​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

 wTypical Situation: A manufacturing company has surplus or idle machinery that is not is use and therefore not making them any revenue. Or they are looking to expand operations and are in need of equipment. They can save tens of thousands buying quality used equipment that is ready to go versus brand new equipment that may take months to get.
 
When you hear a business owner say:

• “I have stuff taking up space in my facility
• “I need some new equipment to meet demands.”
• “What is my equipment worth?”

 
The Consultant offers a free comprehensive assessment of your current equipment. How much it is worth, and what type of demand or market there is for it. They can also help you find the manufacturing machinery you need.
 
How they Work: They have customized programs to offer you unique, proactive approaches to maximizing return on your company’s surplus, idle or soon to be idle assets. They have 55+ years of experience and use that to expertly market your assets to a worldwide audience. By combining knowledgeable staff with hyper-aggressive, targeted marketing, they are able to find buyers who are willing and able to pay top dollar for your used assets.
 
Matching Ideas with Resources:  www.perfectionglobal.com ​

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).

Step 1- Business Planning (Days 0-90/ Months 0-3)

• Understand the owner’s personal, business and financial goals- Sale Readiness Assessment
• Collect data about the company- Company Information Questionnaire
• Prepare a detailed business valuation-GLM’s Business Valuation Report
• Develop and action plan to Prepare the Business for Sale- Succession Planning Approach

Step 2- Pre-Market Preparation (Days 90-180/ Months 3-6)

• Conduct in-depth industry research: Reference USA & 2018 Business Reference Guide
• Prepare Generic Executive Summary and Marketing materials about company

1. General Information Executive Summary (No Business Name or location)
2. Buyer Nondisclosure Agreement
3. Complete Executive Summary (Company name and Adjusted Financials)
4. 3 Way Confidentiality Agreement (To be signed before seeing complete financials)
5. Complete Company Description

• Develop marketing plan to sell company- Suggested Next Steps
• Identify prospective buyers- Reference USA Custom Lists

Step 3- Going to Market (Days 180-270/ Months 6-9)

• Market company on confidential basis
• Secure nondisclosure agreements from prospective buyers
• Schedule and conduct management presentations and site visits
• Secure Offer to Purchase- qualifying bids or indications of value from buyers

Step 4- Negotiation (Days 270+/ Months 9+)

• Analyze offers and terms to help client decide best option
• Manage key relationship with buyers
• Assist with negotiations of Letter of Intent
• Obtain final signed letter of intent
• Coordinate the due diligence process
• Assist with negotiations of purchase and sale agreement

Step 5- Closing (Days 270+/ Months 9+)

• Work with attorneys to draft the definitive purchase and sale agreement
• Help to resolve and open issues between parties
• Coordinate with seller and buyer on strategic planning issues
• Close the transaction

Typical Situation: Our client is thinking of selling the business. Maybe they are going through a divorce or IRS situation. GLM Can do a business Valuation for the purposes of determining a sale price or as a gauge of business growth. GLM cannot do a formal Valuation for the purposes of law and IRS.
 
When you hear a business owner say:
·         “I am looking to sell my business”
·         “I am looking to make a strategic acquisition”
·         “I am looking to grow my business and need help in raising capital”
·         “I need to get my business valued”
·         “I am looking to gift shares of my business and need a valuation”
 
Valuation Service Firms provide business valuations, estate/gift valuations and value everything outside of real estate and hard assets. They can also help business owners to sell their business or with raising capital.
 
How they Work They will ask questions about the ownership structure, how the business operates will look at the financial statements and forward looking projections.
 
Matching Ideas with Resources:

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:

My dad came across the Financial Statements of his dad's business from April 1946. I scanned a page of it to the right. The way QuickBooks currently prints a Profit and Loss Statement, you have the Revenue at the top and then Costs of Goods, then Expenses and finally the Profit at the bottom, but this statement has all the Expenses, then the Revenue THEN the Profit. 
 
The numbers are interesting. As you could guess, it is a bar, a few blocks away from Wrigley Field. In 1946 the average family income was about $2,600 per year or $216.66 per month. The profit for this month was $155.78. Previous month's profits averaged $670. 
 
Why was this month so low? As I looked at the details of the financials, I saw that he bought additional beer this month. Maybe there was a deal, or added a new brand.
 
Having monthly financial statements are important for a business. They answer questions you might have. Can you take advantage of a suppliers' deal? Will purchasing equipment be a better advantage this month or next? 
 
What is your business worth? I did a quick Valuation of my Grandfather's business, based on the financials we found. At the beginning of 1946, it would be worth about $28,140. In June 1946, it would be worth over $40,000. What do you think a major factor was in the increase in the business value in those first 6 months of 1946? (Hint: When was the last time the Cubs were in the World Series?)