Outline text of a seminar I have given for 15 years locally as a volunteer for SBA\'s Service Corps of Retired Executives (SCORE).
Good overview of the process.
7 critical points every seller should know before selling their businessPaula Carr
When it comes to selling a business, most business owners don't even know where to start or which questions to ask. The entire selling process may seem confusing and overwhelming. Some owners turn to their accountant or legal professional for advice, but those professionals represent only a fraction of the overall solution. When you consider that in a typical selling situation there are no less than four different professionals involved in the transaction ranging from accountants to investment bankers, it is easy to see why many people are afraid to even begin the process.
If you've been thinking of selling your business, let us guide you through the process, relieving the stress of selling on your own and eliminating any obstacles that may appear along the way.
www.murphybusiness.com/raleigh
Are you using the same pitch for each meeting and getting lackluster results? Learn how creating buyer personas to customize your messaging can help you land more deals.
Effective treatment forbipolar disorder in Mindheal Homeopathy clinic ,Chembu...Shewta shetty
"Bipolar Disorder- it is characterized by abnormal mood shifts. Along with the mood shits there are fluctuations in the energy, activity levels. It is a serious mental illness that can damage relationships, career prospects, and academic performance, can even lead to suicidal tendencies. A person with bipolar tendencies has severe fluctuations of mood. Bipolar disorder can be effectively controlled by mindheal homeopathy."/>
Malaria and its homeopathy treatment in Chembur, Mumbai, India.Shewta shetty
"Malaria- it is caused by a virus called Plasmodium Vivax. It is caused by the bites of female anopheles mosquito. In the human body the virus multiplies in the liver and then infects the red blood cells. Malaria can be caused due to mosquito bites, blood transfusion or using shared needles. Mindheal homeopathy offers a treatment of malaria."/>
How to Buy a Business without Buyer's RemorseMike Blake
There is lots of material out there on how to sell a business but relatively little on how to buy one. This presentation offers a roadmap and some practical advice on buying a business - from finding a business to buy, to due diligence, to pricing an Structuring.
7 critical points every seller should know before selling their businessPaula Carr
When it comes to selling a business, most business owners don't even know where to start or which questions to ask. The entire selling process may seem confusing and overwhelming. Some owners turn to their accountant or legal professional for advice, but those professionals represent only a fraction of the overall solution. When you consider that in a typical selling situation there are no less than four different professionals involved in the transaction ranging from accountants to investment bankers, it is easy to see why many people are afraid to even begin the process.
If you've been thinking of selling your business, let us guide you through the process, relieving the stress of selling on your own and eliminating any obstacles that may appear along the way.
www.murphybusiness.com/raleigh
Are you using the same pitch for each meeting and getting lackluster results? Learn how creating buyer personas to customize your messaging can help you land more deals.
Effective treatment forbipolar disorder in Mindheal Homeopathy clinic ,Chembu...Shewta shetty
"Bipolar Disorder- it is characterized by abnormal mood shifts. Along with the mood shits there are fluctuations in the energy, activity levels. It is a serious mental illness that can damage relationships, career prospects, and academic performance, can even lead to suicidal tendencies. A person with bipolar tendencies has severe fluctuations of mood. Bipolar disorder can be effectively controlled by mindheal homeopathy."/>
Malaria and its homeopathy treatment in Chembur, Mumbai, India.Shewta shetty
"Malaria- it is caused by a virus called Plasmodium Vivax. It is caused by the bites of female anopheles mosquito. In the human body the virus multiplies in the liver and then infects the red blood cells. Malaria can be caused due to mosquito bites, blood transfusion or using shared needles. Mindheal homeopathy offers a treatment of malaria."/>
How to Buy a Business without Buyer's RemorseMike Blake
There is lots of material out there on how to sell a business but relatively little on how to buy one. This presentation offers a roadmap and some practical advice on buying a business - from finding a business to buy, to due diligence, to pricing an Structuring.
Summary - Lead Generation For The Complex Sale - Brian J. CarrolJohn Kivit
Summary of "Lead Generation For The Complex Sale" by Brian J. Carrol produced by John Kivit (www.multiscope.nl). Useful for your B2B marketing & sales knowledge!
This presentation will help you rethink what a business is and how you can tailor your plan to work with you as you grow your business. In this presentation you will:
- Have a business plan framework to build upon.
- Learn how to identify and articulate who your competitors are in your market.
- Know the traps, pitfalls and bad business logic to avoid
- Work on weaving business strategy and strategic. planning concepts into your business plan so it grows with you.
Your business plan should act as a framework and provide metrics for you to measure your business against. No, your "hockey stick" pro-forma financial statements are not anywhere close to reality. We will work on that. By the end of this presentation you will have some insight on how to build a tool for your business.
For many of them, beginning a job search seems to be a challenging task. There are 3 simple questions you may ask yourself before beginning your search.
What do you really want to do?
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How can you get started?
In Springboard Talent, we focus on helping professionals like you by providing coaching, strategies and systems to attract your ideal job. Traditional job search methods are no longer effective. Welcome to the New Rules of Job Search. With understanding of the entire hiring process, you will be able to tap into more than 80% of the hidden job market.
For many of them, beginning a job search seems to be a challenging task. There are 3 simple questions you may ask yourself before beginning your search.
What do you really want to do?
What do you need to do?
How can you get started?
In Springboard Talent, we focus on helping professionals like you by providing coaching, strategies and systems to attract your ideal job. Traditional job search methods are no longer effective. Welcome to the New Rules of Job Search. With understanding of the entire hiring process, you will be able to tap into more than 80% of the hidden job market.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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2. Audio Recording: The ‘E’ Myth Seminar (1995) Available online.
Part 2. Setting Your Objectives
Three Areas of Consideration Before You Start: Three Truths:
1) Do you have the resources in place? 1) We only move
Do you have enough money? forward when we
Do you have enough energy? have to.
Do you have sales & management skills?
Can you take the time? 2) Most buyers
don’t know what
2) Do you have the background, understanding they want.
& support you need?
Who are your role models? 3) Only 2% buy!
What is your personal experience?
Who in your family will understand & support you?
Can you take a calculated risk?
3) Do you understand how to run with your strengths?
Your experiences – leveraging what you already know
Your talents – doing what you have always been good at
Your preferences – taking advantage of your unique style
Your passions – working on what you care about
Suggestion: Make A List of "20 Things I Like To Do" and a List of
“20 Things I Want To Do Before I Die.” Then ask:
1) Which of these things use my experience, talents?
2) Where can I do these things? Do I have to move?
3) What do these things tell me about my values and my priorities?
4) How many of these things cost money? What are my income needs?
5) What do these things tell me about how I like to spend my time?
6) What do these things tell me about what kind of business
I would like to run?
Suggestion: Take a Myers-Briggs Personality Type Indicator (MBTI) Test
16 Personality Types from ISTJ to ENFP (I/E & J/P are particularly important!)
Read: Please Understand Me II by David Keirsey, Prometheus Nemesis Book
Co., 348 pp. (1998) or Type Talk by Otto Kroeger & Janet M. Thuesen, Dell
Trade Paperback, 290 pp. (1988)
For a private MBTI test and review, contact: Mark Rajotte, Career
Management Associates, 72 Pine St., Portland, ME 04102 (207)780-1125
Myers-Briggs helps measure your preferences and clarifies your strengths.
It explains: The ways you learn and communicate
The ways you build relationships
The ways you view work
The ways you view conflict
2
3. Part 3. How To Search For A Business
Where to look: 5 Primary Sources
1) Search your own networks.
Your trade, your industry, your environment, people you know.
Your attorney, your accountant, your banker.
2) Cold call current owners.
Advantages:
You may be the only one who knows the business is available.
You may catch them exactly at the right moment.
You can target specific types of businesses.
Create lists to call from the Internet
Disadvantages:
They may be more unrealistic on price than usual because
you've caught them early in the process.
They may not easily share information if you're a stranger.
You may need a go-between negotiator. After you've assumed
the primary negotiating role, it's hard to step back.
3) Review the ads on the Internet networks
To eliminate the dogs, ask these key questions:
What's for sale? (Tangibles, Intangibles)
What's the opportunity? Where's the "up-side"?
How was the price determined?
What is the financing?
Why is the current owner selling?
Internet: www.BizBuySell.com - BizBuySell is the largest
national network of listings & brokers
also www.BizQuest.com, or www.MergerNetwork.com
4) Contact trade & professional associations.
Some trade & professional journals have good classifieds.
Some Executive Directors of Trade Associations know what's available.
Most today have websites to visit with lots of industry information.
5) Call a business broker.
Ask someone to recommend a good business broker.
Your lawyer, your accountant
Look in the Yellow Pages in the nearest metropolitan market
Ask about the businesses they have for sale
Part 4. Business Valuation – Part 1
3
4. Basic Concepts of Value: Cost, Market & Income Approaches
Cost Approach - What it costs to duplicate
- most commonly used to value new construction
Market Approach - What it costs to buy a substitute
- most commonly used to value residential real estate
Income Approach - What's reasonable to pay based upon profits
- most commonly used to value businesses
Basic Concepts of Valuing A Going Business:
1) Rules of Thumb Are Dumb
"3x net" means nothing if you don't know what "net"
you’re talking about.
"3 months gross sales" means nothing if you don't know profitability.
No rule of thumb makes sense if you can't define and understand it.
2) Only Future Benefits Create Value (“ROL and ROI”)
Remember that the buyer is buying a job and a return on
investment. A decent job is worth just so much of the net cash flow.
This is known as "Return on Labor" (ROL).
The rest will be for debt service & return on the buyer’s cash invested.
This is known as "Return on Investment" (ROI).
The buyer’s “cash invested” is often thought of as
the down payment & the amount needed for working capital.
3) Nobody Really Knows Exactly What a Business is Worth
There are really no "experts" who know what a business is worth
takes in-depth knowledge of that specific business
takes in-depth study of potential markets for that business
takes several long talks with the current owner
takes a lot of numbers crunching & analysis by you!
4) Strategy: You Can Control the Process
Whoever understands the fundamentals and formulates the assumptions
controls the process:
Deciding what cash flow will represent a fair "Return on Labor."
Deciding what rate of "Return on Investment" is appropriate.
Determining whether or not it will fit your lifestyle.
Does it utilize your experience, talents, skills? Note: This is
Will it be what you like to do? directly
related
Is it the kind of work that will be attractive to you? to questions
Is it where you want it to be? and MBTI on
Is it the type of business that buyers prefer? Pages 1 & 2!
Part 4. Business Valuation – Part 1 (Continued)
4
5. Rules of Thumb Which Are Used (Dumb or Not!)
Ultimately, people like “Rules of Thumb”
Choice of:
Earnings Multiples (A business is worth X times its annual earnings)
Sales Multiples (A business is worth X percent of its annual sales)
Occasionally, it might be X times annual sales (re: hotels)
Only used for homogeneous comparisons of very similar businesses
Possibly used as a “sanity check” against other methods
For Small Businesses,
Most Common
Earnings
Multiple is:
3 times “Cash Flow
to the Owner” a.k.a.
"Seller's Discretionary
Earnings"
(CFTO or SDCF
or SDC or SDE)
or “Earnings Before
Interest, Taxes,
Depreciation, Amortization
& Owner’s Salary”
(EBITDA + O,
or just EBITDO)
Note: This is a general formula and DOES NOT apply to businesses where the
major part of the sale is real estate value (i.e. hospitality & recreational property).
Where do these multiples come from?
Bizcomps® is a national data base started 25 years ago.
Pratt’s Stats® (More recent database Developed by Shannon Pratt, top U.S.
business appraiser) Both databases are available at BVMarketData.com [#1]
Past or Future Earnings - Which do we use?
Answer: Whatever makes sense:
past or current earnings for larger, more stable companies where the future is
predictable by past or current performance.
projected earnings for companies where purchase and sale will create a
whole
new situation.
[#1] In the data bases mentioned above, the earnings for the “most recent financial report date”
are the figures that are supposed to be used by those reporting the data. But, this data doesn’t always get
reported in a uniform manner, and the quality of the reporting is uneven. Despite these weaknesses, the data
is still useful. Over the many years of the IBA database, for example, there is enough data in many business
categories to give the appraiser a clear indication of the appropriate ranges for earnings multiples. Pratt’s
Stats and Bizcomps have also attempted to improve the data collection in their databases. How this data is
collected, analyzed and presented is still evolving.
Part 4. Business Valuation – Part 1 (Continued)
5
6. Answers to Frequently Asked Questions:
Minimum value of a business is always its “liquidation value.”
Maximum value of a business is its “cost to invent.”
(if it can be calculated and makes sense to somebody!)
Assets included in the multiple-derived value include everything the business
needs to operate. Only “excess assets” are added. The multiple-derived
value implies a “turn-key” operation, ready to go with everything set as
needed to produce the income stream being multiplied. There is
controversy here on the question of including inventory figures for some
businesses. Some appraisers believe it needs to be treated like real
estate.
Businesses with real estate - If the business and real estate it occupies are
valued separately, care must be taken to keep the analyses separate,
before adding the results back together. The business valuation must
include fair real estate rent as an operating expense before business net
pre-tax profits are determined. Typically, the real estate would then be
valued using an income approach based upon the fair rent assumed.
Business real estate is usually valued separately from the business.
Value is based on scheduled business rent less expenses. This equals
Net Operating Income or NOI. 8-10X NOI is the common “rule of
thumb” range for income-producing commercial real estate. Doesn’t
usually apply to a residence, unless the home is “commercial investment
real estate.”
Cash not included - As you might expect, cash and cash equivalents
(like rent and utility deposits or pre-paid items) are not usually included in
the small business sale. Most small business sales are asset sales where
it doesn’t make sense for the buyer to purchase these cash items.
Furniture, Fixtures, & Equipment (FF&E, or FFE) which is needed to run the
business is usually assumed to be included in a sale. In the national
databases, FF&E is usually included within the reported sales price.
Owner’s Vehicle - Although often owned by the business, it is usually not
included in any sale or valuation.
Inventory is handled quite differently from one transaction to another, depending
upon the type of business and what is agreed between the parties. In the
national databases mentioned above, the treatment of inventory is not
consistent, so adjustments need to be made when using data from more
than one database. Inventory includes inventory of supplies as well as
inventory held for re-sale. The value of inventory for re-sale is always
stated as the lower of cost or wholesale value, never at retail value.
Accounts Receivable, Accounts Payable and Other Balance Sheet Items -
Usually, accounts receivable, accounts payable and all other balance
sheet adjustments for debt are not included in a sale or valuation of a
small business. In a sale, the seller typically settles these accounts either
before closing or after closing, during the transition period. In a valuation,
the value conclusion is usually expressed as the value of the business as
if it was free of debt.
Common sense always takes precedence over somebody’s rule of thumb or
method of valuation! Buyers and sellers set the price and terms.
Part 5. Business Valuation – Part 2
Seven Essential Questions: Buyers need to ask; Sellers need to answer.
6
7. 1) What’s the Company Story?
Can the buyer fit into the company story? Is this a new company, or an older
one? Is it too new? Is it old and in decline? Where has it been? Where is it going? Is it
established and steady? Or, is it disorganized and hard to figure out? Does it have a
good record, reputation and growth rate? Or, is it a turn-around candidate?
2) What’s the Numbers Story?
What picture does the numbers story paint? Does the business have declining
sales? Is it stable, but sleepy? Or, is the company in a high growth pattern? How about
profitability? If it’s declining, what can be done? If it’s growing, can management keep
up? How much working capital is needed over-and-above the down payment for
purchase? Do the separate pieces of the “company story” and the “numbers story”
make sense as a whole when they are combined?
3) What’s the Workstyle?
Is this attractive or unattractive work? How many hours are involved? How
does the buyer expect to spend time? Does the business present normal challenges,
less-than-normal challenges, or greater-than-normal challenges to its owner? Does it
provide its owner with interesting and challenging work? Does the business appeal to a
large number of buyer prospects?
4) How’s the Workspace?
Is the facility the right kind of facility for the business? Is it conducive to the
work being performed? Can the business efficiently and effectively produce the product
and/or service in the workspace currently occupied by the company? Can the physical
facility handle the intended future growth? Can the buyer envision herself/himself in the
CEO’s chair?
5) How’s the Industry?
Is the general industry category on the rise or decline? Is this an old, declining
industry? Is it stable? Or, is the product and service “hot”? Is there a brighter future
predicted? How easy is it to determine industry trends from independent sources?
6) What’s the Competition?
Are there any significant barriers to competition? Are new competitors likely to
enter the market? How stable is the competitive environment? Are the current
competitors weak or strong? How many competitors are there and where are they?
7) What are the Terms of Sale?
Has the seller offered reasonable terms that make it easier for the buyer to
pay the price? What are the assets being sold and what kinds of loans can a buyer get
from other sources? Will the seller finance the whole thing in a first place position, or take
a second to bank financing? How easy is it going to be to finance the business?
Part 6. Financing - What Can You Expect?
Seven Sources of Capital: Banks will lend:
1) Your family & friends 70-80% of Comm’l R.E. value
2) Sellers 80% of New Eqpt. Price
7
8. 3) Banks 50-80% of Used Eqpt. value
4) Government & Hybrid Non-profit groups 50% Inventory wholesale
value
5) Vendors & Leasing Companies 80% of Receivables < 90 days
6) Customers 0% on Intangible Assets
7) Venture Capitalists
6 “C’s” of Credit:
1) Character, 2) Capacity to Repay, 3) Capital, 4) Collateral, 5) Credit & 6) Cash Flow
Part 7. Due Diligence - The Questions You Should Ask
Here are 15 Items You Need to Start the Process:
1) Financial Statements for the last 3-5 years with corresponding tax returns
2) Last 12-36 months income by month (expenses by month also, if available)
3) Details of Sales, Cost of Goods Sold (COGS), Payroll & Other Major Line Items
4) Aged accounts payable & accounts receivable reports (may not be relevant)
5) List of all FFE (Furniture, Fixtures & Equipment) as well as any other
special assets (exclusive agreements, patents, licenses, franchises)
6) Current asset depreciation & amortization schedules (tells when equipment
was acquired, and when improvements were made, and what they cost)
7) List of assets owned by, but not used in, the business
(i.e. Owner's personal vehicles and other items which may be on books
but which are not included in the sale)
8) List of assets used by, but not owned by, the business
(i.e. Owner's personal audio sound system, computers, artwork - items
which may need to be replaced at buyer’s cost)
9) Inventory description & evaluation
finished inventory, current inventory, seconds, work in progress
10) Customer and/or supplier lists & how kept
Buyer should examine what % of business is each customer and supplier
11) Legal documents (leases - real estate & equipment; tax assessment records,
real estate deeds, surveys, plot plans, diagrams, photographs,
partnership agreements, license agreements, etc.)
12) Employee list with job descriptions, hours, pay, fringes, next pay raise due,
accrued vacation pay, retirement plans & benefits
13) Company brochures, price lists, internal & external memoranda
14) List of competitors, estimated market shares, strategies, and detailed analysis
(buyer gets seller's ideas on these subjects up-front, then shops the competition)
15) Copies of relevant trade journals or studies made by the trade association.
Note: This list does not include real estate due diligence: environmental checks, zoning
verification, review of possible easements, marketable title verification or location analysis.
Addendum: Where to Find Us:
Glen J. Cooper, CBI, CBA, BVAL
Certified Business Intermediary
Certified Business Appraiser
Business Valuator Accredited for Litigation
8
9. Fellow of the International Business Brokers Association
President, Maine Business Brokers
Vice President & Broker Associate, New Hampshire Business Sales
Also:
Barbara J. Cooper, Vice President & Treasurer
Bradley L. Kaplan, Vice President
Lee Edwards, Operations Director
Edward P. Settino, Jr., Associate Broker
J. Mark Koshliek, Esq., Associate Broker
David W. Bartholomew, Associate Broker
John Hirschauer, MBA, CFP, Associate Broker
Brian D. Hanson, Associate Broker
Reginald E. Perry, CPA/ABV, BVAL, CVA, Associate Broker
Dennis E. Norton, CPA/ABV, Associate Broker
217 Commercial St., Suite #401 (by appointment only)
P.O. Box 7346
Portland, ME 04112-7346
207-775-1957 (Office)
207-775-6573 (Fax)
E-Mail: Info@MaineBusinessBrokers.com
Check out our listings on www.MaineBusinessBrokers.com
or www.BizBuySell.com
or www.MergerNetwork.com
or www.BizQuest.com
BuyerSeminar2009.doc
9
10. Fellow of the International Business Brokers Association
President, Maine Business Brokers
Vice President & Broker Associate, New Hampshire Business Sales
Also:
Barbara J. Cooper, Vice President & Treasurer
Bradley L. Kaplan, Vice President
Lee Edwards, Operations Director
Edward P. Settino, Jr., Associate Broker
J. Mark Koshliek, Esq., Associate Broker
David W. Bartholomew, Associate Broker
John Hirschauer, MBA, CFP, Associate Broker
Brian D. Hanson, Associate Broker
Reginald E. Perry, CPA/ABV, BVAL, CVA, Associate Broker
Dennis E. Norton, CPA/ABV, Associate Broker
217 Commercial St., Suite #401 (by appointment only)
P.O. Box 7346
Portland, ME 04112-7346
207-775-1957 (Office)
207-775-6573 (Fax)
E-Mail: Info@MaineBusinessBrokers.com
Check out our listings on www.MaineBusinessBrokers.com
or www.BizBuySell.com
or www.MergerNetwork.com
or www.BizQuest.com
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