Consider Your End Goals When Completing Your Tax Return

Minimizing income taxes - short term strategy or long term mistake?

Many business owners and their accountants are absolutely fixated on minimizing taxes by showing no income.  But this can be misguided planning for trying to get top dollar when selling  the company. 

 

Business owners need to realize valuation is usually determined by a multiple of identifiable cash flow and that banks make acquisition loans based on tax returns. 

 

Not paying taxes can be a short term strategy that might not pay off at the end!

Do you have small business questions you would like answered about this article or others?  Please visit www.LibertyBusinessBrokersofOntario.com or call 519-903-7807. 

William Sivell is the Owner and Broker of Record of Liberty Business Brokers of Ontario; his blog appears every Tuesday.

 

 

4 Oversights That Make Your Business Less Valuable

Don’t wait until you decide to sell. Set your business up right with these critical steps

We've all heard at one point or another that in order to get the best price for your business, you should maximize sales, identify new growth opportunities, build cash flows, differentiate between your key competitors, and minimize the owners role.

Taking these steps improves management practices, and can improve the desirability and marketability of your business.

But there are other critical steps that, if overlooked, may cause your ideal buyer to discount the selling price, or worse, simply walk away.

1. Transitional training

If you've set a hard and fast end date you may alarm quality buyers.

No one knows more about your business than you. Buyers assume that the outgoing owner will assist in training and the transition of leadership with current staff, suppliers and customers.

Buyers get scared off when the training doesn't match up with the complexity of the business and the experience they bring to the table. Ask your prospective buyer up front about their expectations—and try to understand why they're worried. Share your experiences with training new incoming employees in the past, as this is often an indication of the learning curve.

If you're open-minded and realistic you'll settle on a training period both parties are comfortable with.

2. Cash deals

You need to show all your results on the books and be open, honest and accurate about all things.

Growing up I could never figure out the saying, "You can't have your cake and eat it too." It was only recently, when I met a retailer who was experiencing double-digit growth for years but not showing it on the books, that I came to understand the saying.

He was disappointed that he could only secure an offer based on his "official" books, not the dusty ones he kept in the credenza behind the desk. Not to mention the line-up of buyers who quickly passed on the deal, wondering what else wasn't recorded on the books.

Buyers don't trust results they can't verify. The documented financial performance of the past three year's cash flows will be the basis from which price and terms are determined.

If the results on the books won't get you the offer you want, you may want to think about whether now is the right time to sell.

3. Lack of a long-term lease

If location is important to your business, you should secure a long-term lease before selling.

The lease terms can be a major consideration for a buyer. A restaurant with a long-term lease on a good location can be attractive. Plus, an expiring lease could spook buyers worried about possible rent increases.

On the other hand, a long-term lease can be a detriment for a business that needs more space to grow. When it comes time to negotiate a new lease, think carefully about your plans for growth and expansion, your marketing strategy, operating costs AND potential plans for exiting the business. Preplanning in advance can go a long ways towards a successful transaction.

4. Failure to diversify

Buyers know the impact of losing a customer that represents 20% or greater of your overall sales could be devastating. Yet, a lot of companies do have a single customer or a few large customers that dominate their overall sales. Nobody wants to turn down business! But when it comes time to sell the company, this becomes a huge problem.

Find a way to diversify your customer base BEFORE you ever decide to sell their business—a few years in advance.

Start by nurturing the relationships with current customers who represent a much small percentage of your overall business. Generally a small volume increase with a handful of good smaller customers will mitigate the impact of one large customer.

From budding entrepreneurs to sophisticated strategic acquirers, the opportunity to buy an existing company can be very rewarding. It can also be very frightening. That's why it's so important not to spook quality buyers. Even when everything is set up properly, it can be months before you attract the ideal buyer with the finances and skill sets necessary to buy your business. The last thing you want is lose the sale because you overlooked something that you could easily have addressed ahead of time.

Do you have a small business question you would like answered about this article or others?

Bill Sivell is a Business Broker with VR Windsor Inc., which sells businesses to buyers across Canada and around the world. His 14-year career includes diverse senior management positions in marketing, advertising, sales management and operations management. He blogs about selling businesses at Maxbizvalue.blogspot.ca

 

 

Business Owners Must Take Advantage of the New Technologies

Yes, it's overwhelming.  There is so much new technology invading our world it can be hard to understand and realize its impact.

Business owners have to figure out what might help their businesses grow. 

Whether it be email campaigns, social media, e-commerce, more functional websites, cloud computing or new equipment, business owners need to embrace it.   Businesses that do not keep up with the new technologies may find their companies difficult to sell!

Click here for an excellent article and 4 broad steps marketers need to take if they hope to meet customer demands and grow market share. 

Do you have small business questions you would like answered about this article or others?  Please visit www.VRWindsor.com or call 519-903-7807. 

William Sivell is a Broker at VR Windsor Inc., Business Brokerage; his blog appears every Tuesday.

 

Critical Questions to Ask Before You Buy a Business

If you are considering a decision to buy a business, and you just so happen to have found the perfect opportunity here are a few questions to help to ensure that you will be happy with your decision.

The broker will set up a meeting with the seller once you select a business you are interested in. This will give you an opportunity to speak candidly with the seller and find answers to your questions.

A popular question you may consider asking is, “why are you selling”. Ensure you are comfortable the answer, make sure it is honest and consistent.  This will put you in position to dive much deeper into the interview.

You will ALSO want to ask questions about:

The product and service mix, are there opportunities for additional services or new products in the pipeline with the existing customers?

The customer mix, do they have any 1 customer that represents greater than 10% of the overall gross sales?

The competitive environment, who is the largest/strongest competitor, what is your competitive advantage?

The key employees, what is the role of the owner and which employees are critical to the operation of the business?

The cash flows, how do you bill customers, up front, during or after a project is complete?

The sales and marketing, what is the current strategy, are there any changes necessary in the future.

Just to name a few.

If you are still interested in purchasing the business after a discussion with the owner, the broker will help you draft an offer based on the price and terms you feel are appropriate.

The legal language that makes up a professional business brokers letter of intention will be thorough. In fact, two of the most important clauses in our Offer make the transaction contingent upon your lawyer reviewing the legal language of the Offer and your accountant's analysis of the seller's financial statements.

Once these contingencies have been satisfied, the broker will carefully manage the rest of the transaction to make sure that all the conditions of the Offer are satisfied through the closing.

Do you have a small business question you would like answered about this article or others?

Bill Sivell is a salesperson with VR Windsor Inc. [www.vrwindsor.com] 519-903-7807, which sells businesses to buyers across Canada and around the world. His 14-year career includes diverse senior management positions in marketing, advertising, sales management and operations management. His blog appears every Tuesday.

 

The Hard Truth: What Your Business is REALLY Worth

The danger in thinking your business is worth more than it is—plus tips to increase its value

Equipment and inventory are tangible assets required to generate sales and earnings. They are certainly critical to many business operations. But when it comes to determining a business' value, the hard truth about hard assets is that they make no difference.

What really matters is the cash flow generated from these and other operating assets. Yet, so many business owners believe there is some mysterious process that will allow them to add the value of these assets to their grand total when it comes time to sell.

The danger with setting an inflated asking price is that your business may be passed over by good, qualified buyers. The longer it its on the shelf, the less appealing it becomes. You also open yourself up to experienced buyers leveraging an inflated price to get the upper hand during the negotiating process.

Why the "add on" philosophy doesn't make sense

Consider the following examples of two businesses.

The first is a trucking company with $500,000 in trucks and dispatch equipment, all of which it needed to run the business. The second is a roofing company with a small number of employees and only $45,000 in inventory and equipment.

The trucking company generates $200,000 in cash flow, whereas the roofing business earns $800,000. Even though the trucking company has more hard assets, most buyers would find the roofing business much more attractive because of its far stronger cash flow.

Proponents of the "add-on" philosophy would argue that if the above two businesses each had a cash flow of $300,000, the trucking company would justify a higher price. But this doesn't make good business sense. Ask yourself, would you pay more for the same level of earnings?

Knowledgeable buyers are interested in cash flow and cash flow alone. They will insist that the assets needed to generate that cash flow are included in the sale price.

The level of inventory will have virtually no impact on value. Business owners often try to rationalize this "add-on" logic because their inventory fluctuates throughout the year. Unfortunately, this method increases the risk for any given business. The inventory at closing may not be enough to support the cash flow, thus requiring the buyer to invest within to support the business.

At best, adding inventory to the price of a business increases the risk that the buyer won't get their expected rate of return on their investment. At worst, this method could lead to business failure because the firm will be undercapitalized and unable to acquire additional funds to buy the necessary inventory.

The reality for many businesses is that there aren't significant variations in the amount of inventory that they carry throughout the year. Those businesses that do tend to see those fluctuations only during a few months of the year, such as holiday seasons. It's not that difficult to determine the inventory that should be included in the price to support the annual gross sales and cash flow.

Exceptions to the rule

There are some situations in which assets are considered in valuing the business. Equipment, inventory and other assets are considered when a company is being sold under less-than-ideal conditions, such as when it has no profits or cash flow. In those cases, assets would be used to determine the value of the business. Problems then arise in establishing the worth of those items. Typically, buyers aren't interested in these businesses because the seller already has proven that the company hasn't made a profit.

But for the most part, cash flow is crucial to building value.

Three ways to increase cash flow

1. Stay active and focused: Countless owners have watched profitability slip away as they became more interested in the next stage of their life. Get active in the development of key employees, because they will be the catalyst for driving sales, operational efficiencies and customer satisfaction. Plus, stay focused on limiting your role in the day-to-day operations of your business. The less customers need you personally, the better the chance for growth.

2. Build a bigger mousetrap: Size matters. Find ways to add sales volume. By opening new geographic markets, you may be able to take advantage of organizational synergies and build a larger volume of customers and sales. Alternatively, look to introduce new products or services you may sell to existing customers and build some depth with folks with whom you already have a relationship. Finally, similar to many businesses, you may find building market share by adding new customers as the most logical step for sales growth.

3. Operate on the cheap: There is little glory in finding more cost-efficient ways of doing things, but these often deliver the quickest road to prosperity. You should regularly review and challenge your suppliers to ensure you're getting competitive pricing in areas such as rent, insurance, utilities, wholesale goods and office supplies. Remember: a dollar saved on operating expenses goes directly to cash flow.

Buyers are looking for businesses with positive cash flow. By focusing your efforts to build value through improved cash flow, you will improve the day-to-day operation of your business, enjoy a higher selling price and improve the likelihood of a successful transaction.

Do you have a small business question you would like answered about this article or othersBill Sivell is a Business Broker with VR Windsor Inc., which sells businesses to buyers across Canada and around the world. His 14-year career includes diverse senior management positions in marketing, advertising, sales management and operations management. He blogs about selling businesses at Maxbizvalue.blogspot.ca

 

3 Reasons Why Buyers Should Use a Business Broker

Many have felt the desire to do something entrepreneurial. There are 2 distinctly different paths to follow – start a business from scratch or buy an existing business.

Fortunately for business brokers many of these individuals are aware of the national statistics that are stacked against the likelihood of developing a successful start-up.

By purchasing an existing business, a buyer can dramatically minimize the risks associated with starting a brand new business. And, a professional business broker can be helpful in many ways including finding and executing on a successful transaction.

Serious Sellers:

Sellers who have listed their business with a broker are serious about selling. This eliminates wasted time dealing with owners who are not motivated to sell. Many business owners started their business to someday sell it, so they may be open to the inquiry. Flushing out the truly motived seller is a process a broker spends a great deal of time perfecting.

Variety of Inventory:

A professional broker will have many different types of businesses for sale, many of which you may not be aware of. Many prospective buyers don’t know what they want, but absolutely know what they don’t want. By working with a broker with an inventory of available business buyers are able to shop the market to determine what is the best fit for your skills and interests.

Valuable Information:

Brokers know the information you need to make an informed decision. Brokers maintain up-to-date information, signed and dated by the seller. They organize their files to be able to address just about every question imaginable, they store facts and data directly from the seller and they are quickly able to work through a business’s profile. Brokers and buyers equally value their time and will put information in play to make sure you hone in on the business that is ideal for you.

For many buyers, the process of purchasing a business is not a familiar process. A broker will be able to help guide you through all the steps and intricate procedures associated with buying a business. This will allow you to concentrate on getting ready to successfully operate your new business.

Plus, they will also have checkpoints along the way where you may bring in other advisors to help you analyze contracts and financial data.

An informed buyer is much more likely to successfully buy a business. Professional business brokers employ numerous procedures that eliminate many of the risks involved in buying a business.

Do you have a small business question you would like answered about this article or others?

Bill Sivell is a salesperson with VR Windsor Inc. [www.vrwindsor.com] 519-903-7807, which sells businesses to buyers across Canada and around the world. His 14-year career includes diverse senior management positions in marketing, advertising, sales management and operations management. His blog appears every Tuesday.

 

Buyers and Sellers Usually Have a Different View of Value

Most business owners think their business should be priced more than it’s worth – mainly because of all of their hard work over the years.

What they need to realize is there are certain economics and realities that dictate the price.

Besides the various methods of business valuation, the cash flow ultimately must provide the new owner a return on cash investment, ability to service debt and a reasonable salary for the owner and/or manager.

One of the most effective methods of getting to this number is the “cash flow” method, which takes the business’s net profit and combines it with the owner’s salary and personal perks. Plus interest and depreciation. Buyers are typically comfortable with this method because when they are buying a business, what they are really buying is its cash flow.

What can be a challenge is to agree on a multiplier that both the buyer and the seller are comfortable with. To illustrate, consider a recent business deal where the seller was marketing his advertising business that was cash flowing $300,000 for $750,000 which represents a 2.5 multiple of cash flow. The Buyer was prepared to pay a 2.2 multiple for cash flows which would result in a sale price of $660,000. You can see a small variation in multiple can have a dramatic effect on value.

What is common is neither side is necessarily incorrect in their analysis. The seller appropriately considered their diversified customer base, key personnel, market share and longevity in the market place. The buyer correctly reviewed the level of cash invested and rate of return on alternative investment choices, the cost associated with the transition and the type of industry.

In this case there are many ways to bridge the gap, however, too many business owners find major disappointment because the marketplace has not accepted their asking price. They must remember the value of their business is what a buyer is willing to pay and they are willing to accept.

Do you have a small business question you would like answered about this article or other

Bill Sivell is a Business Broker with VR Windsor Inc., which sells businesses to buyers across Canada and around the world. His 14-year career includes diverse senior management positions in marketing, advertising, sales management and operations management. He blogs about selling businesses at Maxbizvalue.blogspot.ca

 

Good Profit Margins Are What It's All About

Too many business owners are scared to death to raise prices for fear of losing customers.

In many cases, competition does make it difficult.  But there are many situations if business owners would do some research, they would find out there isn’t as much resistance as they thought.  And when they finally raise prices, they find out they lose very few customers and make a lot more money (also increase the value of the business).

Don’t wait too long.

Start by…

·         Check out you competition, have they adjusted pricing in the past 6-12 months.

·         Connect with a similar business that operates out of town, what sort of adjustments have they made to their prices

·         Do the math, if you are a restaurant owner, have you measured the impact of increases in food costs to your cost of goods sold, if you have vehicles in your business, have you considered how gas prices have impacted your overall expenses.

·         Be creative, many businesses have found ways to creatively increase prices through surcharges, add-ons, and value added services. 

·         Warn your customers in advance.  A well formulated letter can help communicate your future increase, plus can provide a marketable point of contact.  Who says you can’t offer an incentive to your customers for buying now, versus waiting till prices are higher?

·         Do what you say.  Raise prices in an orderly fashion, as you have promised.  Be systematic; ask for feedback from your front-line staff and customers.  You will learn lots from what they say.

·         Be patient and track results.  In a short time you will realize you have made a good decision, and make amendments where you need to.

Bottom-line, healthy profits margins make business owners more money, and help increase a business’ value.  You will make your business more marketable to buyers and increase the likelihood of a successful transfer when the time is right for you to sell. 

Do you have small business questions you would like answered about this article or others?  Please visit www.VRWindsor.com or call 519-903-7807. 

William Sivell is a sales representative of VR Windsor Inc., Business Brokerage; his blog appears every Tuesday.

 

I Lost My Exit Plan

Business Owners should be planning for their own future but they are so busy running their companies every day, they never seem to have time to plan for exiting the business

But they can’t avoid planning for this critical time in their lives. 

Presenting a business for sale is very different than managing it with the business owner’s personal management style and priorities. 

Why is planning so important?  It illustrates who you are and where you want to be, it will help you prioritize, it guides you along the way, and it keeps you focused.  Most importantly, it can help protect and perhaps build value in your business.

In the early stages of your plan you should document your goals.  More than just daydreaming about the day of retirement, actually write down what your income needs will be.  Start to quantify what you need from the sale of your business and establish your optimal age to execute your plan. 

Know Your Finish Line!

Your goals should include more than just numbers.  What are your personal goals?  Is the business’ legacy important to you?  What about your kids, how would they be impacted by your transition?  Decide what is optimal and work from there.

It can take years to properly prepare a business for sale to get the highest price.  Business Owners should start creating an exit strategy at the earliest possible opportunity!

Do you have small business questions you would like answered about this article or others?  Please visit www.VRWindsor.com or call 519-903-7807. 
William Sivell is a Broker at VR Windsor Inc., Business Brokerage; his blog appears every Tuesday.

 

Too many personal expenses will impact credibility

Burying your personal expenses so deep in your corporate statements will make it difficult to find for everyone…. including the bank and business buyers.

You’re not alone, minimizing tax liability is a strategy all business owners think about.

When it comes time to obtain financing or sell the business, buried personal expenses and assets can create a problem in determining the true cash flow.

Consider a recent seller who watched as countless qualified buyers walked away from their interest into his business when they discovered personal Brazilian courier expenses in his local retail hardware store.

Imagine how suspicious buyers became when they discovered a large local printer described her many Meals and Entertainment Expenses as personal in nature despite playing a large front-line role in the sales of the corporation.

Buyers and bankers won’t always give credit to many of these items. As a result, the cash flow can be suspect, and when you apply a multiplier to determine the value of the business, the results can be disappointing.

Plus, the underlying credibility of the seller may be jeopardized which can derail an agreement with a buyer before the train ever leaves the station.

 It is in the best interest of the business owner to show a healthy bottom line and minimize the burying of personal expenses in the years preceding the sale of their business. They will find they’ll improve the likelihood of selling at the highest price and improve the probability of a successful transfer.

Do you have a small business question you would like answered about this article or others?

Bill Sivell is a salesperson with VR Windsor Inc. [www.vrwindsor.com] 519-903-7807, which sells businesses to buyers across Canada and around the world. His 14-year career includes diverse senior management positions in marketing, advertising, sales management and operations management. His blog appears every Tuesday.

 

Get Your Credit Report Before You Buy

Many have felt the desire to do something entrepreneurial. Few prospective business buyers take the time to map out a plan that will improve the probabilities of a successful business transfer.

By purchasing an existing business you can dramatically increase your chances of success.   Existing businesses have a proven track record of profits, they may have a well-known brand, name, location, product mix, etc., and an established customer base for immediate cash flow. 

If you are considering a decision is to buy a business you will need to take an honest inventory of their skills, knowledge and interests. You need to truthfully catalogue skills and talents that can be incorporated into a business.

Plus, you will need to know how much money you are prepared to invest and how much you expect to make. Typically, these two amounts are directly related to one another.

Part of this exercise is getting a solid understanding of your credit score. Whether your eventual purchase includes all cash, Vendor financing or Third Party financing your credit report will inevitably be requested. Knowing ahead of time the information is accurate can make or break a business transaction.

A recent article in the Windsor Star by Ellen Van Wageningen http://www.windsorstar.com/Check+your+money+report+before+others/8073031/story.html provides some great insight and information to consider before you buy a business.

At this point, don’t be too concerned if you’re unable to identify exactly what type of business you’re looking for. The more focused and realistic you are in your personal review, the more attentive you can be in identifying attractive business opportunities and eliminating businesses you’re not interested in.

Having a plan for executing a successful business transfer will help you stay on track, allow you to dedicate the time and energy necessary, and get you a successful business that is ideal for you. 

Do you have a small business question you would like answered about this article or others?
Bill Sivell is a salesperson with VR Windsor Inc. [www.vrwindsor.com] 519-903-7807, which sells businesses to buyers across Canada and around the world. His 14-year career includes diverse senior management positions in marketing, advertising, sales management and operations management. His blog appears every Tuesday.

 

Time to Revise the Business Plan... Again!

The days of the 5 and 10 year business plans are long over.

In today’s business climate everything is changing at such a fast pace.  Business owners need to review their plan to determine what has already changed and forecast what could change – competition, technology, demand for the product or service of the business, etc. 

The typical business plan will include many of the following categories:

¨  Vision and Mission Statements

¨  Market Analysis

¨  Marketing/Sales Strategy

¨  Competitor Analysis

¨  Financial Plan

¨  Budget

¨  Timelines

¨  Business Model

¨  Industry Analysis

¨  Trends Analysis

¨  Action Plan

¨  Executive Summary

¨  Milestones

However, before you begin, I would suggest you challenge yourself to address the following questions and you will find the rest of your plan will become crystal clear by its conclusion:

1.    What burning need does your business resolve for your customers?

2.    What would you have to change to double your number of customers?

3.    What makes your product/service different compared to your strongest competitors?

4.    What are you doing to make your business less dependent on you personally?

5.    What are the market opportunities/threats for the Business?

6.    Who are the key employees in your business and what are you doing to find more like them?

Plans must be updated and must be realistic for the foreseeable future.  Start today and set a deadline to complete.  Business owners find that investing in strategic planning not only improves their management practices, it can improve the desirability and value of their business as well.

Do you have a small business question you would like answered about this article or others?

Bill Sivell is a salesperson with VR Windsor Inc. [www.vrwindsor.com] 519-903-7807, which sells businesses to buyers across Canada and around the world. His 14-year career includes diverse senior management positions in marketing, advertising, sales management and operations management. His blog appears every Tuesday.

 

How the Sale of a Business Can Go Off the Rails

Some business sales unravel because of the seller, others because of the buyer and even more due to third parties. The reasons are numerous—but most can be resolved

Like many negotiations in life, business transactions require a willingness to consider the other party’s concerns. If there is no sincere motivation on the part of both the buyer and seller of a business the likelihood that it will fail increases dramatically. There are a number of reasons why. 

Sellers may be the cause…

Some sellers do not have a reason to sell and are merely testing the waters to see if anyone would purchase their business and at what price. Because they are not legitimately interested in selling, they’re not willing to consider the buyer’s concerns or to be flexible enough to overcome the many complexities involved in the transaction.

Even when owners are motivated to sell, there can be problems if they are unrealistic about the value of their business or don’t want to offer seller financing. In either case, credible and legitimate buyers will be lost instantaneously. Unfortunately, some business brokers add fuel to the seller’s cause by sharing with them unreasonable expectations, often in an effort to secure a large upfront non-refundable fee.

Some sellers fail to be honest about their business or its situation. They will misrepresent the financial condition of the business or may not disclose the real reason for selling. Even if the error is not intentional, the sudden appearance of inaccurate information can scare off the most sincere buyer.

If you are a seller:

• Be open, honest and accurate about all things, both good and bad.
• Be prepared with financial documents that are up-to-date and accurate.
• Be ready to articulate your reason for selling. Be honest and hopefully not urgent.
• Get legal commitments in order, such as leases, permits, and contracts.
• Get an objective, impersonal review of your business and its market value

Buyers may be the cause…

Buyers often exhibit many of these same tendencies. They may have unrealistic expectations regarding the price of a business. Or they may have an urgent “need” to get a business but lack the courage to take the leap of faith necessary to go through with the acquisition.

Some buyers have experienced a recent financial setback that impacts their ability to meet their financial obligation as part of the deal. I faced this situation recently when a large deal fell apart after the buyer was unexpectedly served with divorce papers.

If you are a buyer:

• Be open and honest about your skills and competencies.
• Create a personal financial statement and understand your current financial standing.
• Get comfortable with the amount of investment you’re willing to make, and stay within your financial risk tolerance.
• Share your acquisition intentions with your personal stakeholders before you start looking.

Third parties may be the cause…

Outside influences can also hamper the successful transfer of a business. Landlords may become difficult to deal with when it comes time to transfer a lease or grant a new one. This happened this past summer when a landlord wanted to significantly alter a longstanding lease of a buyer who wouldn’t stand for it. 

Sometimes, both buyers and sellers receive overly aggressive advice from outside advisors. Advisors should always work toward the goal of putting the deal together, not erect roadblocks to derail it. A couple of months ago, a large merger of two leading businesses almost didn’t happen when days prior to closing, an innocent letter from a lawyer almost broke the chemistry between the principals.

Accountants can also influence a deal. For instance, rarely have I met a buyer’s accountant who thought his client didn’t pay too much for a business. Conversely, you’d be hard-pressed to find a seller’s accountant who felt their client sold their business for enough money.

For your advisors to be catalysts behind a successful deal, you should:

·         Ensure your accountant has a history of working with both buyers and sellers; they will need to see things from both perspectives.

·         Confirm your lawyer has experience with business sales of a similar size and nature.

·         Understand how your business broker will be able to manage confidentiality, negotiations and both parties’ advisors.

·         Get your advisors talking and working together.

There can be endless reasons for why a business sale does not successfully close, most of which can be mitigated with some thoughtful planning and understanding. Most importantly, they can all be resolved when the parties at the table are motivated to execute a deal. Whether you’re a buyer or seller, start managing these common issues before you get involved in any negotiations and you’ll be on your way to an outcome all parties are happy with.

Do you have a small business question you would like answered about this article or others

Bill Sivell is a Business Broker with VR Windsor Inc., which sells businesses to buyers across Canada and around the world. His 14-year career includes diverse senior management positions in marketing, advertising, sales management and operations management. He blogs about selling businesses at Maxbizvalue.blogspot.ca

More columns by Bill Sivell