Last year set new records for M&A activity. Big corporations drove the market, and that momentum was also reflected in the lower middle market and Main Street. But not everyone got a deal done last year. Let’s review why some business transitions go sour:
Most entrepreneurs are a rare breed, full of optimism and confidence. But that same optimism it takes to run a business is the same sense of faith and certainty that can make them feel invincible. Every economic downturn is the last, every prospect is the next big sale, and every good leader retires happily with their family.
Unfortunately, none of us are invincible. And if you’re like many business owners, a significant portion of your wealth—and your family’s income after your death—is tied up in the business.
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If you’re one of the several million baby boomers thinking about selling their company in the near future, you might be wondering how long the whole process will take and what to expect along the way.
In a nutshell, if you have a focused advisor who is actually working the deal, expect two months of initial prep, 30 to 90 days for marketing, one month for negotiations, and roughly 60 days to handle due diligence, financing and legal. Here’s the process in more detail.
“Some business owners plan to sell when they reach a milestone age like 55 or 65. But planning to sell at a particular age means you aren’t planning to sell when your business is worth the most.
Timing is right to sell. If you’re thinking about selling in the next few years, get an estimate of value and talk to an advisor right now. Here’s why valuations are at all-time highs:
Just like real estate brokers, investment bankers (IBs) bring buyers to sellers. IBs typically work on commission-based fee structure, incentivizing them to see the sale through to completion. They’re an invaluable tool to owners contemplating a sale. Here’s what you need to know about selecting the right investment banker for your needs.
“Professionals have coaches; amateurs don’t.” I heard this at a conference recently, and the idea stuck with me.
A sudden death or disability is a tragedy we hope never to face. But planning for those tragedies is a necessary part of life. If we don’t, we leave behind a legacy of stress and confusion for those we care about most. If you own a business, a contingency plan is critical for the sake of your family and for everyone else who depends on your organization.
In The E-Myth Revisited, author Michael Gerber suggests that each business owner has three personalities: entrepreneur, manager, and technician. For many, the technician is the dominant type. These owners are skilled tradespeople, scientists, and service professionals, and they excel at the hands-on work of their company.