Other Added
Hubs | Hubbers | Topics | Request
#1 in Business Subscribe Email Print

You are here: Home > Business > Business > Would You Give Away Your Business?

Tags
  • valuation
  • translate
  • leading
  • muchtaxation purposes
  • their businessthe
  • another family
    		•

    Links
  • Don't Golf My Way
  • The 10 Most Asked Questions of Cost Benefit Analysis
  • Tarot Cards Demystified: The Suit of Cups
    		•

    Other Added - Would You Give Away Your Business?

    Show Me The Green
    There was a time that one could assume that the phrase ‘show me the green' was interchangeable with ‘show me the money' (and in some respects it still is), but today it's really taking on a whole new meaning – it's a phrase with a movement behind it.We, the people, are changing our view of green as fast as the kaleidoscope will turn. And the color is vivid. We are thinking green in our lifestyles, our products, the food we eat, the homes we live in and the world we inhabit. And if we're thinking and living green in all of those areas it stands to reason that this green-way of thinking will spill over into being green in our careers.But what does ‘being' green in your career mean? Well, it is different for different people – some say it means working for a company that is producing environmentally safe products, or clean technology. Others say it is working for a company who is giving back to t
    m>4%)Of significance is the fact that 43% of owners surveyed planned for an on-going income stream from the business after exit. This is a double-edged sword.

    Not only do owners want to maximise the value of the sale value, but they are also looking for an income stream to support their future lifestyle.

    It becomes apparent that apart from the broad range of matters that need to be addressed, maximising the value of the business is paramount to anyone considering exiting from their business.

    The experience of Australian CPA’s has found that the barriers to SMB’s maximising business valuation included:

    · The business is too dependent on the owner

    · The business costs are too high

    · Out-of-date technology

    · Processes are not documented

    · The business owner is not prepared to commit time prepa

    MS Connectors
    The MIL-C-5015 MS circular connectors have been around the longest, and are often referred to as MS Connectors. MS connectors needs no tools for coupling and assembling of the connectors when attaching cables to equipment. MS connecor can be coupled by inserting the coupling nut of barrel into the receptacle and turning to the screw direction.These MS connectors are designed for use in fixed or mobile military equipment, industrial machine tools, robotics and automation, trucks, buses, ships aircraft etc.Jetronics India, established as Manufacturers of Ms Connectors in 1985, has grown into a leading producer and exporter of MS connectors, MIL C 5015 grade electrical connectors and related accessories like MG Connectors, Circular Threaded Coupling Connectors, MS 25042 connectors, MS 25043 connectors, Reverse Bayonet connectors, 121B connectors, Military connectors, MIL 5015 connectors, VG 95234 connectors,
    A Business Exit Plan can have a number of different connotations. You may hear it referred to as a Succession Plan.

    At Superb Coaching we have taken a deliberate stance in focussing on the ‘EXIT’ because we are dealing with the business owner’s plan to remove themselves from the business. Yes, there are issues around succession management that we address however we feel that the Exit Plan needs to address more than just succession.

    Your Business Exit Plan should deliver the following objectives:

    1) To maximising the capital realisation from the transfer of ownership

    2) To achieve this realisation in a reasonable time frame

    3) To minimise the risks as consequence of change or during the period of change

    In a survey conducted by the Australian CPA in 2004, it was found of business owners gave the following reasons for undertaking a plan.

    • Age (21%)
    • New business opportunities (11%)
    • Forward planning/looking to the future (11%)
    • Good business practice/logic/common sense (9%)
    • Succession/business for children/need it to continue (8%)
    • Wanted to make more money / opportunity to grow (7%)
    • View to retirement (6%)
    • Wanted to sell out/been in it too long (5%)
    • Wanted to get it right this time/needed direction (3%)
    • Need time with family/death in family (2%)
    • Low business performance (2%)
    • The work overload (2%)
    • Family break-up (2%)
    • GST too much/taxation purposes (1%)
    • Illness (1%)
    • No real reason (5%)
    In other research conducted in the UK, a number of leading factors were identified as contributing to SMB exit failure. These included.

    · Businesses with lifestyle and personal rather than strategic goals

    · Poor business performance

    · Managerial dependence on owner

    · Ignoring the need to make arrangements for exiting

    In Australia we have some 40% of SMB’s totally dependent on the owner.

    So what are your options for exiting the business?

    The following were found as being the most appealing by SMB owners themselves.

    1. Sell or pass on to a child or another family member (25%)
    2. A trade sale to someone in the industry (19%)
    3. Sell to management or staff (7%)
    4. Advertise the business for sale without identifying a buyer (26%)
    5. Close the business and sell the assets (17%)
    6. Don’t know (5%)
    Most interestingly, if we compare the above same list where the business owner was advised by a professional we observe the following preferences.

    1. Advertise the business for sale without identifying a buyer (43%)
    2. Sell or pass on to a child or another family member (30%)
    3. A trade sale to someone in the industry (17%)
    4. Sell to management or staff (3%)
    5. Close the business and sell the assets (3%)
    6. Don’t know (4%)
    Of significance is the fact that 43% of owners surveyed planned for an on-going income stream from the business after exit. This is a double-edged sword.

    Not only do owners want to maximise the value of the sale value, but they are also looking for an income stream to support their future lifestyle.

    It becomes apparent that apart from the broad range of matters that need to be addressed, maximising the value of the business is paramount to anyone considering exiting from their business.

    The experience of Australian CPA’s has found that the barriers to SMB’s maximising business valuation included:

    · The business is too dependent on the owner

    · The business costs are too high

    · Out-of-date technology

    · Processes are not documented

    · The business owner is not prepared to commit time prepar

    Opportunities Galore for the Bilingual
    The world is ever changing. We have seen fads come and go, bands come and go, and hot markets come and go. But there is one thing that has kept on getting hotter, that is the need for someone to translate. Virtually every area you can think of needs someone to translate for them. If you haven’t thought about the possibility of you translating, maybe you should start.I cant think of a college when I was looking that didn’t require atleast some foreign language in high school. Most college actually have a requirement for you to take a few semesters before you graduate. This makes a student more well rounded and can only help them out. I remember when I took Spanish back in high school my teacher accompanied the police department to help them out when they needed a translator and they paid PRETTY well. But why is it so popular?International trade is essential in the business world. It’s a mat
    for undertaking a plan.

    • Age (21%)
    • New business opportunities (11%)
    • Forward planning/looking to the future (11%)
    • Good business practice/logic/common sense (9%)
    • Succession/business for children/need it to continue (8%)
    • Wanted to make more money / opportunity to grow (7%)
    • View to retirement (6%)
    • Wanted to sell out/been in it too long (5%)
    • Wanted to get it right this time/needed direction (3%)
    • Need time with family/death in family (2%)
    • Low business performance (2%)
    • The work overload (2%)
    • Family break-up (2%)
    • GST too much/taxation purposes (1%)
    • Illness (1%)
    • No real reason (5%)
    In other research conducted in the UK, a number of leading factors were identified as contributing to SMB exit failure. These included.

    · Businesses with lifestyle and personal rather than strategic goals

    · Poor business performance

    · Managerial dependence on owner

    · Ignoring the need to make arrangements for exiting

    In Australia we have some 40% of SMB’s totally dependent on the owner.

    So what are your options for exiting the business?

    The following were found as being the most appealing by SMB owners themselves.

    1. Sell or pass on to a child or another family member (25%)
    2. A trade sale to someone in the industry (19%)
    3. Sell to management or staff (7%)
    4. Advertise the business for sale without identifying a buyer (26%)
    5. Close the business and sell the assets (17%)
    6. Don’t know (5%)
    Most interestingly, if we compare the above same list where the business owner was advised by a professional we observe the following preferences.

    1. Advertise the business for sale without identifying a buyer (43%)
    2. Sell or pass on to a child or another family member (30%)
    3. A trade sale to someone in the industry (17%)
    4. Sell to management or staff (3%)
    5. Close the business and sell the assets (3%)
    6. Don’t know (4%)
    Of significance is the fact that 43% of owners surveyed planned for an on-going income stream from the business after exit. This is a double-edged sword.

    Not only do owners want to maximise the value of the sale value, but they are also looking for an income stream to support their future lifestyle.

    It becomes apparent that apart from the broad range of matters that need to be addressed, maximising the value of the business is paramount to anyone considering exiting from their business.

    The experience of Australian CPA’s has found that the barriers to SMB’s maximising business valuation included:

    · The business is too dependent on the owner

    · The business costs are too high

    · Out-of-date technology

    · Processes are not documented

    · The business owner is not prepared to commit time prepa

    How to Write a Powerful Newsletter for Your Business
    Most marketing people think of newsletters as quaint old things, like handwritten letters or mimeograph machines. While marketing is not immune to fads, newsletters are an absolute evergreen. After all, how can direct communication with your customers ever be a bad thing? And if you do it right, your customers will actually look forward to hearing from you!One reason newsletters are so hot is that no one is doing them. Some marketers may think they're hopelessly old school. Others may have tried to do them and failed (they're harder than they look). And still others are so buried under the avalanche of everyday emergencies that doing something as benign and friendly as a newsletter sounds almost unproductive.Newsletters are powerful. Think about what they are for a minute: it is a way for you to communicate directly with your customers at regular intervals. Most other marketing communications effor
    li>
  • GST too much/taxation purposes (1%)
  • Illness (1%)
  • No real reason (5%)
    • In other research conducted in the UK, a number of leading factors were identified as contributing to SMB exit failure. These included.

    · Businesses with lifestyle and personal rather than strategic goals

    · Poor business performance

    · Managerial dependence on owner

    · Ignoring the need to make arrangements for exiting

    In Australia we have some 40% of SMB’s totally dependent on the owner.

    So what are your options for exiting the business?

    The following were found as being the most appealing by SMB owners themselves.

    1. Sell or pass on to a child or another family member (25%)
    2. A trade sale to someone in the industry (19%)
    3. Sell to management or staff (7%)
    4. Advertise the business for sale without identifying a buyer (26%)
    5. Close the business and sell the assets (17%)
    6. Don’t know (5%)
    Most interestingly, if we compare the above same list where the business owner was advised by a professional we observe the following preferences.

    1. Advertise the business for sale without identifying a buyer (43%)
    2. Sell or pass on to a child or another family member (30%)
    3. A trade sale to someone in the industry (17%)
    4. Sell to management or staff (3%)
    5. Close the business and sell the assets (3%)
    6. Don’t know (4%)
    Of significance is the fact that 43% of owners surveyed planned for an on-going income stream from the business after exit. This is a double-edged sword.

    Not only do owners want to maximise the value of the sale value, but they are also looking for an income stream to support their future lifestyle.

    It becomes apparent that apart from the broad range of matters that need to be addressed, maximising the value of the business is paramount to anyone considering exiting from their business.

    The experience of Australian CPA’s has found that the barriers to SMB’s maximising business valuation included:

    · The business is too dependent on the owner

    · The business costs are too high

    · Out-of-date technology

    · Processes are not documented

    · The business owner is not prepared to commit time prepa

    About Safety Excavation and Trenching
    Excavation and trenching are known as the most unsafe construction operations. Excavation is defined as any man-made cut, cavity, land clearing or trench in the earth’s surface formed by earth removal. A trench is defined as a narrow alternative excavation, which is deeper than it is wide, and is not wider than 15 feet (4.5 meters).Dangers involved in Excavation and TrenchingCave-ins have the maximum risk and are much more probable than other types of excavation associated accidents to result in worker fatalities. Other possible dangers include falls, falling loads, harmful atmospheres, and other incidents concerning mobile equipment. Trench gives way cause dozens of losses and hundreds of harms each year.Common Excavation and Trenching RulesHeavy equipment tools should be kept away from trench edges.Surcharge loads needs to be at least 2 f
    he industry (19%)
  • Sell to management or staff (7%)
  • Advertise the business for sale without identifying a buyer (26%)
  • Close the business and sell the assets (17%)
  • Don’t know (5%)
    • Most interestingly, if we compare the above same list where the business owner was advised by a professional we observe the following preferences.

    1. Advertise the business for sale without identifying a buyer (43%)
    2. Sell or pass on to a child or another family member (30%)
    3. A trade sale to someone in the industry (17%)
    4. Sell to management or staff (3%)
    5. Close the business and sell the assets (3%)
    6. Don’t know (4%)
    Of significance is the fact that 43% of owners surveyed planned for an on-going income stream from the business after exit. This is a double-edged sword.

    Not only do owners want to maximise the value of the sale value, but they are also looking for an income stream to support their future lifestyle.

    It becomes apparent that apart from the broad range of matters that need to be addressed, maximising the value of the business is paramount to anyone considering exiting from their business.

    The experience of Australian CPA’s has found that the barriers to SMB’s maximising business valuation included:

    · The business is too dependent on the owner

    · The business costs are too high

    · Out-of-date technology

    · Processes are not documented

    · The business owner is not prepared to commit time prepa

    Training - Cost or Investment?
    How do you view training and development in your business?Do you need to quantify and measure it? Is the value you place on developing your staff and management purely monetary or is there a greater benefit to the individual and to the organisation?In a study carried out by the International Institute of Management Development 80% of respondents were unable to quantify the effect of development. Yet millions of pounds are invested, in management development alone, each year in the UK.It just doesn't add up. It is ingrained in all good businesses to test, measure and know their numbers. So why spend millions without knowing the result.So what is the value of training? Many organisations say they now agree that their work force is their greatest asset and so investing in their development is both necessary and worthwhile these organisations place a high value o
    m>4%)Of significance is the fact that 43% of owners surveyed planned for an on-going income stream from the business after exit. This is a double-edged sword.

    Not only do owners want to maximise the value of the sale value, but they are also looking for an income stream to support their future lifestyle.

    It becomes apparent that apart from the broad range of matters that need to be addressed, maximising the value of the business is paramount to anyone considering exiting from their business.

    The experience of Australian CPA’s has found that the barriers to SMB’s maximising business valuation included:

    · The business is too dependent on the owner

    · The business costs are too high

    · Out-of-date technology

    · Processes are not documented

    · The business owner is not prepared to commit time preparing for a sale

    · A lack of potential buyers

    · The business does not achieve a reasonable return

    · The owner has unrealistic expectations about the value of the business

    So what can You do to maximise the value of your business and any on-going income stream you might be looking for?

    You need to develop your Business Exit Plan ensuring that it is integrated into your business’ strategic plans. You need to involve yourself, your family and your staff. Most importantly, you need to plan ahead.

    At Superb Coaching we focus on implementing 7 Key Strategies for our clients.

    1. PLANNING We firstly ensure that our clients have a current Business Plan that is being actioned. We then address the matter of the Business Exit Plan.

    2. STRUCTURE Does your business have the right structure supported by a culture of leadership and team development fostering the business objectives?

    3. FUNCTIONALITY Do you have the right people sitting in the right seats on the right bus? Are lines of responsibility clearly defined and followed? Does the business have points of individual dependence?

    4. SYSTEMS Are the business systems supporting the operations? Are they effectively utilised and do they work in with the business processes? Are there effective performance measurement systems in place?

    5. PROCESSES Are the systems and processes appropriately documented? Are the business policies and procedures up to date and understood by the staff?

    6. DISTRIBUTION Does your business effectively apply relationship management to select partner businesses for building your customer base? Are there opportunities to attract better qualified customers and increase turnover?

    7. POSITIONING Your success in the market will be driven by the market’s perception of what your business is really about. Acknowledgement of your position can only be achieved by ensuring that your business is totally aligned to this position in everything it does.

    Yes, profit, turnover, financial ratios and asset value are critical as well, but these generally are what are referred to as “lagging indicators”. They only tell you about what has happened in the past, the history of the business.

    To maximise your business value, you should also pay attention to demonstrating the “future” potential of the business. This is achieved by measuring “leading indicators”.

    Adopt the 7 Key Strategies and you can be assured that you will be delivering to the future potential of your business.

    Now your business is really appealing to a potential investor or buyer. They have assurance over past performance and confidence in future capacity.

    HTTP = HTML link (for blogs, profiles,phorums):
    <a href="http://www.otheradded.com/article/588/otheradded-Would-You-Give-Away-Your-Business.html">Would You Give Away Your Business?</a>

    BB link (for phorums):
    [url=http://www.otheradded.com/article/588/otheradded-Would-You-Give-Away-Your-Business.html]Would You Give Away Your Business?[/url]

    Related Articles:

    Credit Card Fraud Prevention - Err on the Side of Caution

    The practice of accepting credit cards is not devoid of risk. In order to avoid falling victim to credit card fraud, it is best for merchants to exercise caution and investigate when necessary. A little credit card fraud prevention can save a lot of money ... and grief.

    How to Prevent Distortion, Rumors, and Hearsay

    How to prevent distortion, rumors and hearsay in an organization. Though listening long speeches is difficult this leads to rumors & hearsay. It's very important to uncover such problems. Lack of listening and hearsay information is real problems and should not be ignored. Check out the basic twelve rules, which will bring a huge difference.

    Are Consultants Wasting Your Time with your Business Plans?

    Most business owners don't have a Business Plan. And most of those that do never look at their plan once it's completed. It is easier for a consultant to sell a business owner a plan when they don't have to explain what they must do to make it work.

    Bookmark it: del.icio.us digg.com reddit.com netvouz.com google.com yahoo.com technorati.com furl.net bloglines.com socialdust.com ma.gnolia.com newsvine.com slashdot.org simpy.com shadows.com blinklist.com