A few Months ago, The Schaumburg Business Association (www.schaumburgbusiness.com) hosted a Leadership Luncheon featuring John Costello, Cherry's Industrial Equipment. He talked about how, after implementing Open Book Management, his employee engagement rose, employees stayed longer, and his business became more profitable. 
​
Open Book Management (OBM) is a management approach that involves sharing financial and operational information with employees at various levels within an organization. This transparency aims to help employees understand the company's financial health, objectives, and performance metrics. Here are some benefits of implementing Open Book Management:

1. Increased Employee Engagement: OBM fosters a sense of ownership and responsibility among employees since they can see how their work directly impacts the company's financial outcomes. This heightened engagement can lead to improved job satisfaction and motivation.
2. Enhanced Financial Literacy: Open Book Management helps employees develop a better understanding of financial concepts and how the organization generates revenue and profits. This knowledge can translate into more informed decision-making and better overall business acumen.
3. Alignment with Organizational Goals: When employees have access to financial information and understand the company's objectives, they are better able to align their efforts with those goals. This can lead to more focused and effective collaboration across departments.
4. Innovative Ideas and Problem-Solving: Open Book Management encourages employees to think creatively about improving the company's financial performance. Since they have a clearer picture of the challenges and opportunities, they can contribute innovative solutions and ideas.
5. Cost-Saving Ideas: Employees who are aware of the company's financial situation may be more proactive in identifying areas where costs can be reduced or efficiencies can be gained. This can lead to cost-saving initiatives that positively impact the bottom line.
6. Transparency and Trust: Sharing financial information openly demonstrates trust in employees and promotes a culture of transparency. This can enhance trust between management and staff and reduce potential feelings of secrecy or distrust.
7. Empowerment and Autonomy: When employees have access to relevant financial data, they can make informed decisions without waiting for top-down directives. This empowerment can lead to faster problem-solving and decision-making at all levels of the organization.
8. Performance Accountability: OBM provides a clear way to measure performance against key financial metrics. Employees can see the direct impact of their efforts on these metrics, which can encourage accountability and a sense of responsibility for results.
9. Crisis Management: In times of financial challenges or uncertainty, employees who understand the company's financial situation are better equipped to contribute to solutions and make informed choices to navigate the crisis effectively.
10. Improved Communication: OBM promotes open dialogue and communication among different levels of the organization. Teams can discuss financial data and performance openly, fostering better collaboration and sharing of insights.
11. Skill Development: As employees become more familiar with financial information, they develop valuable skills in interpreting financial statements, understanding market dynamics, and assessing business viability.
12. Attraction and Retention of Talent: A transparent and engaging work environment, such as that fostered by Open Book Management, can attract top talent and contribute to employee retention, as employees feel valued and part of something larger.

Overall, Open Book Management can lead to a more informed, engaged, and motivated workforce that works collaboratively toward the company's financial success and growth. However, successful implementation requires careful planning, effective communication strategies, and a commitment to transparency from leadership.

He wrote an article in the Daily Herald Sunday Business Section on Sunday, August 20, 2023 about how he uses the concept and the benefits:

https://www.dailyherald.com/business/20230820/open-book-management-a-way-of-doing-business-that-benefits-everyone

​Valuing a business is a complex process that requires careful consideration of various factors. Here are some key things to think about when conducting a business valuation:
 
1. Financial Statements and Performance: Review the company's historical financial statements, including balance sheets, income statements, and cash flow statements. Analyze revenue growth, profitability, and trends over time.
 
2. Industry and Market Analysis: Understand the industry in which the business operates. Consider market trends, competitive landscape, growth prospects, and potential disruptions that could impact the business's value.
 
3. Earnings and Cash Flow: Evaluate the company's earnings and cash flow, as these are critical indicators of its financial health. Consider the quality and sustainability of earnings, as well as the company's ability to generate consistent cash flow.
 
4. Assets and Liabilities: Assess the value of the company's tangible and intangible assets, such as real estate, equipment, intellectual property, and brand reputation. Also, review its liabilities, including debt and obligations.
 
5. Customer Base: Consider the size, loyalty, and diversity of the customer base. A strong and loyal customer base can add significant value to a business.
 
6. Management Team: Evaluate the strength and experience of the management team. A capable and skilled leadership team can positively impact a company's growth potential and overall value.
 
7. Competitive Position: Analyze the company's competitive advantages, market positioning, and barriers to entry. A strong competitive position can contribute to higher valuation multiples.
 
8. Risk Assessment: Identify and assess risks that could impact the company's future performance and value. These could include industry-specific risks, regulatory changes, economic downturns, and more.
 
9. Growth Prospects: Consider the business's potential for future growth. This could include expansion into new markets, introduction of new products or services, and leveraging emerging technologies.
 
10. Valuation Methods: Choose appropriate valuation methods based on the nature of the business and the industry. Common methods include the income approach (discounted cash flow), market approach (comparable company analysis), and asset-based approach.
 
11. Exit Strategy: Understand the potential exit strategies for the business, such as selling to a strategic buyer, merging with another company, or going public. The chosen exit strategy can influence the valuation approach.
 
12. Economic Conditions: Take into account the prevailing economic conditions and how they might impact the business's value. Economic factors like inflation rates, interest rates, and overall market sentiment can influence valuation outcomes.
 
13. Legal and Regulatory Factors: Consider any legal or regulatory issues that could affect the business's operations or value. This could include pending litigation, compliance requirements, and intellectual property protection.
 
14. Discount and Premium Rates: Determine appropriate discount and premium rates to account for factors like lack of marketability, control, and specific risk considerations.
 
15. Comparable Analysis: Compare the business to similar companies within the same industry to gain insights into its relative valuation and performance metrics.
 
16. Synergies: If the valuation is being done for a potential merger or acquisition, consider potential synergies that could arise from combining the two companies.
 
17. Timing: Keep in mind that market conditions and business performance can change over time, so the timing of the valuation can impact the final result.
 
Remember that business valuation is both an art and a science, and there is often a degree of subjectivity involved. It's recommended to seek the expertise of financial professionals, such as business appraisers, accountants, and financial analysts, to ensure a thorough and accurate valuation.

During my travels this week, I heard about ESOPs a couple times. The first was at the Schaumburg Business Association Leadership Lunch where John Costello shared his journey as a business owner of Cherry's Industrial. He went from sleepless nights and the weight of the world on his shoulders to a thriving company with financial transparency, employees that share and live out core values, a common destiny and a shake in the outcome of the company.

I then read the Sunday Daily Herald Business section. This got a little more in the mud on the good and bad of Employee Ownership. ESOP plans are growing in popularity as a great way for a business owner to exit (dailyherald.com)

An ESOP can take various forms, but generally setting one up involves creating a separate entity that's owned by a company's employees, with the ownership determined based on a variety of factors from compensation to tenure to job position. They can be complicated, but below outlines some steps.

​To form an Employee Stock Ownership Plan (ESOP) for a company, follow these steps:

1. Design: Determine the objectives and structure of the ESOP. Decide what percentage of the company's shares will be allocated to the plan and how those shares will be distributed among employees.
2. Consult Professionals: Seek guidance from professionals such as lawyers, accountants, and financial advisors experienced in ESOP formation. They can assist with legal and regulatory compliance, valuation, and plan design.
3. Valuation: Conduct a valuation of the company to determine the fair market value of its shares. This valuation is crucial for setting the price at which the ESOP will purchase the shares.
4. Trust Formation: Establish an ESOP trust, typically in the form of a trust agreement, which acts as the legal entity to hold and administer the shares on behalf of the employees.
5. Financing: Determine how the ESOP will finance the purchase of shares. This can be through cash contributions from the company or borrowing funds externally.
6. Plan Documentation: Develop a comprehensive plan document that outlines the rules and provisions of the ESOP, including eligibility criteria, vesting schedules, and distribution rules. Ensure compliance with relevant laws and regulations.
7. Employee Communication: Communicate the ESOP's purpose, benefits, and mechanics to employees, emphasizing how it aligns their interests with the company's success.
8. Purchase of Shares: The ESOP trust purchases the company's shares using the funds allocated for this purpose. This can be done directly from existing shareholders or by issuing new shares.
9. Ongoing Administration: Establish procedures to manage the ESOP, including record-keeping, annual valuations, and compliance with reporting and disclosure requirements. Consider appointing a trustee or forming a committee to oversee the plan.
10. Employee Participation: Allocate the shares among eligible employees according to the plan's distribution rules. Monitor and update employee accounts as per the vesting schedule and any additional contributions made to the ESOP.
11. Repurchase Obligations: If employees leave the company or retire, establish a mechanism for the ESOP to repurchase their shares at fair market value, providing liquidity to exiting participants.

It is important to note that forming an ESOP involves legal, financial, and regulatory complexities. Engaging professionals with expertise in ESOPs is crucial to ensure compliance and a smooth implementation process.

Here are some personal branding tips that you can consider:

1. Define your personal brand: Start by identifying your unique strengths, skills, and values. Think about what sets you apart from others and what you want to be known for.
   
2. Develop a consistent message: Once you have defined your personal brand, create a clear and concise message that accurately represents you and your brand.
   
3. Create a strong online presence: Use social media platforms like LinkedIn, Twitter, Instagram, and Facebook to build a strong online presence. Make sure your profiles are professional and consistent with your brand message.
   
4. Share valuable content: Share valuable and relevant content that showcases your expertise and adds value to your audience. This could be blog posts, videos, podcasts, or social media posts.
   
5. Network and collaborate: Networking and collaborating with others in your industry can help you build your brand and expand your reach. Attend events, join groups, and connect with others online.
   
6. Be authentic: Authenticity is key to building a strong personal brand. Be true to yourself and your values, and don't try to be someone you're not.
   
7. Continuously improve: Finally, don't be afraid to continuously improve your personal brand. Keep learning, growing, and evolving to stay relevant and meet the needs of your audience.
   
   Tom Gosche is a Business Strategist dedicated to helping business owners be more profitable through customized business and financial strategy. His BRAND System™ is a process of creating and implementing effective brands, business building strategies, financial insight and business transition success. 
   
   Seeing Tom in action quickly impresses upon attendees his skills, knowledge and expertise in a lighthearted, even humorous, presentation. 
   
   Tom is a part of GLM, Inc. as a business consultant and business developer. He has formulated the idea of the BASiC Cycle of working with business owners. BASIC was formed with business owners in mind, by combining growth strategies, business planning and financial review on a regular basis.
   
   
   

Typical Situation: Our client is talking about their partnership and succession planning. Maybe another business owner they know died or became disabled and their company is floundering because of it. They are trying to figure out how to figure out how to disperse an estate equitably when not all the children are involved in the business. Their company has grown since they originally drafted their buy sell agreement and want a review.
 
When you hear a business owner say:

• “My taxes are too high.”
• “I would hate to have to deal with my business partner’s spouse.
• (What happens if my partner dies or becomes disabled?)”
• “What’s stopping my key employee from starting a business across the street?”

 
An Insurance Benefits Advisor protects business owners, their families and their businesses from the financial catastrophe that death or disability can cause. Whether it happens to a business partner, a key employee or themselves I make sure the financial impact is as minimal as possible.
 
How they Work First, they will do a deep dig to find out what the concerns are and other possible trouble points. Next, they educate on the possible solutions. Then once the client has the information needed to make a decision they implement the solution from one of our many carriers. They provide peace of mind and tax-savings ideas to business owners and successful individuals through qualified plans, life, annuities, disability, health, Medicare and long term care insurance.
 
Matching Ideas with Resources:

We have people that can help you. Please contact:
Tom Gosche, Business Strategist
​630-675-8971  tomg@goglm.com 

​GLM can provide an Opinion of Value of your business. This is based on information provided in your last three years Financial Statement, we can then estimate the Value of Your business.

There are a number of different methods that can be used to place an estimated value on a business. Different methods can yield different results. In fact, even the same method can yield varied results because different appraisers will make different assumptions.

In valuing Your business, our GLM’s Valuation used a modified version of the classic excess earnings method of valuation. We know from experience that this method offers a good estimate of value for small businesses.
In its simplest form, the method for excess earnings method of valuation makes use of the following items:

• Fair market value of the assets owned by the business less any debts owed by the business
• REAL income being earned by the owner(s) of the business (including items such as excess salary, profit, dividends, and business paid expenses that are not essential to business operations). 
• An earnings multiplier- The methods used for calculating the real owner income and for the appropriate earnings multiplier are detailed within the report.

This method, when used properly, is able to predict the range of prices at which a business is likely to be sold. 
 
GLM’s Valuation uses the following elements in arriving at our estimate:

• 2019, 2020 and 2021 (and sometimes YTD 2022) profitability
• Company assets
• Type of business
• Business longevity
• Competitive environment
• Customer concentration
• Vendor concentration
• Geographic location
• Profitability trend
• Revenue trend
• Estimated value of plant and equipment owned by Your business
• Working-capital requirements

If you are interested in learn more about how much your business is worth, Contact us:
​
Tom Gosche
630-675-8971
tomg@goglm.com
Schedule a 30 Minute Online Meeting: https://tomgosche-goglm.zohobookings.com/#/customer/30minuteonlinemeeting

​Even if you are not currently thinking of selling your business, you should make every effort to prepare or ‘groom’ your business so it is sold successfully at the first opportunity. While the financial advisors you appoint will work with you to address issues specific to your company, there are a number of general grooming points worth considering (even before you appoint advisors) to maximize the value of your business:

Sales & Profitability: Historically, you may have been setting your prices, and thus your profit margins, at levels designed to create barriers to entry for your competition. If you are planning for a business sale your focus is likely to be short term strategies. It will be time to re-examine your market and customer base to see if higher sales and turnover levels are achievable. If the proposed sale itself is a number of years away, you should consider performing a strategic review of the entire business.

Operating Costs: You should regularly review your operating expenses but this is especially so when preparing your business for sale. You need to identify avenues to reduce expenses without affecting the operational effectiveness of your business.

Profit Trends: Apart from current margins, a purchaser will be looking at profit trends. Buyers are looking to see stable and steady yearly profit trends. Therefore, risky projects should be avoided and longer-term contracts that may prove to be onerous should be fully considered before acceptance. Unprofitable contracts need to be reevaluated and, if appropriate, terminated, as it is quite possible they will be detrimental to the value of your business.

Management Team: The purchaser of your business will be looking to acquire a high caliber management team. It may be worth reviewing your corporate structure to ensure that job titles and role descriptions adequately reflect the contribution that your management team makes to your business. Any re-structure needs finalization well in advance of an anticipated sale. A purchaser may also want assurance that the management team is supportive of your decision to sell or at least that it is likely to stay with the business for a reasonable period post-transaction. You should consider talking to management - how cooperative will they be? You never know, they may be interested in buying the business themselves.

Asset Base: Are there any assets in the business that may be of little or no interest to potential purchasers- e.g. short-term investments, under-utilized property, equipment or perhaps surplus cash? Think about realizing and removing them from the business before the sale. It is also worthwhile having all your property assets valued individually.

Restructuring: If your business has more than one division, some thought should be given to restructuring it into a number of stand-alone entities and perhaps selling these separately. Any such reorganization will have potential tax implications and other complexities associated with it and it will be important to take professional advice before undertaking any such initiative.

Tax Planning: Details of the various tax factors that you need to consider are set out in section 4 of this guide. Initial points to address include making sure that all your Corporation Tax, PAYE and VAT returns and payments are up to date. In addition, any tax losses that your company may have built up over the years may now have a value to the extent that they are available for use by the potential purchaser. Personal tax planning opportunities should be discussed with your tax adviser.

Valuation Expectations: You must have realistic valuation expectations. Valuation is important but do not let it get in the way of securing the sale.
​
Timing: Deciding the best time to sell your business can be a difficult decision to make. Factors to be considered when making this decision include the level of corporate activity in your industry; the state of the economy; changes in sector relevant legislation; and available tax reliefs (e.g. do you have to be a certain age to avail of certain retirement reliefs or pension planning opportunities).

These are all thinks that can help you, not only get your business sold for a great price, but help you grow your business beyond anything you ever dreamed of. I recommend you talk with an expert that has helped many business owners increase the value of their business:

SCOTT HANSEN
http://www.scotthansenconsulting.com

From: Top issues currently affecting small businesses
By Denice Gierach
Gierach Law Firm
Daily Herald Newspaper
5/1/2022

There are many concerns that small- to mid-sized business owners are worried about right now.

They are faced with several issues all at once, so that the priority of their issues may change, but many have not been removed from their list of concerns. This year, there have been several issues added.

Read the whole article from the Daily Herald here:
https://www.dailyherald.com/business/20220501/top-issues-currently-affecting-small-businesses?cid=search

Business owners have cited the following factors:

Inflation
Inflation impacts everything financial in a business, from what they pay for their supplies, their purchases that go into their manufactured products, and what they pay to hire their newest workers.

The business owners are paying more to hire people (some report as much as 30-40 percent higher wages). But the business owners have to be mindful of what they pay their current staffing, so that the new people who may be less experienced than those people who have been in the business for a long time and are proficient at their job will not have the wrong disparity in their pay.

Since there is such a shortage of people to hire, this creates an upward spiral in those wages and dramatically increased overall costs.

Pricing
Because of the large increases in wages, materials, gas and the like, these increases all adversely impact the margins in the business. Business owners do not want to lose money, so they need to determine how to pass these increased costs on to their customers.

Of course, if their competition is not yet passing these through to their customers, the business owner may lose some business if repricing their products for sale is not done in the correct fashion. Customers realize that the prices must rise, but they want to make sure that the business that they buy from does not take advantage of them.

Talent in the business
Businesses are still short of people. With all the people who retired in the "Great Resignation" in the last couple of years, businesses are still grappling with how to attract a younger worker. Some business owners are collaborating with high schools and junior colleges to tell younger people how working in manufacturing can be a great career choice and allows them to use the latest technology.

This is a five-year strategy, as it may take that long to see tangible results. In the meantime, many businesses are focused on how to attract workers that are either Gen-Z or millennials.

Recurring supply chain issues
In 2021 there were serious issues with supply chains. Ships were sitting in the harbors outside of Long Beach, California, unable to unload. There was a severe shortage of chips that are necessary to go into all sorts of products from cars to appliances to equipment.

This issue has eased for the moment, but depending on what happens with Taiwan, which manufactures most of the chips used by manufacturing companies, there may be more exacerbated issues going forward.

There are plants that are being built in the United States to start to manufacture these chips. Going forward, business owners will have to reshore their parts manufacturing to ensure a steady supply of the parts necessary to the manufacture of its products.

None of these are easy issues to solve, but creativity is important in finding ways around or through the problems. Each of these issues have been present for businesses in the past at one time or another as well. The businesses that survive and thrive have found creative ways to solve the problems.

Business owners should know where and when to ask for help and seek vendors and partners who can add to the conversation.

There are more buyers out there for your company than you might think. Ranking potential buyers from most to least logical requires an assessment of how each of the following characteristics applies to a particular buyer:

·         Potential synergistic benefits of your business if they currently own a related business
·         Capital / financing available to close the transaction
·         Experience in completing acquisitions
·         Previous knowledge of, or involvement with, the company / industry
·         Geographical proximity

It is at this point that it is time to make the first critical decision. How broadly should you market your company? A wide offering distribution increases the probability of achieving the best price, but also increases the likelihood of damaging your company by releasing sensitive business information to a wide range of people.

Your competitors may be the ‘best’ buyers, but they are also the ones who could inflict the most harm on your business if they are privy to confidential information.

From the perspective of the owner, prospective buyers, the IRS, lenders and divorce & bankruptcy courts, the value of a business for purposes of a sale, estate planning, orderly or forced liquidation, gifting, divorce, etc. can be vastly different.

Intrinsically tied to the various purposes of valuation are numerous definitions of “value.” Here are a few examples: 

• Investment Value – The value an acquirer places on a business based on a future return on investment determined by assessing past and current performance, future prospects, and other opportunities and risk factors involving the business.
• Liquidation Value – The value derived from the sale of the assets of a business that is closed or expected to be closed following the sale.
• Book Value – Book value is the difference between the total assets and total liabilities as accounted for on the company’s balance sheet.
• Going Concern Value – Used to define the intangible value which may exist as a result of a business having such attributes as an established, trained and knowledgeable workforce, a loyal customer base, in-place operating systems, etc.
• Fair Market Value – For the purpose of this article, the focus will be on transaction related valuations. Fair Market Value (“FMV”) is the most relevant definition of “value” and is of the most interest to business owners. The more knowledge business owners and prospective buyers have about the valuation process, the more likely they will come to an agreement on a purchase price.​

GLM can provide an Opinion of Value of your business. This is based on information provided in your last three years Financial Statement, we can then estimate the Value of Your business.

There are a number of different methods that can be used to place an estimated value on a business. Different methods can yield different results. In fact, even the same method can yield varied results because different appraisers will make different assumptions.

In valuing Your business, our GLM’s Valuation used a modified version of the classic excess earnings method of valuation. We know from experience that this method offers a good estimate of value for small businesses.
In its simplest form, the method for excess earnings method of valuation makes use of the following items:

• Fair market value of the assets owned by the business less any debts owed by the business
• REAL income being earned by the owner(s) of the business (including items such as excess salary, profit, dividends, and business paid expenses that are not essential to business operations). 
• An earnings multiplier- The methods used for calculating the real owner income and for the appropriate earnings multiplier are detailed within the report.

This method, when used properly, is able to predict the range of prices at which a business is likely to be sold. 
 
GLM’s Valuation uses the following elements in arriving at our estimate:

• 2020 profitability
• Company assets
• Type of business
• Business longevity
• Competitive environment
• Customer concentration
• Vendor concentration
• Geographic location
• Profitability trend
• Revenue trend
• Estimated value of plant and equipment owned by Your business
• Working-capital requirements

If you are interested in learn more about how much your business is worth, Contact us:
​
Tom Gosche
630-675-8971
tomg@goglm.com
Schedule a 30 Minute Online Meeting: https://tomgosche-goglm.zohobookings.com/#/customer/30minuteonlinemeeting