Austin Dale Group
March 2010
Do you have an idea how goodwill may affect the sale of your business?  Read on to discover more about evaluating personal goodwill and preparing to transfer it to a new owner.
 
If you are thinking about selling your business or have questions about the process, please give us a call.  Business valuation multiples appear to have hit bottom and are starting to go up, and capital gain tax ratesare at historic lows and will probably rise next year, so thisis a good time to start the process if you have been thinking about it.
 
Sincerely,
 
Bob Dale & John Austin
Austin Dale Group
512-327-0427
 
Personal Goodwill for the Seller

Personal Goodwill has always been a fascinating subject, affecting the sale of many small to medium-sized businesses, and even some larger companies. How is personal goodwill developed? An individual starts a business and during the process builds one or more of the following:
  • A positive personal reputation
  • A personal relationship with many of the largest customers and/or suppliers
  • Company products, publications, etc., as the sole author, designer, or inventor
The creation of personal goodwill occurs far beyond just customers and suppliers. Over the years, personal goodwill has been established through relationships with tax advisors, doctors, dentists, attorneys, and other personal service providers.
 
While these relationships are wonderful benefits, they are, unfortunately, non-transferable. As the old saying goes, "In businesses built around personal goodwill, the goodwill goes home at night."
 
It can be difficult to sell a business, regardless of size, where personal goodwill plays an integral role in the business' success. The larger the business, the less likely that one person holds the key to its profitability. In small to medium-sized businesses, personal goodwill can be a crucial ingredient.
 
In the case of the sale of a medical, accounting, or legal practice, existing clients/patients may visit a new owner of the same practice; they are used to coming to that location, they have an immediate problem, or they have some other practical reason for staying with the same practice. However, if existing clients or patients don't like the new owner, or they don't feel that their needs were handled the way the old owner cared for them, they may look for a new provider. The new owner might be as competent  or more competent than his predecessor, but chemistry can supersede competency in the eyes of a customer.

Businesses centered on the goodwill of the owner can certainly be sold, but usually the buyer will want some protection in case business is lost with the departure of the seller. One simple method requires the seller to stay for a sufficient period after the sale to allow him or her to work with the new owner and slowly transfer the goodwill. No doubt, some goodwill will be lost, but that expectation should be built into the price. Another approach uses some form of "earnout." At the end of the year, the lost business that can be attributed to the goodwill of the seller is tallied. A percentage is then subtracted from monies owed to the seller, or funds from the down payment are placed in escrow and adjustments made from that source.

In some cases, the sale of goodwill may offer some favorable tax benefits for the seller. If the seller of the business is also the owner of the personal goodwill, the sale can essentially be two taxable events. The tax courts have ruled that the business doesn't own the goodwill, the owner of the business does. The seller thus sells the business and then also sells his or her personal goodwill. The seller's tax professional will be able to give further advice on this matter.
Corporate Growth Through Strategic Acquisition

Successful growing companies often grow through a combination of organic growth and strategic acquisitions. In this article a strategic acquisition is defined as an acquisition where the result of the combination is greater than the sum of the parts. For example, if Company A with revenues of $10 million acquires Company B with revenues of $2 million, then the new Company AB would have revenues of $12 million. But the anticipated performance of a well thought-out strategic purchase might result in combined revenues for Company AB of $20 million within two years. A second category of strategic acquisition focuses on improvements to the profit margins of Company AB.
 

There are several categories of strategic acquisition that can produce outstanding results with effective integration of the businesses. Many acquisitions actually have elements from several categories:
1.      Acquire customers
2.      Operating leverage
3.      Increase valuation multiple
4.      Capitalize on a company's strength
5.      Cover a weakness
6.      Buy a low cost supplier
7.      Improve or finish a product line
8.      Acquire technology
9.      Acquisition to provide scale and access to capital markets
10.   Protect and expand mature product lines
11.   Protect customer base from competition
12.   Acquisition to remove barriers to entry
13.   Opportunistic acquisition at bottom of market, in anticipation of a recovery
 

1.      Acquire Customers:  this is usually a factor in strategic acquisitions. An example is an IT service company buying another IT service company that is in a different geography.  Another approach is to acquire a company that has a presence in a different market segment.  For example, let's say that Company A makes software for the automotive industry and thinks that their expertise could be applied to the aerospace industry.  Company A could look for an acquisition target that is active in the aerospace industry to jump-start their strategic initiative.
 

In future editions of our newsletter we will discuss the other categories of strategic acquisitions.
In This Issue
Personal Goodwill for the Seller
Corporate Growth Through Strategic Acquistion
Done Deals
Contact us to learn what all we do to take your business from "For Sale" to "Done Deal."
 
Contact Us

Austin Dale Group
P.O. Box 162727
Austin, Texas 78716-2727
512-327-0427