In this phase, we must get the business owner to understand that a prospective buyer doesn't see the current owner's labor of love, his investment of sweat tears and heartache. He is looking primarily for verifiable and sustainable cash flow and value drivers that will keep that cash flow going and growing. During this phase we work on actions that can grow the business between today and the owner's departure
Among the things we look at closely here are financial statements. If the owner expects that he or she will be selling to third parties, we suggest that they start having audited financial statements. Remember, buyers won't pay top dollar for what they don't understand or don't believe.
If the transition is going to be to insiders (family members or management team) audited statements might be overkill, but having accurate financials, prepared by a credible CPA firm (not your in-house bookkeeper) will be an important step as you begin to disclose information to prospective inside buyers.
Another area we look at here is the value drivers in your business. These are the things you can control that can add value as you approach sale date. Some are accounting-based as I mentioned above, for example, does the business have systems in place to control purchasing and invoicing? Is your A/R well managed? Is your customer base too focused on a single client? This is something that will discount the value of your business. Does your place of business look like a dump? It may not affect the bottom line, but it will affect the psychological value in the mind of a buyer. Straighten it up and slap a coat of paint on it. Will cost very little and it will add value.
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