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Archive for February, 2009

What amount do you need from the sale of your company?

by Holly A. Magister, CPA, CFP®

The recession has brought a lot of challenges, but it has also brought the luxury of time: time to figure out exactly what you need from the sale or transfer of your company to support a comfortable post-sale lifetime and time to create enough value in your company to achieve your desired sale price.

Most owners think they know how much money they will need to “retire” comfortably. Most owners are wrong.

Owners start with the less-than-realistic assumption that they will receive all cash at closing for the sale of their companies. Yes, some owners receive a great deal of cash at closing. Nearly all, however, are subject to various earn-outs designed, by buyers, to make sure that all of the seller’s predictions about growth in future income/profits/margins are correct. Earn-outs also can be used to protect buyers from the downside: e.g. a sudden loss of a major customer or a rejection of a patent application. In addition to earn-outs, most owners must carry back debt — an installment note from the buyer to the seller for a varying portion of the purchase price.

The second miscalculation owners make is the return they will receive on the funds they invest. Perhaps owners, now sobered by the plunge in the stock market, will align their expectations better with reality. That remains to be seen. Over time, however, owners err on the side of optimism (or wishful thinking) when contemplating rates of return.

The third most common error owners make when calculating the amount they’ll need from the sale of their companies is to underestimate the amount they will need, on an annual basis, to live. They expect that they’ll require less cash than they need today. Do those owners plan to stay at home for the rest of their lives? What do they say to their spouses who have a pent-up desire to travel? Few owners are wired to putter around the yard or the house, or are content with television and trips to the library. Few owners work as hard as they must to be successful to be satisfied with anything less than an active post-sale life.

A skilled financial advisor can help owners to avoid these common mistakes. Financial advisors have estimators that take into account fluctuations in a variety of variables so that you can project best-, probable-, worse- and worst-case scenarios.

Once owners have accurate estimates of their post-ownership needs/wants, they can then determine if the value of their companies support those needs. As the stock market plunges and business values drop concurrently, more and more owners are learning that they simply can’t afford to leave.

The recession has given you time to protect the assets you have and to build business value.  Make the most of it!

Make No Assumptions…

by Holly A. Magister, CPA, CFP®

Have you notice lately, that what used to be “tried and true” is no longer?  It seems everywhere I turn, I am observing changes– major changes in some cases.  While this constant state of change causes many people stress, during such phases of major change, we grow the most.

Many complain about the stock market mess, unemployment applications on the increase, bad mortgages and foreclosures,  …I could go on and on…but I will spare you.  The truly resourceful people among us are fully engaged by the opportunities because they are making no assumptions.  And from only that position, they are clearing seeing opportunities.

Joseph A. Schumpeter, an Economist defined phases of massive change, such as the one we are experiencing,  followed by innovation as “Creative Destruction”.  I find his choice of words for what we are experiencing instructive.  In order for our economics to improve, all of our assumptions must be “destroyed” in order for us to be “creative”. 

Are you experiencing massive changes in your life and the world around you?  If so, then it is necessary to let go of those assumptions for progress to be made.

Every day I have the pleasure of working with some of the most wonderful, resourceful Entrepreneurs that I could hope for.  And every one of them is excited about the endless opportunities they are embracing every day.  Every one of them, without exception.  These Entrepreneurs do not need a government bailout or economic stimulus package to improve their situation.

They make no assumptions and find opportunities abound.

If the changes around you are overwhelming, stop and ask yourself “what are the assumptions that I am holding onto that are preventing me from finding the opportunities for my future growth?”  Be honest with yourself and you just may find yourself as excited about your future as I am.

Will Your Future Look Like Today?

by Holly A. Magister, CPA, CFP®

Near the end of 2008, we noted that the economic downturn had forced many owners to postpone their plans to exit their companies. We then looked at the several actions owners could take to respond to that delay:

  • Ride out the storm doing one’s best to protect value.
  • Use the time to build business value.
  • Avoid the delay altogether by selling as soon as possible for whatever one could get.

If you are one of those owners who face staying in your company longer than you planned, there is both good news and bad news. The good news is that you are not alone: According to a 2005 PricewaterhouseCoopers’ survey of 364 CEOs of privately held, fast-growing companies, “nearly two-thirds … plan to move on within a decade or less: 42 percent within five years, and 23 percent in five to ten years.” (“Wide Majority of Fast-Growth CEOs Likely to Move On Within Ten Years, PwC Finds.” January 31, 2005.)

The bad news is that you are far from alone. On that golden day when the economy shows signs of recovery, all those Boomers (who were planning to leave in the next few years anyway) and all those owners whose exits were preempted by the recession will be clamoring for the exits. Selling a company in a buyer’s market is about as desirable as selling your company during a recession.

Today’s reality is that many owners find staying in their companies to be more palatable than attempting to sell for today’s prices. If those owners, however, do nothing to prepare for the day they’ll be able to sell, they will find themselves (three to five years from now) in a worse position than they are today: trying to sell a not-quite-ready-for primetime company in a market flooded with other (aging) sellers. That’s really unpalatable.

So, what can you do today?

  • Begin with the end in mind. Create written goals and a timeline to accomplish those goals. For example, do you know how much cash you will need from the sale or transfer of your company to support a comfortable life after the sale? Most owners think they know the number, but haven’t carefully examined the assumptions supporting their guesstimate — especially given today’s new financial realities.
  • Create a company that attracts deep-pocketed buyers (third parties or insiders). Today, buyers demand a well-run company with an experienced management team that enjoys a “competitive advantage” when compared to others in the industry.
  • Time. Use the time afforded you by a flat economy (and by your inability or unwillingness to sell your company for what you want or need today) to develop your management team and create a superior performing company. It simply takes time to implement the changes necessary – within any business – that lead to the creation of more business value. You need time to figure out how to restructure the business to create additional value, time to make mistakes and time to correct and adjust course.
  • Get help. Use others — ideally advisors trained to help owners plan and implement your Exit Plan. You will need someone who can help chart the path to more value and who will facilitate the full implementation of your plan. Let’s be candid, most owners – however aware they are of the need to develop and implement a plan to grow value – never do so. When they do exit, they and their businesses are as unprepared as your business is right now.
  • The final element is not as much a mark of preparation as it is context: the M&A market must be more robust than it is today. Today, only the best of the best companies – and only those that are in niche industries – are selling.

Your goal as an owner who has postponed selling should be to use the time that the recession has given all of us to create a company that is the “best of the best.”

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