Tag Archives: management

Quality of Earnings Part 2: Hidden Expenses

In my last post we discussed quality of earnings audits from a revenue perspective. Customer concentration, marginal lines of business and contracts are the three most common revenue traps. If you are comfortable with your company’s strength and stability as … Continue reading

Posted in Exit Options, Exit Planning, Exit Strategies, Selling a business, Strategy and Planning | Tagged , , , , , , , , , , , , , , , | Leave a comment

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After the Exit; “Nothing Will Change”

“Nothing will change.” It is almost de rigueur for an acquirer to include that in his or her opening comments to the incumbent staff of a just-purchased business. Sometimes it is the seller’s attempt at making folks feel better. “Don’t … Continue reading

Posted in Building Value, Exit Options, Exit Planning, Exit Strategies, Incentives, Leadership, Life After, Managing Employees, Selling a business | Tagged , , , , , , , , , , , , , , | 2 Comments

2 Responses to After the Exit; “Nothing Will Change”

  1. John Hyman says:

    Yeah, and I promise to spend the night! This is a terrific observation and the counsel to be upfront and smooth the anxiety is spot on.

  2. Marsha Kelly says:

    You tell the truth. Things should change when a business is sold so it can grow on to new heights, in new and different ways. http://best4businesses.com/legal/legalzoom-referral-code-review/

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A Transition to Exit Planning

It is time for a new direction. This marks my 400th posting to this site. I’ve enjoyed writing weekly about the daily issues and opportunities of business owners for almost ten years, but it is time for a change. Awake … Continue reading

Posted in Building Value, Entrepreneurship, Exit Options, Exit Planning, Exit Strategies, Life After, Selling a business, Strategy and Planning | Tagged , , , , , , , , , , , , , , , | 6 Comments

6 Responses to A Transition to Exit Planning

  1. Dan Bowser says:

    In my experience working with business owners who say they want to exit, I’ve found it helpful to include some of the Enjoyment in the Plan section. If an owner doesn’t know what he or she will do next, they probably won’t exit. There will be something wrong with every offer or prospect.
    I look forward to your future sharing.

  2. Jim marshall says:

    I thought you had pretty well made the transition already. I hope there will be some form for you to continue to, when you notice other aspects of the business. As you know I I value and appreciate your insights.

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Business isn’t Zero Sum

In any negotiation, you can assume a win-win solution or a zero sum outcome. “Win-win” is defined as when both parties come out ahead or achieve what they seek. “Zero sum” is when the premise behind negotiation is that whatever one … Continue reading

Posted in Business Perspectives, Entrepreneurship, Incentives, John's Opinions, Managing Employees, Politics and Regulation, Strategy and Planning, Technology | Tagged , , , , , , , , , , , , , , , , , , , | 1 Comment

One Response to Business isn’t Zero Sum

  1. Mike Wright says:

    Very good points. Unfortunately we have become very short term and self centered thinkers. Those with the greatest economic or political power will do what is necessary to gain and retain their control. This creates sub-optimal binary states that we fluctuate between rather than making long term gains for all.

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Stop Managing

Why would anyone advise business owners to stop managing? Management is a proven science. From the time and motion studies of Frederick Winslow Taylor in the late 1800s, to Matthew Kelly and Patrick Lencione’s Dream Manager, we are constantly in … Continue reading

Posted in Building Value, Entrepreneurship, Exit Planning, Incentives, Leadership, Managing Employees, Strategy and Planning | Tagged , , , , , , , , , , , , , , , , | 1 Comment

One Response to Stop Managing

  1. Ed Bierschenk says:

    Great summary of the panel session. I was in the audience for the panel and it was clear that business owners need to be more willing to let go and delegate more to a qualified 2nd in command. Like, John, I would encourage owners to consider upscaling their next hire into a more qualified candidate who can assume a strategic competency as a GM, Operations Manager, or even 2nd in-training. This is a high leverage investment which will allow more time for “working on the business.” TAB Business Coach-

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