In this episode of the Napkin Numbers podcast, join Scott Lundt and Rahsaan Freeman as they guide you through the crucial last stages of the business lifecycle. From navigating the shake-out phase to thriving in business maturity, they offer actionable strategies for recognizing decline, optimizing funding, and planning your exit – because knowing when and how to step away can be just as critical as knowing how to grow.
From Boom to Bust: Understanding the Shake-out, Maturity and Decline Phases
Tune in for expert insights to keep your business on the path to long-term success.
Napkin Numbers Talking Points
[0:00] Introduction to Business Life Cycles and Corporate Funding Series Part Three.
- Rahsaan Freeman introduces the third part of the series, focusing on the shake-out, maturity, and decline phases of the business and corporate funding lifecycle.
[0:22] Understanding the Shake-out Phase
- Rahsaan discusses the shake-out phase, which occurs after the growth phase.
- This phase leads to slower sales increase and decreasing profits due to market saturation and increased competition.
[2:42] Navigating the Maturity Phase
- Scott discusses the Maturity phase, which marks stable sales, thinner profit margins, increased competition, and the need for innovation and brand image reinforcement.
- It often accompanies a low business risk and increased debt funding availability.
[5:23] Recognizing the Decline Phase
- The decline phase is characterized by decreasing sales, profits, and cash flow, resulting from failure to keep up with competition and market changes.
- It’s crucial for business owners to have a plan for either reinvestment or exit.
[7:10] Planning for Transition and Retirement
- Business owners entering the decline phase should start setting goals for an exit timeline, assembling a transition team, and keeping up on financial and operational records.
- It’s essential to ensure you have a plan B in case plan A doesn’t work.
The later stages of the business lifecycle—shake-out, maturity, and decline—are crucial in shaping the future and legacy of your business. Applying strategies to navigate these key phases, such as maintaining brand strength, adapting to competition, and preparing for the future, will position your business for lasting success.
Freeman Lundt is here to help you plan your business’s growth and exit from your business on your terms. The #1 question of CEOs looking to grow or sell their business is always, what is my business worth? Don’t worry, we have a free, confidential, industry-leading tool for that! Please use our complimentary business evaluation calculator to determine your business’s worth.
Unraveling the Complex Realities of Valuations
Determining an accurate valuation for a company is far from straightforward. It involves a range of complex, and often rapidly changing, factors. The challenge is compounded by the fact that some aspects of valuation are inherently subjective. This means that different professionals might ultimately arrive at different conclusions. Despite these challenges, we can establish ways to navigate the valuation process effectively.
One key factor to consider is the ownership structure of the company. A company that is partially or fully employee-owned, for instance, may be perceived as less marketable. Many owners may not realize that Employee Stock Ownership Plans (ESOPs) can significantly impact the overall value of a company, however, this is true as well.
Intellectual property (IP) is another crucial element that comes into play with a valuation. Assessing the value of patents, trademarks, and copyrights can be challenging but is essential for an accurate valuation. The value of these intangible assets plays a significant role in the overall assessment of a company’s worth.
Technological advancements can also influence a company’s valuation. Companies, especially those focused on technology, may face obsolescence due to rapid technological changes. Even businesses outside the tech sector can be affected by technological disruptions. If a business is approaching the end of its life cycle, its valuation is likely to reflect that reality. Additionally, vulnerabilities to supply chain disruptions can negatively impact a company’s valuation.
The diversity and range of products and services offered by a company are important valuation factors as well. A company with a single product or service may be harder to value than one with a diverse product portfolio. Generally, companies with greater product diversity are valued higher. Similarly, companies with a broader customer base are often valued more favorably compared to those reliant on a few key customers.
In summary, accurately valuing a company requires a balance of art and science. It involves both intuitive judgment and analytical rigor. Collaborating with a skilled business broker or M&A advisors can help navigate the complexities of valuation and ensure a thorough and accurate assessment.
Copyright: Business Brokerage Press, Inc.
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What You Need to Know About Family Business Legacy and Transition
Family businesses are quite common. Estimates suggest there are more than 5 million family businesses in the United States alone. While family businesses are prevalent, this does not diminish their unique nature, as a family business often plays a central role in the family’s identity. Family members are typically deeply attached to the business and its achievements. They may see their own futures intertwined with it.
Owners of family businesses are generally very invested in their ventures and view them as part of their legacy. Consequently, sellers often hope to find buyers who will appreciate and continue their legacy. It is common for sellers to seek buyers who share their vision for the business.
Adding to the complexity, about one-third of family business owners never plan to retire. As a result, many family businesses lack a succession or exit plan, which can lead to instability and potentially jeopardize the business’s future. It is advisable for family business owners to work with business brokers to develop an exit strategy well before retirement.
Retirement will eventually become an unavoidable reality for nearly all business owners. Many are surprised to learn that the average lifespan of a family-owned business is just 24 years. Moreover, only about 40% of family-owned businesses are passed down to the next generation. Even more striking, only 13% of family-owned businesses make it to the third generation, and beyond that, the survival rate drops to a mere 3%.
There are also challenges associated with selling a business to a family member. One major disadvantage is that sellers often receive less value when doing so. Additionally, family-owned businesses may involve multiple family members in the decision-making process, which can complicate the sale.
On the other hand, selling to a third party might result in family members losing their jobs or struggling with a new management structure. Overall, buying or selling a family business is a complex process that differs from other types of business transactions.
In conclusion, sellers will benefit greatly from seeking the advice and assistance of a brokerage professional. Business brokers and M&A advisors understand the intricacies of selling a family-owned business and can identify the right buyers. Finding the right buyer can significantly streamline the sales process and lead to better outcomes.
Copyright: Business Brokerage Press, Inc.
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The Invaluable Benefits of Working with A Business Broker
One of the worst mistakes any business owner can make is neglecting their business during the sales process. It is quite common for sellers to become overwhelmed, lose focus, and see their business suffer as a result. The last thing any business owner wants is for their business to encounter problems right before it is put up for sale. Fortunately, there are straightforward and effective steps that business owners can take to avoid this potential pitfall.
Maintaining Business Operations
Ensuring that your business is ready to be sold means making sure everything is in top condition before the business is placed on the market. In short, you don’t want to make any major changes to the way your business normally functions. Your hours of operation, inventory levels, and other key business factors should remain as stable as possible. To put it another way, everything should be “business as usual” until you have officially sold your business.
Maintaining a “business as usual” environment can, of course, be easier said than done. Juggling the operation of your business while finding and negotiating with a buyer can be remarkably difficult. Working with a business broker or M&A advisor is a savvy way to take the pressure of selling a business off your shoulders. This allows you to focus on what you do best—operating your business. If you are like most business owners, you’ve never sold a business before, and this means you’ll have a steep, and potentially painful, learning curve.
Handling Logistics
A brokerage professional can assist you with every aspect of the sales process. From determining how much your business is worth and what the market will allow to maintaining confidentiality, a business broker or M&A advisor has the experience to properly prepare and position your business for sale.
It is difficult to overstate the tremendous importance of maintaining confidentiality. Business brokers are experts in this area, ensuring that you don’t lose key employees, vendors, or clients during the process. Employees, management, vendors, and clients may become nervous and look for new options if they learn that your business is being sold.
Sharing Valuable Advice
Brokerage professionals can also help you make a range of key decisions in advance. For example, buyers will often pay more if the seller is willing to stay on after the sale to train them. Additionally, a deal may be more likely if a seller is willing to provide financing. Knowing in advance how you will handle these important issues is critical, and a business broker can guide you toward the optimal decisions.
Selling a business is a complicated process. It makes sense for business owners to take steps toward selling their business well in advance. The sooner you talk to a brokerage professional about what you need to do to sell your business, the better off you are likely to be.
Copyright: Business Brokerage Press, Inc.
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Understanding Business Life Cycles: Launch and Growth Funding Strategies
In this episode of the Napkin Numbers podcast, Scott Lundt delves into the intricacies of startup funding strategies and the pivotal role of business banking products. He offers insights on managing cash flow and creating financial growth plans. Scott discusses overcoming negative cash flow during the launch phase and seizing growth opportunities, emphasizing the importance of strong relationships with bankers.
This episode is valuable for business owners navigating early growth stages, providing practical advice and actionable insights for strategic financial management.
Napkin Numbers Talking Points
[0:00] Introduction to Business Life Cycles and Corporate Funding Series Part Two
- Scott Lundt introduces the second part of the series, focusing on the launch and growth phases of the business and corporate funding lifecycle.
[1:00] The Launch Phase and Banking Products
- Scott discusses the different phases of the business life cycle, including launch, growth, maturity, and decline, as well as the implications for sales, competition, and decision-making.
- Scott highlights the banking products appropriate for this stage, including business checking accounts, savings accounts, credit cards, and business insurance.
[4:29] The Growth Phase and Financial Success
- Scott discusses the signs of entering the growth phase, such as increased sales, profits, and positive cash flow.
- He emphasizes the decreased business risk and the need for additional capital to expand and diversify sales.
- He outlines the banking products appropriate for this stage, including business loans, lines of credit, merchant services, treasury management services, and commercial credit cards.
[7:33] Conclusion and Advisory Team
- Lundt concludes the episode by emphasizing the importance of seeking guidance from advisors, bankers, and SBA counselors for continued success. Stay tuned for part 3 in the series to cover the last stages of the business lifecycle!
Mastering funding strategies and leveraging business banking products sets a strong foundation for your startup’s success. Scott’s insights on managing cash flow and planning for growth give your business a valuable roadmap for navigating the complexities of early business stages. Building strong relationships with bankers and seeking their guidance can make a significant difference during these formative years, ensuring your business survives and thrives.
Freeman Lundt is here to help you plan your business’s growth and your exit from your business on your terms. The #1 question of CEOs looking to grow or sell their business is always, what is my business even worth? Don’t worry, we have a free, confidential, industry-leading tool for that! To determine your business’s worth, please use our complimentary business evaluation calculator.
Selling Your Business Like a Pro
Having a player mindset when selling a business can be a real gamechanger. The goal with this approach is to steer clear from coming across as desperate or highly motivated to sell. Instead, a seller who embraces a player mindset operates from a position of strength. It’s all about realizing you have something of value and then realistically taking steps to move forward.
Keep Operations in Check
It is vital that you, as a seller, realize that your number one responsibility is to your business. You must keep normal hours of operation and activities should proceed as normal. This will ensure that everything at your business is operating at peak levels. Inventories must be maintained, team members must stay on board, and you should continue moving forward as though there is no sale on the horizon. After all, business deals fall apart every single day.
Stay Realistic
Being a player doesn’t mean being unrealistic or greedy when it comes to pricing. While you, and your business broker or M&A advisor, will want the very best price for your business, it is essential that you remain realistic about the value of your business. Remember that like any asset, your business is not worth what you think it is worth. Instead, it is worth what someone is willing to pay for it. If you are like most business owners, you have a great deal of sweat equity built up in your business, and that means your emotions are likely involved. Having an impartial expert evaluate your business and reach a realistic price is in your best interests.
Maintain Confidentiality
A key part of achieving a successful sale is to maintain confidentiality. Experienced brokerage professionals always use confidentiality agreements because they work to protect their clients. One slip up in the realm of confidentiality can destroy a potentially great deal and even damage your business. Don’t work with any business broker that doesn’t utilize the powerful tool that is the confidentiality agreement.
Get the Upper Hand
Being a player instead of a seller means that you act from a position of strength. Circumstances often dictate whether or not a seller is in a position to act from a position of strength. For this reason, you’ll want to sell when you are not forced to do so for personal or financial reasons. You’ll want to prepare your business for sale when you are not under any pressing stress to sell. Investing the time to clean up your balance sheet, address any environmental or leasing issues, assemble key documents, settle litigation and other key steps, should be done long before you wish to sell. In short, you want to be ready to sell whenever you feel like doing so.
Selling a business is a complicated process with many moving parts. Quite often, it is the structure of the deal that is more important than the price. Maintaining momentum is often the most important part of achieving a successful sale, for deals that drag on for an extended period of time are more likely to fall apart.
As a player selling from a position of strength and not a seller who is in reactivity mode and must sell immediately, you set yourself up to be firm but also utilize flexible thinking. Being flexible and realizing when to bend can make all the difference between a deal happening and a deal falling apart.
Copyright: Business Brokerage Press, Inc.
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