Tag Archives: marketing

The Right Price for Your Business

“If someone offered me the right price, I’d sell in a minute!” Exit planners and business brokers hear it all the time. “Anything is for sale if the price is right!” What is the “right” price? Of course, you can … Continue reading

Posted in Entrepreneurship, Exit Options, Exit Planning, Exit Strategies, Incentives, Leadership, Managing Employees, Selling a business, Strategy and Planning | Tagged , , , , , , , , , , , , , , , , , | 1 Comment

One Response to The Right Price for Your Business

  1. Becca Holton says:

    It makes sense why the right price is what you can get. I feel like that can be a little frustrating. However, I assume with right kind of help you can still get a decent price for your business.

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The Nimble Small Business

Almost since time began, the nimble small business has been axiomatic. Large corporations are like big ships, the common knowledge goes. They take a long time to change direction. That is a comforting thought to business owners who choose to see … Continue reading

Posted in Building Value, Entrepreneurship, Exit Options, Exit Planning, Exit Strategies, Marketing, Marketing and Sales, Sales, Selling a business, Strategy and Planning | Tagged , , , , , , , , , , , , , , , , , , | Leave a comment

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Quality of Earnings Part 3: Cash Flow

In the past few weeks we’ve discussed how quality of earnings audits look at your income and expenses, and their impact on company value.  Since Revenue less Expenses equals Profit (P=R-E), you could be forgiven for thinking that we have picked … Continue reading

Posted in Building Value, Exit Planning, Exit Strategies, Selling a business, Strategy and Planning | Tagged , , , , , , , , , , , , , , , , , | 1 Comment

One Response to Quality of Earnings Part 3: Cash Flow

  1. Marsha Kelly says:

    Great detailed advice. Cash flow can make or break a small business. I know from my own experience and that of my clients. Run rates are a complex but necessary calculation.

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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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How Much Does that Gorilla Weigh?

How much does that (fill in your preferred number here) pound gorilla weigh? I always refer to an 800 pound gorilla, but I’ve heard others use everything from a 400 pound gorilla (which is pretty close to their real size) to … Continue reading

Posted in Customer Relations, Entrepreneurship, Leadership, Marketing, Marketing and Sales, Sales, Strategy and Planning | Tagged , , , , , , , , , , , , , , , , | 2 Comments

2 Responses to How Much Does that Gorilla Weigh?

  1. Eric Taylor says:

    This is a great post John.

    I think it’s fair to say that most of us in the small business community have had to deal with gorillas in our respective industries. They are usually customers, but can also be competitors or vendors.

    In the past year, we have dealt with many issues in which we have been dictated to by gorilla customers. One very large pharma company changed their terms to Net 90, another required us to pay a $2000 fee to order to do business with them, and another required us to pay for a system that they implemented that tracks their/our safety program.

    In all three cases, the outcome could have hurt us as a small business. Net 90 terms could crush us on large projects, the $2000 fee was more than the profit we would have made on the project, and the safety program requires considerable time and effort on our part in order to maintain compliance.

    In all three examples, we prevailed. Our relationship with the customers in all three cases was so strong, that all it took was a conversation with the local decision makers. They were sympathetic to our situation, and worked with us to come up with solution. In one case, they agreed to allow us to invoice them for all of the parts at the start of the project, giving us an extra 30 days, ultimately reducing the net 90 terms to net 45. In the other two cases, our local contacts allowed us to add the costs we incurred to the project.

    In my experience, when you explain the hardship the gorillas policies place on our business; reason prevails and an acceptable solution is the result.

    Happy Holidays,
    Eric

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