PASSING THE FAMILY BUSINESS TO THE NEXT GENERATION - IS IT YOUR BEST CHOICE?

Written by Dave Kauppi


Continued from page 1
Are your heirs even capable of running your business? Have you held on torepparttar reins so tightly thatrepparttar 104040 kids involved inrepparttar 104041 business have not been able to develop their decision-making or leadership skills? Do they command company respect because of their personal strength and skills or are they grudgingly granted respect because they arerepparttar 104042 child ofrepparttar 104043 owner? If that isrepparttar 104044 case,repparttar 104045 odds are not good for them taking over when you retire. Another big challenge is trying to balance fairness in employing many children or even grandchildren in a family business with various skill levels, compensation levels and ownership levels. The jealousy and in fighting can absolutely grindrepparttar 104046 company’s progress to a halt. The business owner must make some difficult decisions when he or she decides it is time for them to retire. Why did I create this business? Was it to keep this business inrepparttar 104047 family for generations or was it to provide for my family for generations? Ifrepparttar 104048 desire andrepparttar 104049 capability ofrepparttar 104050 children are not evident andrepparttar 104051 company is large enough, it may berepparttar 104052 right decision to first get outside board members actively involved as step one. Step two would be to hire professional management to runrepparttar 104053 business. A second alternative is to sellrepparttar 104054 company while you are still running it and it can command its highest value. If you have children that want to remain inrepparttar 104055 business forrepparttar 104056 immediate future, incorporate that intorepparttar 104057 sale agreement with employment contracts. Another way to think of it is, while I am runningrepparttar 104058 business,repparttar 104059 best ROI is to keeprepparttar 104060 bulk of my net worth invested in this company. If I am no longer runningrepparttar 104061 company what isrepparttar 104062 best risk reward profile for my net worth? Would my heirs be better off ifrepparttar 104063 business was sold andrepparttar 104064 value converted to financial assets?

Dave Kauppi is a Merger and Acquisition Advisor with Mid Market Capital, Inc. MMC is a business broker firm specializing in middle market corporate clients. We provide M&A and divestiture, succession planning, valuations, corporate growth and turnaround services. Dave is a Certified Business Intermediary (CBI), a licensed business broker, and a member of IBBA and the MBBI. Contact (630) 325-0123, davekauppi@midmarkcap.com or www.midmarkcap.com.


SELLING YOUR BUSINESS FOR THE BEST PRICE

Written by Dave Kauppi


Continued from page 1

7.PROCUCT/SALES PIPELINE – Smaller companies often are more agile and have better R&D efficiency than their high overhead big brothers. In technology, time to market is critical and big companies evaluaterepparttar build versus buy question. Small companies that develop new technology are faced withrepparttar 104039 decision of developing distribution internally or selling to a larger company with developed channels. A win/win scenario is to sell out at a price, in cash and stock at closing, that rewardsrepparttar 104040 smaller company for what they have today, plus an earn out component tied to product revenues withrepparttar 104041 new company.

8.PRODUCT DIVERSITY – A smaller company that has a quality portfolio of products but may lack distribution can become a valuable asset inrepparttar 104042 hands ofrepparttar 104043 strategic buyer. A narrow product set, however, increases risk and drives down value.

9.INDUSTRY EXPERTISE AND EXPOSURE – Encourage your staff to publish articles and to speak at industry events. Encourage local and industry reporters to use you asrepparttar 104044 voice of authority for industry issues. Your company is viewed in a more positive light, gets more business referrals, and an industry buyer will remember you favorably as an acquisition candidate.

10.WRITTEN GROWTH PLAN –Capturerepparttar 104045 opportunities available to your company in a two to five page written growth plan. What additional markets could we pursue? What additional products could we deliver to our same customers? What segments of our current market offerrepparttar 104046 most growth potential? Where arerepparttar 104047 best margins in our customer base and product set? Can we expand in those areas? Can we repurpose our products for different markets? Can we license our intellectual property? What about strategic alliances or cross marketing agreements? Documenting these opportunities can add torepparttar 104048 purchase price.

When it comes to unlockingrepparttar 104049 market value of your privately held company, it is not limited torepparttar 104050 bottom line. Profitability is hugely important, butrepparttar 104051 factors above can result in significant premiums over traditional valuation approaches. When you sell Microsoft stock, there is no room for interpretation aboutrepparttar 104052 market price. The market for privately held businesses is imprecise and illiquid. There is plenty of room for interpretation andrepparttar 104053 result forrepparttar 104054 best interpretation byrepparttar 104055 marketplace is a big pay off when you decide to sell.

Dave Kauppi is a Merger and Acquisition Advisor with Mid Market Capital, Inc. MMC is a business broker firm specializing in middle market corporate clients. We provide M&A and divestiture, succession planning, valuations, corporate growth and turnaround services. Dave is a Certified Business Intermediary (CBI), a licensed business broker, and a member of IBBA and the MBBI. Contact (630) 325-0123, davekauppi@midmarkcap.com or www.midmarkcap.com.


    <Back to Page 1
 
ImproveHomeLife.com © 2005
Terms of Use