President of Sunbelt, and he will make sure you get contact information for a trained trustee. 
Joan Young
Broker

Please contact John Young for more information on the Deferred Sales Trust.
John Young, Vice President
Sunbelt Business Brokers
Office: 408-436-1900
Mobile: 408-464-5888
Website: www.mydstplan.com/sunbelt
john@sunbeltbayarea.net


Tuesday, July 3, 2012

WHY USE A BUSINESS BROKER?


Business owners often find themselves unsure as to whether or not they should use a business broker for the sale of their business. As an experienced professional in this industry, I genuinely believe that using a business broker is vital in the sale of a business. A business broker acts on your behalf and can successfully guide and execute the sale of your business. Consider these 6 reasons:

1. Confidentiality - Business Brokers specialize in confidentiality. Every business sold is a confidential transaction. It is particularly important remain anonymous if you do not wish your employees, banks or clients to find out prematurely that you are planning to sell. Employees may become worried about the security of their employment, and clients may become concerned about quality and service. Using a broker ensures confidentiality.

2. A Broker has Experience - A business broker has the experience to handle the sale of your business in an efficient and professional manner. They know the procedures, the forms required and the proper methodology to protect you during the sale process. An experienced business broker who has spent a number of years developing an understanding of the current market and acquisition process can be invaluable in helping you sell your business.

3. A Broker knows how to Market your Business - A Business Profile and/or a Confidential Business Review are tools that a broker uses when promoting the sale of your business. A Business Profile is a single page marketing piece, while a Confidential Business Review is much more detailed and is about 10+ pages long.

 4. A Broker already has many Potential Buyers - Your broker and the other brokers in the brokerage will have thousands of qualified and experienced buyers in queue which means your broker will be able to find those interested in purchasing a business like yours.

5. A Broker lets you Maintain a “Business as Usual” Mindset - Nationwide it typically takes six to seven months to sell a business, but it can take up to a year. You will want to get the best price possible for your company, and that means your business has to continue to function as usual. Maintaining the status quo helps make sure that employees feel secure and don’t contemplate leaving, and that clients know service and quality will be maintained. If a business is for sale, it is especially important to make sure that everything continues in the same efficient manner.

6. A Broker will Co-Broke – A broker will cooperate (Co-Broker) with other brokers in the market. This means you are being seeing by many eyes and the most exposure you can get will expedite the sale. The exclusive broker will share their commission with the cooperating broker.
For additional information, contact Sunbelt of the Greater Bay Area. Or give us a call at 408-436-1900.
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Tuesday, April 3, 2012

The Five Things Employees Really Want

I haven't managed to catch all the episodes of Undercover Boss this season, but there was one I did see -- Popeyes Louisiana Kitchen.

I almost didn't want to watch, because if they were going to show me that secretly the restaurants had rats or the food was made from something gross, I didn't want to know. But I had to check it out.
Thankfully, the food seems to be just fine. The problems found by their undercover executive -- chief talent officer Lynne Zappone -- had to do with how employees were treated.
This episode shows exactly what Popeyes's employees really want. Here's a hint, it's not a raise:

1. A pleasant work environment. Zappone worked one store where the manager was yelling at the other workers -- including her -- in front of the customers. That's just not cool.

2. Recognition. The janitor at one store impressed Zappone with his strong loyalty to the company. He even buys his own less-toxic cleaning products to use. "I consider this my store," he tells her. He also sadly informs her that Popeyes has no employee-of-the-month award, like most fast-food chains do.

3. Perks. Zappone was shocked when a coworker asked if he could catch a ride with her for lunch -- to Taco Bell, where the food is cheaper than at Popeyes. He needed to go there because the employee discount on Popeyes food had been discontinued. A company picnic had also faded away over the years.

4. Help when they need it. Many of Popeyes's workers were displaced and saw their families scattered after Hurricane Katrina. One 20-year employee was fired when she couldn't return to work fast enough, despite being an invaluable trainer. The janitor had lost everything in the hurricane and lived at his church for two years while he got back on his feet. Zappone realized Popeyes could have done more to reach out to displaced workers and help them stay with the company after the disaster.

5. Mentoring. One line worker who had formerly been homeless was trying to attend a hospitality college despite lacking a car, while one manager hoped to become a regional trainer. In the show conclusion, Zappone helped both with scholarships and coaching to move their own professional goals forward.
The show highlighted a basic fact so many employers don't get: Your employees are people -- people with problems, yes, but they also have a history and dreams. If you treat them as such, they will be more productive and better representatives of your brand.

Friday, March 9, 2012

Advertising Overload: Are You Guilty?


Advertising Overload: Are You Guilty?

New research on how just many marketing messages it takes to completely turn off a customer.
Mae West said that too much of a good thing can be wonderful. Obviously Ms. West was never on the receiving end of the avalanche of marketing messages consumers now receive. And now recent research from Upstream and YouGov show just how bad an impression a deluge can make.
According to the 2012 Digital Advertising Attitudes Report, a study of adults 18 and over in the U.S. and U.K., a big percentage of people would stop using a product or service if they received too much advertising for it: 27 percent of those in the U.K. and 20 percent of the U.S. respondents.
It's a "major backlash," according to the study, that badly dovetails with the finding that nearly two-thirds of online consumers in both the U.S. and U.K. already feel that they are targeted by "excessive digital advertising and promotions."
In other words, people increasingly feel stalked and when they feel stalked they want to run in the other direction. That will likely only get worse as mobile marketing to cell phones and tablets begins to gear up. Roughly two-thirds of the people surveyed said they would dislike getting ads on their mobile devices.
The problems of perceived over-targeting doesn't stop with the 20 to 25 percent that say they would stop using a product or service, as you can see in this table:




Two-thirds of consumers say at the very least they would unsubscribe from a brand's promotions if the company delivered too many of them. About 28 percent of people in the U.S. and 37 percent in the U.K. would begin to respond negatively to further marketing from the company in question. One in 10 would take to protesting on social media sites.
This is just an extension of a similar problem in social media marketing. It's not difficult to understand. How often have you become frustrated with email newsletters, promotional tweets, daily deal alerts, and the mountain of marketing messages you receive in a day?
Each company wants to deliver its unique sale pitch and value proposition and with enough frequency that they won't be forgotten. But it's the corporate equivalent of the loudmouth at the cocktail party who won't stop talking. Eventually, people try to avoid eye contact, look for others to speak with, and otherwise do their best to avoid an annoying boor.
There are steps to take. In the U.S., 55 percent of consumers didn't want more than one message a month, although those between the ages of 18 and 24 were open to contact as frequently as once a week. When asked what would make them more likely to respond, 26 percent said marketing tailored to personal interests and 21 percent said that the material would have to be contextually relevant to what they were doing. At the same time, don't depend too heavily on those insights, because consumers could also react badly if they sense whiffs of cyber stalking.
The key is to communicate in moderation—enough to stay in touch, but not so much that your brand becomes the pariah in their inbox. At parties or in business, good taste goes a long way.

Thursday, February 16, 2012

Negotiating for Wimps


Negotiating for Wimps

How to ask for what you want -- and get it. Eleven tips for the confrontation-shy.
So if you’re like me—a negotiating sissy—here are a few ways to make negotiating a little less stressful, a little more fun, and a lot more successful:

1. Make the first bid. People hate to go first if only because going first might mean missing out on an opportunity: "If I quote a price of $5,000,” the thinking goes, “and he would have happily paid $7,000, I leave money on the table.” In the real world, that rarely happens, because the other person almost always has a reasonable understanding of value.
So set an anchor with your first offer. (The value of an offer is highly influenced by the first relevant number—an anchor—that enters a negotiation. That anchor strongly influences the rest of the negotiation.)
Research shows that when a seller makes the first offer the final price is typically higher than if the buyer made the first offer. Why? The buyer's first offer will always be low. That sets a lower anchor. In negotiations, anchors matter.
If you’re buying, be first and start the bidding low. If you’re selling, start the bidding high.
2. Use silence as a tool. Most of us talk a lot when we’re nervous, but when we talk a lot, we miss a lot.
If you make an offer and the seller says, "That is way too low," don't respond right away. Sit tight. The seller will start talking in order to fill the silence. Maybe he’ll list reasons why your offer is too low. Maybe he’ll share why he needs to make a deal so quickly. Most of the time the seller will fill the silence with useful information—information you would never have learned if you were speaking.
Listen and think more than you speak. When you do speak, ask open-ended questions. You can't meet in the middle, much less on your side of the middle, unless you know what other people really need.
Be quiet. They’ll tell you.
3. Expect the best. High expectations typically lead to high outcomes. Always go into the negotiation assuming you can get what you want. Always assume you can make a deal on your terms.
You can't receive if you don't ask. Always ask.
4. Never set a range. People love to ask for ballpark figures. Don’t provide them; ballpark figures set anchors, too.
For example, don’t say, "My guess is the cost will be somewhere between $500 and $1,0000." The buyer will naturally want the final cost to be as close to $500 as possible—even if what you are eventually asked to provide should cost well over $1,000.
Never provide an estimate when you don’t have enough information. Keep asking questions instead.
5. Concede for a reason. Say a buyer asks you to cut your price. Always get something in return by taking something off the table. Every price reduction or increase in value should involve a trade-off of some kind.
Follow the same logic if you are the buyer. When you make a second offer, always ask for something else in return for that higher price. And if you expect the negotiations to drag on, feel free to ask for things you don't really want so you can concede them later.
6. Never negotiate alone. While you probably do have the final word, being the ultimate decision-maker can leave you feeling cornered.
Always have a reason to step away and get a final okay from another person, even if that other person is just you.
It might feel wimpy to say, “I need to talk this over with a few people first,” but better to feel wimpy than to be pressured into a decision you don’t want to make.
7. Use time to your advantage. Even though you may hate everything about negotiating, never try to wrap a negotiation up as soon as possible just to be done with it. Haste always results in negotiation waste.
Plus there’s another advantage to going slowly. Even though money may never change hands, negotiations are still an investment in time. Most people don’t want to lose on their investments. The more time the other side puts in the more they will want to close the deal… and the more likely they will be to make concessions so they can close the deal.
While some people will walk away, most will hang in for much longer than you might think.
8. Ignore bold statements. Never assume everything you hear is true. The bolder the statement the more likely it is to be a negotiating tactic.
Strong statements are either a bullying tactic or a sign of insecurity. (Or, often, both.) If you feel intimidated, walk away. Otherwise, listen closely for what lies under all the bluster and posturing.
9. Give the other person room. You feel defensive when you feel trapped; so does the other party.
Push too hard and take away every option and the other person may have no choice but to walk away. You don't want that, because...
10. Don’t try to win. Negotiating isn’t a game to be won or lost. The best negotiation leaves both people feeling they received something of value. Don’t try to be a ruthless negotiator; you’re not built that way.
Instead, always try to…
11. Build a relationship. Never take too much from the table, and never leave too much. As you negotiate, always think about how what you say and do can help establish a long-term business relationship. A long-term relationship not only makes negotiating easier the next time, it also makes your business world a better place.

Tuesday, February 7, 2012

SEVEN POWERFUL RATIOS TO START TRACKING NOW

Doctors in the developing world measure their progress not by the aggregate number of children who die in childbirth but by the infant mortality rate, a ratio of the number of births to deaths.

Similarly, baseball’s leadoff batters measure their “on-base percentage” – the number of times they get on base as a percentage of the number of times they get the chance to try.

Acquirers also like tracking ratios and the more ratios you can provide a potential buyer, the more comfortable they will get with the idea of buying your business.

Better than the blunt measuring stick of an aggregate number, a ratio expresses the relationship between two numbers, which gives them their power.

If you’re planning to sell your company one day, here’s a list of seven ratios to start tracking in your business now:

1. Employees per square foot

By calculating the number of square feet of office space you rent and dividing it by the number of employees you have, you can judge how efficiently you have designed your space. Commercial real estate agents use a general rule of 175–250 square feet of usable office space per employee.

2. Ratio of promoters and detractors

Fred Reichheld and his colleagues at Bain & Company and Satmetrix, developed the Net Promoter Score®  methodology, which is based around asking customers a single question that is predictive of both repurchase and referral. Here’s how it works:  survey your customers and ask them the question “On a scale of 0 to 10, how likely are you to recommend to a friend or colleague?” Figure out what percentage of the people surveyed give you a 9 or 10 and label that your ratio of “promoters.” Calculate your ratio of detractors by figuring out the percentage of people surveyed who gave you a 0–6 score.  Then calculate your Net Promoter Score by subtracting your percentage of detractors from your percentage of promoters.

The average company in the United States has a Net Promoter Score of between 10 and 15 percent. According to Satmetrix’s 2011 study, the U.S. companies with the highest Net Promoter Score are:

USAA Banking 87%
Trader Joe’s 82%
Wegmans 78%
USAA Homeowner’s Insurance 78%
Costco 77%
USAA Auto Insurance 73%
Apple 72%
Publix 72%
Amazon.com  70%
Kohl’s 70%

3. Sales per square foot

By measuring your annual sales per square foot, you can get a sense of how efficiently you are translating your real estate into sales. Most industry associations have a benchmark. For example, annual sales per square foot for a respectable retailer might be $300. With real estate usually ranking just behind payroll as a business’s largest expenses, the more sales you can generate per square foot of real estate, the more profitable you are likely to be.

Specialty food retailer Trader Joe’s ranks among companies with the highest sales per square foot; Business Week estimates it at $1,750 – more than double that of Whole Foods.


4. Revenue per employee

Payroll is the number-one expense of most businesses, which explains why maximizing your revenue per employee can translate quickly to the bottom line. In a 2010 report, Business Insider estimated that Craigslist enjoys one of the highest revenue-per-employee ratios, at $3,300,000 per employee, followed by Google at $1,190,000 per bum in a seat. Amazon was at $1,010,000, Facebook at $920,000, and eBay rounded out the top five at $530,000. More traditional people-dependent companies may struggle to surpass $100,000 per employee.   


5. Customers per account manager

How many customers do you ask your account managers to manage? Finding a balance can be tricky. Some bankers are forced to juggle more than 400 accounts and therefore do not know each of their customers, whereas some high-end wealth managers may have just 50 clients to stay in contact with. It’s hard to say what the right ratio is because it is so highly dependent on your industry. Slowly increase your ratio of customers per account manager until you see the first signs of deterioration (slowing sales, drop in customer satisfaction). That’s when you know you have probably pushed it a little too far.


6. Prospects per visitor

What proportion of your website’s visitors “opt in” by giving you permission to e-mail them in the future? Dr. Karl Blanks and Ben Jesson are the cofounders of Conversion Rate Experts, which advises companies like Google, Apple and Sony how to convert more of their website traffic into customers. Dr. Blanks and Mr. Jesson state that there is no such thing as a typical opt-in rate, because so much depends on the source of traffic. They recommend that rather than benchmarking yourself against a competitor, you benchmark against yourself by carrying out tests to beat your site’s current opt-in rate.

Dr. Blanks and Mr. Jesson suggest the easiest way of increasing opt-in rate is to reward visitors for submitting their e-mail addresses by offering them a gift they’d find valuable. Information products – such as online white papers, videos and calculators – make ideal gifts, because their cost per unit can be almost zero. Using this technique and a few others, Conversion Rate Experts achieved a 66 percent increase in the prospects-per-visitor rate for SOS Worldwide, a broker of office space.

7. Prospects to customers

Similar to prospects per visitor, another metric to keep an eye on is the efficiency with which you convert prospects – people who have opted in or expressed an interest in what you sell – into customers.

Conversion Rate Experts’ Dr. Blanks and Mr. Jesson recommend you monitor the rate at which you are converting qualified prospects into customers, and then carry out tests to identify factors that improve that ratio. Conversion Rate Experts more than doubled the revenues of SEOBook.com, the leading community for search marketers, by converting many of SEOBook’s free subscribers into customers. Techniques that were found to be effective included (perhaps counter intuitively) restricting the number of places available; allowing easier comparison between SEOBook and the alternatives; communicating the company’s value proposition more effectively; and simplifying its sign-up process. The trick is to establish your benchmark and tinker until you can improve it.

Acquirers have a healthy appetite for data. The more data you can give them – in the ratio format they’re used to examining – the more attractive your business will be in their eyes.

Wondering if you have a sellable business? The Sellability Score is a quantitative tool designed to analyze how sellable your business is. After completing the questionnaire, you will immediately receive a Sellability Score out of 100 along with instructions for interpreting your results. Take the test here:
http://www.sellabilityscore.com/sunbelt-advisors-bay-area/joan-young

Thursday, January 12, 2012

2012 Business Sales, Avoiding Risks and Higher Rewards


The new year has begun and resolutions are flying around as if they are going to be kept as usual.  The economy looks like it is coming back, so it is time to consider how that affects you and your decision regarding your exit strategy.

What I have found is that business owners sell only when two decision paths converge.  The first path is the subjective or personal decision to sell: it is time to sell because personal goals can now be met better by selling the business than by staying active in it.  The second is the business decision; both the market conditions and the companies readiness make it the right time to sell.

The personal motives are many but here are just a few to review to  see if you can relate to any of them

·         A desire to take the chips off the table.  Your tolerance for risk just isn't what it use to be.  The recession affected many business owners and took some of the fun out of being in business.

If the joy for going to work each day is fading.  The fire in the belly is gone and for many has been replaced by the desire to do something else.

You realize that now is the time to sell because you can attain financial security.  There are other activities that you want to explore other than just running the business. 

There is a point at which these risks become overly burdensome, especially when the business itself has some value.  The only way to eliminate the risks inherent to owning a closely held business interest to to sell it for cash.  There are few buyers now that are interested in all cash deals so there is still some risk still on the table.  However a personal guarantee for a good qualified buyer will eliminate any concern for collecting what is owed.

Wednesday, April 13, 2011

Day 2: Understanding EBITDA: Seek Outside Opinions


You can tinker with the formula all you like. But how will you know what calculations are safe to assume and which aren't? How do you put a price tag on your company's competitive advantage, list of customers, and your brand as a whole?

There are endless variables and measurements that factor into your company's worth. One way to gauge interest is to approach potential buyers in your industry.

There are a number of other resources you can use to estimate the value of your company. Business Valuation Resources, for instance, provides you with comparative and historical information within your industry. Experts agree, though, that EBITDA does depict an accurate comparison across markets because of the exclusion of interest and taxes that vary by sector. Making the right changes – cutting unprofitable costs, expanding sales, or reaching new markets – can have a significant effect on EBITDA as a measure of your performance.

At this point a simple question remains: which year's EBITDA are we talking about, the current, past, projected, or a combination? Buyers, of course, will be pushing for a lower valuation and might look at an average of EBITDA over, say, three years as the base number. To get the highest valuation, you'll want to bolster gains in the present and future. To do so, be sure to exceed your business plan and monthly goals, create a solid sales stream into next year, and get clients on-board with long-term contracts. Don't exaggerate too wildy, though: sophisticated buyers will always cut through the grease.

Wednesday, March 16, 2011

Alternative Acquisition Funding

As the economy struggles to rebound, unemployment rates remain at historical highs and millions of Americans are still looking for work. As a result, many have considered following their entrepreneurial dreams of "creating" their own job rather than relying on corporate America to see them through. While hard times have kept demand for small businesses high and a wide selection of options are on the market, most business buyers are facing one major challenge: Accessing the capital required to purchase one.

It's rare that a buyer has enough cash to buy a business outright, so traditionally they've relied on a variety of sources to finance the purchase. Unfortunately, the primary source of capital for small business buyers--commercial and bank loans backed by the U.S. Small Business Administration's 7(a) loan program--has dried up significantly over this past year. According to numbers released for the SBA's 2009 fiscal year, the 7(a) program made 36 percent fewer loans than it did in 2008, backing only 44,221 loans from banks for starting, purchasing, or expanding a small business.

These numbers might seem to paint a grim picture for aspiring business buyers, but fortunately there are other ways to secure financing to buy a business. If you're in the market but face a lack of capital and no clear idea of where to start, consider the following financing options:

Peer-to-Peer Lending Networks
If you're unable to access bank capital to finance a small business purchase, one alternative is to turn to peer-to-peer lending networks. These networks remove the traditional lending institutions, instead allowing lending transactions to take place directly between individuals. If you want to use this route, you can do so via online companies such as Prosper.com and LendingClub.com. On these sites, loan seekers request a specific amount (typically up to $25,000) at a specific interest rate, and lenders fund all or portions of the loan. Lenders are then paid back with interest over a set period of time. Buyers' success when using these networks depends largely on their credit ratings.

Friends and Family
Borrowing money from the people you're closest to in life is probably the longest-standing method of funding entrepreneurial endeavors. Many people are hesitant to borrow money from friends and family for fear of straining personal relationships, but--if you make it a point to hold up your end of the deal under all circumstances and borrow only from individuals who are in a position to lend without risking their own financial health--it can serve as one of the most effective ways to fund a business.

If you feel this is an ideal method for your individual situation, you can use sites such as VirginMoney.com to manage the process of borrowing from people you know to ensure all parties involved are comfortable with the deal and confident that all loans will be paid back on time.

Retirement Funds
As with borrowing money from friends or family to buy a business, some might consider using money from a retirement nest-egg risky. That said, it can often be an effective way to invest in your entrepreneurial endeavors and has had successful outcomes for more and more of today's business buyers. As laid out by the government's ERISA law, you can invest your existing IRA or 401(k) funds to the purchase of a business without taking an early distribution and incurring penalties.

It's even possible to combine money from your retirement fund with loans and other funding methods for greater flexibility. Many entrepreneurs choose to invest in a business they control because they believe the growth opportunity is greater and want to diversify a portion of their retirement holdings outside of the stock market. If you find this is a viable option, sites such as GuidantFinancial.com can provide you with more information on this small business investing method.

Seller Financing
Increasingly today more business-for-sale transactions are resting on a seller's willingness to finance at least part of a sale. In a deal that includes seller financing, the seller takes part of the purchase price in cash and the remainder in the form of a promissory note that the buyer will pay back with interest over a period of three-to-five years. This has become essential; buyers are having difficulty accessing funds through traditional methods, therefore there's a natural gravitation toward seller-financed businesses to help offset some of the cost up front.

Conversely, sellers who continue to say no to seller financing are finding it difficult to close a deal, and as more of them have realized this, there has been an increase in seller-financed businesses on the market. To make it easier for buyers to locate these businesses, my company site, BizBuySell.com recently introduced the ability to filter search results based on a seller's willingness to offer financing.

If you're in the market for a small business it's important to be aware of alternate funding options, but know that in some cases it's still possible to borrow from a bank. Government stimulus and bank policy have been trying to promote ongoing small business lending, although many banks are still more conservative than they used to be about when and to whom they'll loan money.

Today's business-for-sale marketplace is full of exciting opportunities that will allow you to take your destiny into your own hands, and with various options available there's no reason to let a shortage of traditional capital sources get in the way of your dreams.

Monday, January 10, 2011

Protecting your company’s value during a sale

If you have ever promised your child a treat in return for good behavior, you know all about negotiating leverage.

When selling an attractive business, you also have leverage—up to the point that you sign a letter of intent (LOI), which almost always includes a “no shop” clause, forcing you to terminate discussions with other potential buyers while your new found “fiancĂ©” does due diligence before handing over the check.

After you sign the LOI, the balance of power in the negotiation swings heavily in favor of the buyers, who can then take their time investigating your company. At this point, there is little you can do.

Yet, with each passing day, you will likely become more psychologically committed to selling your business. Savvy buyers know this and often drag out diligence for months, ultimately manufacturing things to justify lowering their offer price or demanding better terms.

With your leverage diminished and other suitors sidelined, you’re then left with the unattractive options of either accepting the inferior terms or walking away.

We recommend four things you can do prior to signing an LOI to minimize the chances of your deal dragging on for months and becoming watered down:

1. Make sure your customer contracts have “successor” clauses

Try to have customers sign long-term, standardized contracts that include a clause stating that the obligations of the contracts survive any change in ownership of your company. Have your lawyer wordsmith the details.

2. Nurture and prepare a group of 10–15 “reference-able” customers

Acquirers will want to ask your customers why they do business with you and not your competitors. Cultivate a group of customers to act as references before you sign the LOI.

3. Ensure your management team is all on the same page

During due diligence, acquirers will want to run “isolation” interviews, during which they speak with your managers without you in the room. They are trying to understand if your company is pulling in the same direction and to identify any dissension or incoherence among your ranks.

4. Make sure you have audited financials

An acquirer will have more confidence in your numbers and will perceive less risk if your books are audited by a recognized accounting firm.

Tomorrow we’ll look at the top three things you can do to ensure your deal does not become diluted or fall apart at the altar.