Eight Key Steps to Selling Your Business and Cashing In!

Written by Afra AmirSanjari


This year, some 700,000 American businesses will be sold. Most will be small and mid-sized businesses like yours. If you, too, are thinking of selling, consider these practical steps for makingrepparttar process go smoothly.

1. Determine a Realistic Price Range 2. Understandrepparttar 103482 Tax Consequences 3. Prepare for a Sale 4. Seek Potential Buyers 5. Negotiate Your Deal 6. Sign a Sales Agreement 7. Plan forrepparttar 103483 Closing 8. File Paperwork Withrepparttar 103484 IRS

Now forrepparttar 103485 GOOD STUFF!

Gettingrepparttar 103486 Cash Out of your Business Note Business notes, known more specifically as seller carryback business notes, are created whenrepparttar 103487 buyer of a business can not or will not pay all cash. Frequently, banks and similar lending institutions are hesitant to loan money to new business owners who have minimal track records and where hard assets make up a small percentage ofrepparttar 103488 total purchase price.

Inrepparttar 103489 case where a buyer cannot obtain a loan,repparttar 103490 seller is left with two choices (1) hold off until he/she find a buyer who can pay all cash or (2) carry back a note in order to collect future payments. The first option is often not realistic. Inrepparttar 103491 second case,repparttar 103492 seller is hopefully able to at least extract a large down payment to make extra sure thatrepparttar 103493 buyer has some "skin inrepparttar 103494 game". However, even thenrepparttar 103495 seller is usually in a position that he prefers not to be in – he has no lump sum of money to either invest in other opportunities or to retire. Unlike a real estate note, where is there is a hard asset that is fairly easy to appraise;repparttar 103496 business note is relatively risky to hold.

When Politics Prevent Innovation

Written by John Savageau


When Politics Prevent Innovation

Or… Still Fighting Battles and Losing Wars

The objective is to beatrepparttar competition and make money. Everything a business organization does should be focused on that simple objective, with interpretation through various Vision and Mission Statements. However if we take a survey of how our organizations spend our energy, often that objective is lost in a web of internal politics and positioning. Of course competition is normally good – regardless of whether it is internal or external – torepparttar 103481 point we do not lose focus on company objectives asrepparttar 103482 ultimate outcome of our competition.

We often userepparttar 103483 phrase “winning battles and losing wars.” That phrase really hits home when we record allrepparttar 103484 things we do, every day of our business lives, that result in a situation where we are struggling with more fervor for internal positioning then committing energy in activities to beat our competition. What does “winning battles and losing wars really mean?

Perhapsrepparttar 103485 sales and operations groups are having difficulty with product and contract provisioning. Sales of course wants to sign contracts, get acceptance, and quickly start customer billing – their commission depends on shorteningrepparttar 103486 book to bank process. Operations is unhappy becauserepparttar 103487 contracts tend to stray fromrepparttar 103488 letter of a product or service. Thus, operations may dig their heels in and not expedite provisioning whilerepparttar 103489 “bringrepparttar 103490 sales guys into line.”

What isrepparttar 103491 result of this little battle? Of course,repparttar 103492 customer does not receive service withinrepparttar 103493 want date andrepparttar 103494 company does not get paid as quickly as they would with a fast implementation and acceptance. And I, as your competitor, will be aggressively spending my time eroding your market share. The customer is angry,repparttar 103495 sales and operations people are angry, and your image inrepparttar 103496 industry is tarnished whilerepparttar 103497 competition quickly moves to exploit your weaknesses.

Let’s use a different example. Your organization hasrepparttar 103498 same challenge every other organization aroundrepparttar 103499 world has – a need for higher compute power, and a need to lower capital expenses on IT-related equipment. So we look into our bag of tools and determine a few relatively easy innovations could meet both objectives. You determine you can save money and increase compute resource through:

Server consolidation Disk consolidation/virtualization GRID computing Easy, right?

In Platform Computing’s recent study “Organizational Politics as a Barrier to

Implementing Grid Computing” 79% of company managers indicated that resource consolidation and virtualization should be considered high priorities for an organization’s IT planning, however 89% ofrepparttar 103500 same companies indicated organizational politics and other issues could pose a major barrier in accomplishing consolidation.

Why? Operating units, managers, and individuals have an inherent desire to control their own resources. Moving an application to a consolidated server platform may result inrepparttar 103501 application user being deniedrepparttar 103502 level of priority they believe is due them is cited as a major concern. In addition, if existing resources are identified as potential contributors to a virtualized disk or compute platform, there are strong concerns another division or operating unit could even grab priorities and deny processing at existing or desired levels.

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