Soundpoint Consulting Newsletter
News and Views 
July, 2014:  Volume 19
 
  
Welcome to the Soundpoint Consulting Newsletter.

 

We use this newsletter to share our perspective on topics and share illustrative case studies that we believe are relevant to business owners and leaders.

If you would like our viewpoint on a topic, please shoot us an email. If you like what we have to say, please share it with a friend.

I have recently talked with a number of small business owners who would like to retire and are weighing their options.  Here are some thoughts on the subject.    
 
Enjoy!
 
 
Exit Right: Five Ways to Leave Your Business


Paul Simon came up with 50 ways to leave your lover - unfortunately there are a lot less ways to leave your business. I have listed five options for smaller businesses - which one is right for you?


You started 10, 20 or even 30 years ago.  It has been good to you. You've built the business from infancy, fed it, grew it and, in turn it has provided you a comfortable lifestyle. 


But, you're done, or will be done in the next three to five years. Ready for the good life that retirement promises. But there is only 1 catch - what do you do with your business?  


As a small business owner, there are several options available to exit your business.  Investigate the few that make the most sense for you and your family.


1.  Work 'til You Drop

Doing nothing is always an option.  I know of people pushing 80 that just can't (or won't) give up working and/or control of their business.  As long as they can get up in the morning, they go to work. 

 

The upside to this option is that the owner(s) continue to draw an income and do not need to fret about selling their business.  They also continue to be the key decision-maker, not losing their mark on the business. 

 

But, all things must come to an end at some point.  If the business transitions after the owner is unable to work any longer, then the transfer may be less than ideal.  Not only is it less likely that institutional knowledge will be transferred, but the ultimate buyer may not be desirous from the owners' perspective. 

 

If this option is chosen, no need to read further.  However, I suggest that the owners' heirs read on.

 

2.  Liquidate

It is surprising to me how many business owners think that the only value of their business lays in its assets, be it real estate, equipment or inventory.  No, no, no.  Unless the business is a pure money loser or a holding company, there is value.  Value is in the income stream, customer lists, reputation, and business relationships, to name a few.  Do not underestimate the cumulative value of all your hard work over the past years.

 

The upside to this option is that it is quick and easy.  Hire a liquidator and be done with it.  No valuators, brokers or lawyers need to get involved as there is no negotiation or transaction. 

 

The downside is that not only will all the goodwill you built be destroyed and your legacy ended, but real money will be left on the table.  

  

3.  Sell/Transfer to Family or Management

Another option is to sell the business to your children or management. Generally, these are people whom you have brought along, know the business and will preserve your legacy. Often the seller finances the purchase and allows the buyer to pay it off over time.   

 

The upside is that you know the buyers, so less due diligence is required. If they are capable and motivated to succeed, then all should be good. Also, odds are that they won't make wholesale changes, thus keeping your legacy intact.

 

If you are financing the transaction, then the new owners need to deliver. Don't sell to someone who can't run the business well just because they are friends or family - your retirement depends on it.  And, if you sell to family members, be sure that ownership, roles, and responsibilities are clearly defined and aligned with capabilities. Just because they have been raised in the business doesn't mean they can run the business.  Nothing is more deadly to family relations than a business deal that has gone awry. 

 

4.  Financial Buyer

You can put your business on the open market and sell to an unknown third party. These people want to own and run a business. They also need to earn a living and get a rate of return appropriate for the risk. They will be investing a large portion of their life savings and possibly taking on additional debt. In many cases there is an opportunity for the seller to stay on as a consultant while the business is transitioned to the new owner.

 

The upside of this option is that you will most likely cash out at a reasonably fair price (assuming a free and open market). It is a clean break from the business.

 

The downside is that selling a business is a process that can take away from your daily momentum. Think of it as selling a house, but on a much broader scale. Not only do you need to get the right professionals in place, but you also need to get your house in order - running well and looking good. 

 

5. Strategic Sale

Your business might be an attractive purchase for a competitor, customer or supplier in your industry. Much like the financial buyer, they require an appropriate ROI. But, presumably they see value in combining your business with theirs. For this reason, they are often willing to pay a premium over the financial buyer. 

 

The upside to this option is that the price is generally attractive. And, since these buyers know the industry, the due diligence process should be reasonably quick and efficient. 

 

The downside is that there is a limited pool of these potential buyers. You will know pretty quickly if you have an interested strategic buyer or not. 

 

Identifying who your most likely buyer is an important first step when thinking about your exit strategy. It takes time to evaluate your alternatives and position your business to be attractive to them.

 

If you are thinking about retiring from your business within the next five years, give me a call.  I can help you start planning your exit strategy.

  

Until next month, Point Your Business Where it Needs to Go! 

 

Best Wishes,

 
Kelly


2014, Soundpoint Consulting, LLC

Sound Consulting. Solid Results


 Financial Check-Up

 

The Benchmark Study with the smaller business in mind

 

 

  

Compare your business with industry peers.

Understand your financial ratios.

Track your performance.

Get a customized action plan.

  

Affordable Fixed Fee

Call Today  206.842.4922 

  

 

Soundpoint News
 

   

Check out our website:

soundpointbusinessconsulting.com

 

Soundpoint Speaks
Recent Blog Posts
 

 

About Soundpoint
 
 
Soundpoint Consulting is a business consulting and valuation firm serving small and mid-market companies in the Seattle and Puget Sound region. We focus on helping high growth and transitioning companies grow profitably by performing deep financial analysis, translating insights into impactful operating initiatives, and backing those recommendations with execution support. 

We provide business valuations for purposes of developing an exit strategy, gift and estate taxes, divorce proceedings or a potential acquisition. 
Kelly Deis, Turning Point Financial

Kelly Deis,

President

Strategy and Operations: from turnaround assistance to efficiency improvement and growth strategies.

  

Finance: from benchmarking to cash flow projections and product line profitability
 
Business Valuations: for purposes of divorce, estate and gift tax, to transactions and long term value maximization

 

 

News and Views

Recent Newsletters
 

June, 2014

Client Snapshot: Medical Devices, Accounting and Financial Reporting

 

May, 2014

Unveiling Business Valuations

 

April, 2014

It's 11:00pm.  Do You Know What Your Financial Ratios Are?

 

March, 2014:

Client Snapshot: Retail Financial and Operational Turnaround

 

February, 2014:

Business Valuation Scorecard:  7 Key Components 

 

January, 2014:

Client Snapshot: Medical Practice, Cash Flow Forensics

    

and more ...  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Contact Us

Soundpoint Consulting, LLC
206.842.4922 

Kelly Deis, President

View our profile on LinkedIn