The document discusses business transition planning and succession. It notes that less than 40% of businesses successfully transition ownership, yet most business owners will need to transfer their businesses by 2015. Proper transition planning is important to maximize business value and provide financial security in retirement. The benefits of planning include improved financial stability, increased business value, and prepared successors. However, many owners fear loss of control and family conflicts. The key issues in transition include understanding how buyers value businesses, having contingency plans, managing different stakeholder interests, planning for family involvement, and coordinating advisors. Analyzing the current situation and building a customized transition plan based on objectives is important.
Many investment advisors have good intentions regarding succession planning, but are unsure what is needed to execute a plan. This previously presented workshop presented real solutions to succession and sustainability for independent investment advisors, taught by leading experts in transition planning.
Lifecycle of a business - Business CoachingBrent Spilkin
Understanding where your business is and where it could go.
Lifecycle of a business is a tool that helps businesses identify issues and growth hurdles.
The document discusses succession planning for family farms. It provides an overview of family farms in the US and defines a family business and family farm. It emphasizes the importance of starting succession planning early and involving family members and professionals. The bulk of the document outlines the 10 steps to developing an effective succession plan, including setting goals, evaluating the business, exploring transfer options, identifying successors, and developing and implementing a written plan. It stresses open communication and preparing contingency plans.
This document discusses how to become the best in the world through leadership. It identifies two main constraints that prevent this: organizational constraints related to business model, leadership, processes, and culture; and personal constraints of beliefs and unwillingness to learn. Learning is presented as key to overcoming constraints. Learning occurs through new experiences, feedback, and skill development, with 70% from experiences, 20% from feedback, and 10% from skills. Overcoming constraints requires investing in people, addressing mindsets, and continuously learning.
The survey aimed to understand the gap between what leaders want from strategic communication advisors and what they receive. Respondents identified issues on both sides, with leaders wanting more experienced advisors who provide strategic value but being unwilling to recognize their needs, and advisors sometimes failing to understand business goals or offer alternative solutions. The majority of respondents had advised leaders for over 10 years and spent at least half their time advising top leaders and business unit heads. While most liked or loved their role, some felt it was accidental rather than a career choice.
This document contains 27 slides summarizing various topics related to entrepreneurship and business success. The slides discuss factors such as business survival rates over time, income comparisons between employees and entrepreneurs, job satisfaction levels, traits of successful entrepreneurs, strategies for growing a business, the importance of commitment, focus, planning and obtaining funding for new ventures. Later slides cover developing a company mission statement, building an effective team, and models for leadership.
The document discusses different exit strategies for business owners, including transferring the business to family or selling it. It provides statistics on the most common exit strategies business owners are considering and their typical success rates. The document also identifies some of the key roadblocks that can derail plans to transfer a business to family or sell it. It provides tips for overcoming these challenges, such as preparing early, communicating effectively, and running the business for growth and marketability to maximize its value upon exit.
Many investment advisors have good intentions regarding succession planning, but are unsure what is needed to execute a plan. This previously presented workshop presented real solutions to succession and sustainability for independent investment advisors, taught by leading experts in transition planning.
Lifecycle of a business - Business CoachingBrent Spilkin
Understanding where your business is and where it could go.
Lifecycle of a business is a tool that helps businesses identify issues and growth hurdles.
The document discusses succession planning for family farms. It provides an overview of family farms in the US and defines a family business and family farm. It emphasizes the importance of starting succession planning early and involving family members and professionals. The bulk of the document outlines the 10 steps to developing an effective succession plan, including setting goals, evaluating the business, exploring transfer options, identifying successors, and developing and implementing a written plan. It stresses open communication and preparing contingency plans.
This document discusses how to become the best in the world through leadership. It identifies two main constraints that prevent this: organizational constraints related to business model, leadership, processes, and culture; and personal constraints of beliefs and unwillingness to learn. Learning is presented as key to overcoming constraints. Learning occurs through new experiences, feedback, and skill development, with 70% from experiences, 20% from feedback, and 10% from skills. Overcoming constraints requires investing in people, addressing mindsets, and continuously learning.
The survey aimed to understand the gap between what leaders want from strategic communication advisors and what they receive. Respondents identified issues on both sides, with leaders wanting more experienced advisors who provide strategic value but being unwilling to recognize their needs, and advisors sometimes failing to understand business goals or offer alternative solutions. The majority of respondents had advised leaders for over 10 years and spent at least half their time advising top leaders and business unit heads. While most liked or loved their role, some felt it was accidental rather than a career choice.
This document contains 27 slides summarizing various topics related to entrepreneurship and business success. The slides discuss factors such as business survival rates over time, income comparisons between employees and entrepreneurs, job satisfaction levels, traits of successful entrepreneurs, strategies for growing a business, the importance of commitment, focus, planning and obtaining funding for new ventures. Later slides cover developing a company mission statement, building an effective team, and models for leadership.
The document discusses different exit strategies for business owners, including transferring the business to family or selling it. It provides statistics on the most common exit strategies business owners are considering and their typical success rates. The document also identifies some of the key roadblocks that can derail plans to transfer a business to family or sell it. It provides tips for overcoming these challenges, such as preparing early, communicating effectively, and running the business for growth and marketability to maximize its value upon exit.
This study examined how changing priorities in local government due to economic conditions and policies have impacted leadership skills. It found that modernization is the top priority but declines post-recession. The biggest skills gap is visionary leadership. While the chief executive role is more important, it is seen as less aspirational. There is also insufficient succession planning. It recommends local governments better define priority competencies, behaviors for skills like visionary and engagement, and develop talent to fill skills gaps from sectors like private and non-profit.
State of Enterprises 2019, an annual study capturing insights of entrepreneurs who have built successful businesses, their challenges & how they dealt with them, insights on what to do & what to look out for while building your own business.
Release date: June 6, 2019
Most small business owners in the US do not expect economic conditions to improve in the next year according to a survey by the Wall Street Journal and Vistage. While 26% of business owners said economic conditions improved in the last year, only 25% expect conditions to be better over the next 12 months. Most small business CEOs (49%) think economic conditions will remain about the same. Despite the uncertain economic outlook, 65% of small business CEOs expect their sales revenues to increase in the next year.
Managing Employee Engagement through Organizational ChangeTalentMap
Our experience in working with hundreds of organizations shows that undergoing significant organizational change does not mean that employee engagement has to suffer as a result. Managed well, organizational change can drive big improvements in engagement. Yes, improvements! In fact, one client very recently achieved a 16% improvement in employee engagement while undergoing significant change and restructuring. How?
The document discusses focussing on valuing a company as a powerful tool. It defines different types of business value including goodwill value, liquidation value, replacement value, investment value, fair market value, and going-concern value. It identifies numerous internal and external factors that can influence business value across marketing, operations, competition, management, premises, financials, human resources, and more. The presentation provides tools to measure goodwill value through a diagnostic of over 200 questions. It outlines how to build value through developing business manuals, employee manuals, analysis manuals, business calendars, and more. The presentation discusses using value focus to facilitate management or employee buyouts.
Millennials and the Future of Work: Survey ResultsElance-oDesk
Workers want freedom, and this desire is driving them towards independent (and often entrepreneurial) career paths. Following a prior study on disruption of work from the perspective of businesses, this survey examines the future of work as envisioned by professionals. Results found that many are planning their escape from corporate jobs — 72% of freelancers still at “regular” jobs want to quit entirely, and 61% say they are likely to quit within two years.
Millennials in particular are pursuing independent careers that foster faster progression than traditional hierarchical organizations. Of almost 2,000 Millennial respondents, 58% classified themselves as entrepreneurs. These responses (from more than 3,000 freelancers worldwide who have worked online) quantify the mindset of freelancers today, providing a glimpse into the professional landscape of tomorrow.
A lot of our focus, especially during times of crisis is focused on business continuity. Succession planning, the right people to rill the right roles, goes hand in hand with this.
Business continuity is there to ensure continued service
Succession planning is there to ensure the right talent is there to deliver those services
ãÆWilliam Buck Exit Smart Survey Report 2015_Digital AW 2Bryony Vandepeear
Over 270,000 mid-market businesses are expected to come up for sale in the next five years as Baby Boomers and older business owners look to exit. However, there will be limited potential buyers as many competitors will also be looking to sell. Most business owners want to leave a legacy by selling their business as a going concern but many businesses rely too heavily on the owner and may not be able to operate successfully without them. Many older business owners are redefining retirement and looking to continue working in their businesses part-time after sale rather than completely retiring. Most owners acknowledge they need external advice to maximize value when they sell due to their lack of experience selling a business.
This presentation discusses a process of assisting family owned and closely-held businesses in developing transition plans and creating the strategy unique to each company to achieve the owners’ goals.
Tim Foster, Sales Director for The TAS Group in EMEA, presented a webinar on improving sales effectiveness through using a sales methodology and opportunity assessment process. The webinar covered common sales challenges, assessing opportunities and competitors, developing strategies, mapping political relationships, and prioritizing decision criteria. It highlighted research finding sales teams using TAS Group's methodology achieved 54% higher quota attainment. The webinar encouraged attendees to register for upcoming events and access free sales resources on TAS Group's website and social media.
This document discusses establishing an ideal solution for small and medium business owners and entrepreneurs in India to achieve work satisfaction, financial security, and future growth. It outlines the common dilemmas they face in balancing these priorities and staying focused on daily operations versus long-term planning. The proposed solution is a cooperative of experienced consulting professionals called Yagna that would help businesses sequentially address issues, build capabilities, and implement sustainable initiatives over 90 days to improve performance, protect the current situation, and lay the foundation for future success.
Micro Conf 2021 - The State of Independent SaaS Report Firat Demirel
The State of Independent SaaS Report was generated based on the data of hundreds of non-venture track, revenue generating SaaS companies that we analyzed and turned into an epic report filled with benchmarks, growth rates, demographics, validation approaches, and more
Growth is essential for businesses to survive and thrive over the long run. As businesses mature, owners face a choice between continuing to invest in growth or focusing on cash preservation, which can lead to decline. The top priority for building long-term value is maintaining a history of growth, especially in recent years. Entering a period of mass business owner retirements, growth will be critical to business survival and valuation.
Xexec: Employee Recognition for the future workplacexexec_corporate
Learn how recognition will be used to support learning and development, and health and well-being initiatives, with employers using such programmes as a reward for good performance, or to promote such schemes by rewarding staff who engage with them.
The document discusses several challenges for managing human resources in China. It notes that strict adherence to hierarchy and lack of attention to detail are sometimes issues, though creativity and work ethic are improving. Younger generations are more open to new management styles. Retaining skilled staff is difficult due to rising career expectations. Compliance with China's labor laws, which regulate work hours, contracts, benefits and taxes, is also a challenge for foreign companies. Adapting company culture to the local context is important for success in China.
The survey found that most companies plan for growth over the next three years, with an average targeted growth rate of 14.46%. Acquisitions are part of the corporate strategy for about two-thirds of companies in the next year or two to five years. While many companies considered multiple transactions in the last 24 months, they typically only completed two deals on average. Looking ahead, 67% of acquisitive companies foresee a single transaction in the coming year, mostly valued at under €20 million.
Presentation summarizing the stages of owning a business and how to properly navigate from the initial stage of maximizing revenue to finally exiting the business with confidence and security.
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This study examined how changing priorities in local government due to economic conditions and policies have impacted leadership skills. It found that modernization is the top priority but declines post-recession. The biggest skills gap is visionary leadership. While the chief executive role is more important, it is seen as less aspirational. There is also insufficient succession planning. It recommends local governments better define priority competencies, behaviors for skills like visionary and engagement, and develop talent to fill skills gaps from sectors like private and non-profit.
State of Enterprises 2019, an annual study capturing insights of entrepreneurs who have built successful businesses, their challenges & how they dealt with them, insights on what to do & what to look out for while building your own business.
Release date: June 6, 2019
Most small business owners in the US do not expect economic conditions to improve in the next year according to a survey by the Wall Street Journal and Vistage. While 26% of business owners said economic conditions improved in the last year, only 25% expect conditions to be better over the next 12 months. Most small business CEOs (49%) think economic conditions will remain about the same. Despite the uncertain economic outlook, 65% of small business CEOs expect their sales revenues to increase in the next year.
Managing Employee Engagement through Organizational ChangeTalentMap
Our experience in working with hundreds of organizations shows that undergoing significant organizational change does not mean that employee engagement has to suffer as a result. Managed well, organizational change can drive big improvements in engagement. Yes, improvements! In fact, one client very recently achieved a 16% improvement in employee engagement while undergoing significant change and restructuring. How?
The document discusses focussing on valuing a company as a powerful tool. It defines different types of business value including goodwill value, liquidation value, replacement value, investment value, fair market value, and going-concern value. It identifies numerous internal and external factors that can influence business value across marketing, operations, competition, management, premises, financials, human resources, and more. The presentation provides tools to measure goodwill value through a diagnostic of over 200 questions. It outlines how to build value through developing business manuals, employee manuals, analysis manuals, business calendars, and more. The presentation discusses using value focus to facilitate management or employee buyouts.
Millennials and the Future of Work: Survey ResultsElance-oDesk
Workers want freedom, and this desire is driving them towards independent (and often entrepreneurial) career paths. Following a prior study on disruption of work from the perspective of businesses, this survey examines the future of work as envisioned by professionals. Results found that many are planning their escape from corporate jobs — 72% of freelancers still at “regular” jobs want to quit entirely, and 61% say they are likely to quit within two years.
Millennials in particular are pursuing independent careers that foster faster progression than traditional hierarchical organizations. Of almost 2,000 Millennial respondents, 58% classified themselves as entrepreneurs. These responses (from more than 3,000 freelancers worldwide who have worked online) quantify the mindset of freelancers today, providing a glimpse into the professional landscape of tomorrow.
A lot of our focus, especially during times of crisis is focused on business continuity. Succession planning, the right people to rill the right roles, goes hand in hand with this.
Business continuity is there to ensure continued service
Succession planning is there to ensure the right talent is there to deliver those services
ãÆWilliam Buck Exit Smart Survey Report 2015_Digital AW 2Bryony Vandepeear
Over 270,000 mid-market businesses are expected to come up for sale in the next five years as Baby Boomers and older business owners look to exit. However, there will be limited potential buyers as many competitors will also be looking to sell. Most business owners want to leave a legacy by selling their business as a going concern but many businesses rely too heavily on the owner and may not be able to operate successfully without them. Many older business owners are redefining retirement and looking to continue working in their businesses part-time after sale rather than completely retiring. Most owners acknowledge they need external advice to maximize value when they sell due to their lack of experience selling a business.
This presentation discusses a process of assisting family owned and closely-held businesses in developing transition plans and creating the strategy unique to each company to achieve the owners’ goals.
Tim Foster, Sales Director for The TAS Group in EMEA, presented a webinar on improving sales effectiveness through using a sales methodology and opportunity assessment process. The webinar covered common sales challenges, assessing opportunities and competitors, developing strategies, mapping political relationships, and prioritizing decision criteria. It highlighted research finding sales teams using TAS Group's methodology achieved 54% higher quota attainment. The webinar encouraged attendees to register for upcoming events and access free sales resources on TAS Group's website and social media.
This document discusses establishing an ideal solution for small and medium business owners and entrepreneurs in India to achieve work satisfaction, financial security, and future growth. It outlines the common dilemmas they face in balancing these priorities and staying focused on daily operations versus long-term planning. The proposed solution is a cooperative of experienced consulting professionals called Yagna that would help businesses sequentially address issues, build capabilities, and implement sustainable initiatives over 90 days to improve performance, protect the current situation, and lay the foundation for future success.
Micro Conf 2021 - The State of Independent SaaS Report Firat Demirel
The State of Independent SaaS Report was generated based on the data of hundreds of non-venture track, revenue generating SaaS companies that we analyzed and turned into an epic report filled with benchmarks, growth rates, demographics, validation approaches, and more
Growth is essential for businesses to survive and thrive over the long run. As businesses mature, owners face a choice between continuing to invest in growth or focusing on cash preservation, which can lead to decline. The top priority for building long-term value is maintaining a history of growth, especially in recent years. Entering a period of mass business owner retirements, growth will be critical to business survival and valuation.
Xexec: Employee Recognition for the future workplacexexec_corporate
Learn how recognition will be used to support learning and development, and health and well-being initiatives, with employers using such programmes as a reward for good performance, or to promote such schemes by rewarding staff who engage with them.
The document discusses several challenges for managing human resources in China. It notes that strict adherence to hierarchy and lack of attention to detail are sometimes issues, though creativity and work ethic are improving. Younger generations are more open to new management styles. Retaining skilled staff is difficult due to rising career expectations. Compliance with China's labor laws, which regulate work hours, contracts, benefits and taxes, is also a challenge for foreign companies. Adapting company culture to the local context is important for success in China.
The survey found that most companies plan for growth over the next three years, with an average targeted growth rate of 14.46%. Acquisitions are part of the corporate strategy for about two-thirds of companies in the next year or two to five years. While many companies considered multiple transactions in the last 24 months, they typically only completed two deals on average. Looking ahead, 67% of acquisitive companies foresee a single transaction in the coming year, mostly valued at under €20 million.
Presentation summarizing the stages of owning a business and how to properly navigate from the initial stage of maximizing revenue to finally exiting the business with confidence and security.
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Call me 9040963354
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2. What is Business Transition ?
It consists of planning & implementing the actions
required to successfully transfer business wealth both while
operating the business & upon exit
Succession –
Replacing the owner as
an Operating Officer Transition deals with
Transition both the owner’s role
Exit – in the business & their
Transferring ownership investment in it.
of the business
2
3. Surviving Transitions isn’t Easy
The The oddssurviving a transition from
Theodds of surviving to the the
odds of of surviving to third
the founding generation3% the next are
fourth generation is to
generation is 12%
30%.
Given these odds, why don’t owners begin treating
succession planning the same as they would treat
retirement & estate planning?
3
4. The Approaching Wave
• Most private businesses will be closed, sold or turned over to
others by 2015
• Trillions of dollars will be transferred as a result
• The largest transfer of wealth in our history
• There will be fewer buyers than sellers
Less than 40% successfully
transition their businesses, yet
75% say they need to sell or
transfer their business to finance
their retirement
4
6. Is there a Wealth Gap?
What’s needed Exit Value
from the
$$$
business to live
your future
lifestyle?
Current Value
$
6
7. Owners Need to Address the Basics
When? It occurs at the time of the owner’s
choosing
It occurs in accordance with the owner’s
To whom? wishes for the future ownership of the
business
For how It occurs with a satisfactory value that
much? meets the owner’s wealth objectives
7
11. Is this You?
• Working less in the next few years
• Considering how to ultimately leave your business
• Not sure how you will actually get out
Success at transitioning your
• Wanting to maximize the value & wealth generated from
business uses different skills
your business
• than building it
Unsure of the value of the business to others
11
13. Why is Transition Planning so Difficult?
• Fear of Loss of Wealth: “It took me 30 years
to build this business to what it is today………
I could lose everything. I need to protect my retirement/wealth”
• Fear of Loss of Control: “This is my business. I built it & no
one else can run it as well as I have. I am just not comfortable that
good decisions will be made, or that proper attention will be given to
important details, if I am not here watching over things”
• Fear of Conflict: “My two kids both think they should be CEO.
They manage differently & have different goals than I. My partner
doesn’t want to retire, & his kids are not involved in the business”
13
14. What are the Benefits of Planning?
Improved financial stability
Increased business value
Maintained employee harmony
Prepared my successor
Maintained family harmony
Financial stability to Business
Minimize tax liability
Providing for family's future
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
14
15. Familiar????
What comes first?
• The Transaction
• The Management of the Transition
• The Strategy for the Transition
"Hang on...We must be doing something wrong...How does that saying go again?"
15
18. Looking with Buyers’ Eyes
• Earnings quality & transparency
• Equity risk factors
• Growth strategies
• External factors
• Do the words & the music match
18
19. Non-financial Factors Investors Value
Only 1 in 10 can consistently
achieve their Strategy’s full
Non-Financial Factors potential
Valued Most By Investors <10%
Strategy
Strategy Execution
Execution >90%
Management Credibility
Quality of Strategy
Companies Not Delivering Consistently on Strategy
Innovativeness
Attract Talented 95% of employees don’t understand company strategy
People 50% of average employee’s time spent on non-
productive work
50% more likely to have turnover
Sources: “The Balanced Scorecard” David P. Norton; Arthur Andersen estimate: Corporate Strategy Board research;
Measures That Matter,” Ernst & Young, LLP, Gates, Stephen, Aligning Strategic Performance Measures & Results
19
20. Key Issue 2 – Contingency Plan
What written
• If your exit strategy gets
agreements do
derailed…what’s the plan?
you have that
• If your health fails…what’s provide for the
Plan B? orderly
• What will you say to your transfer of
spouse? ownership if
you die or are
• Who can take over at a disabled?
moment’s notice?
20
21. Key Issue 3 - The Different Stakeholders
Owner
Non-family
Owners/Investors
Owner Inactive
Managers Family
Family Owners
Owners/
Managers
Business Family
Family Family
Non-family Employees
Managers &
Employees
21
22. Key Issue 4 – The Family
“I wish DAD hadn’t left the business to
both of us. It means we’re forced to be in
partnership together.”
22
23. Key Issue 5 – The Advisors
Legal,
Insurance &
Financial &
Banking Investment
Professionals Professionals
Owner
Business Operations
Consultants
A coordinated A set of appropriate
response recommendations
AND a team that can implement the plan
23
25. Changing the wayinvestor minded
Are you owner or you view the business
Thinking like
Owner an owner?
Investor
Minded Minded
Thinking like
an investor?
Time
25
26. Building the plan based on your objectives
Pre-Transition Transition stage Post Transition
26
27. Business Transfer Spectrum
Transfer Motives
Transfer Channels
Transfer Methods
Internal External
• Employees • Outside (Retire)
• Charitable Trusts
• Outside (Continue)
• Family
• Public
• Co-Owners
27
28. How Do I Decide What’s Right for Me?
To Family To Employees To 3rd parties IPO, VCs
or Co-owners
Transition
Objectives
28
29. Transitioning while Still in the Business
• You have choices
• You have many options holding
companies, income splitting,
estate freezes…ESOP’s
Charitable Trusts…Gifts….
Dutch Auctions….
29
31. Get Ready
• Spouse Letter
• Set up a team of advisors
• Contingency plan – talk to family and key employees
• Transition plan - as important as a business plan
• Business valuation
• Measure the gap
• Optimize your business
• Eliminate as much as possible the business’
dependency on you!
31
32. Start Now
How Ready are You?
Take Our Transition Readiness Survey
For more information:
Lewis Hunter and Jim Molis
(904) 731-9222 and (904) 338-3277
Lewis .Hunter@rocg.com
Jim.Molis@rocg.com
32