Tag Archives: new business

EBITDAC : What is Your Business Worth Now?

Several friends have sent me a picture of an EBITDAC coffee mug this week. As it states, EBITDAC stands for Earnings Before Interest, Taxes, Depreciation, Amortization and Coronavirus. Will this be the new measure of cash flow for valuing your … Continue reading

Posted in Exit Planning | Tagged , , , , , , , , , , , , , , , , , , , , | 8 Comments

8 Responses to EBITDAC : What is Your Business Worth Now?

  1. Jim Maher, EPI STL Chapter President says:

    Love your thought leadership!!

  2. Julie Keyes, EPI Twin Cities Chapter Pres says:

    Good article, John!

  3. Ed Pratesi says:

    Great article!

  4. Frederic Farcy says:

    Good Stuff John

  5. Bill Entwistle says:

    Great article John. Glad to see that you discuss “Planning for Your Comeback”, as I think that many businesses will need to “grow” their way out of this situation. There are enough doom and gloom articles out there, we need to provide these business owners some hope and optimism.

  6. Craig Noto says:

    Thank you John ,Great Article, I am so glad you send out these newsletters as i am in the transition cycle right now and having a succession plan is the most important to all business owners. Im so glad that i was part of TAB for over 8 years and learned about balancing work & play and building teams that can run the company with out me. Stay Safe out there

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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, Leadership, Management | 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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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 Entrepreneurship, Leadership, Marketing and Sales | Tagged , , , , , , , , , , , , , , , , | 1 Comment

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Business Buyers: The “Buy Now, Pay Later” Generation

If you are preparing to sell your business, your buyers will likely be members of the “buy now, pay later” generation. Generation X is the first demographic group to be raised in a culture that put little emphasis on savings. … Continue reading

Posted in Exit Options, Exit Planning, Exit Strategies | Tagged , , , , , , , , , , , , , , , , , , , | 1 Comment

One Response to Business Buyers: The “Buy Now, Pay Later” Generation

  1. This is one of the most realistic articles I’ve read on the topic. Sellers would be wise to listen to their advisors, and be advised earlier than they think they should.

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Employee Gratitude isn’t Loyalty

Most of us have heard something like this expression of employee gratitude. “I’ve enjoyed working here. You taught me so much, and you’ve always treated me well. But the company down the road is paying a lot more for people with my … Continue reading

Posted in Entrepreneurship, Leadership, Management | Tagged , , , , , , , , , , , , , | 1 Comment

One Response to Employee Gratitude isn’t Loyalty

  1. Mike Wright says:

    Spot On. If you want loyalty get a dog. If you want a good performing business hire people who are ambitious, responsible, hard working and learn new things fast. Have a process to get them productive as soon as possible. Then try to keep them engaged and challenged as long as you can. Keep making them as valuable to the company as possible and pay them proportionally. When they leave, you will feel the impact, but the ability to repeat these steps can be a very valuable CSF for a highly successful organization.

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