Know the Value of Your Business Early On

Know the Value of Your Business Early OnWhile we always advocate a professional valuation as one of the first steps in listing a business, if we had it our way, we’d have business owners do at least an informal evaluation years before even finding out business brokers exist.

The reason is simple. The more you understand what your business is currently worth and what the value drivers are, the better you can have a goal to reach that can trigger a sales event. You won’t wander up to a broker with a ridiculous idea like, “I need X to retire, and so that’s what my business needs to sell for.” Because you found out the value of your business long before you decided to sell, and have monitored its growth in value, when you come to a broker, you’ll be able to say with confidence, “I think it’s worth X, and here are all the reasons why, which I’ve monitored for years.” We’ve seen it all in this business, but it’s not too often we’ve seen something like that, though we would welcome it!

Long-term Value Drivers

When we are getting businesses ready to sell, there are some short-term value drivers that can be pushed over a 6-12 month period to give one last push to your sale value. For example, if your sales are showing a nice upward trend ahead of your last full fiscal year, you’ve got an argument for a little more value.

But there are other value drivers that take a long time to develop, but have a correspondingly high value. Let’s talk about a few of those.

Company Culture

You cannot create or fix a company culture in a 6-12 month period. Like all things of value, it takes time to grow.

Culture grows from a set of beliefs about a company due to the actions of its team members and leadership. The generation coming into the workforce and rising into its leadership rank has certain conceptions about where they want to work and what they want to do. Remote work is one of the things they expect. Another is a culture they can enjoy and support (and brag about to their friends). 

The rising generation would rather make less money and really believe in what they are doing than make more money in a culture they despise.

Culture is a value driver because it attracts and retains staff. A solid team is foundational to a well-run business and part of the valuation price. It’s not something that can be built overnight and the best ones don’t need a constantly supervising owner to maintain it. 

Quality of Revenue

Every business is going to have different ways of generating new revenue and maintaining current revenue. But long before you think about selling, you should be looking to do three key things with your revenue:

  1. Diversify. If 80% of your revenue comes from one client, you have a fragile business that is not attractive to a buyer. Try to make sure that one client is not more than 15-20% of your revenue.
  2. Go recurring. Recurring subscription models are now normative in the B2C and B2B worlds. Take advantage of those norms and build in some recurring revenue models into your business. Buyers love recurring revenue. Bonus? Auto-renewals.
  3. Create contracts. Side-by-side with recurring revenue are contracts. These are also part of valuations and create peace of mind for buyers.

All revenue is not created equal. The higher your quality of revenue, the higher your possible valuation. You cannot upgrade the quality of your revenue in a 6-12 month timeframe.

Won and Lost Bets

One of the formational aspects of the entrepreneurial journey is trying stuff and failing. And trying stuff and winning. One of the conversations that will be part of a transaction will be a buyer asking a seller what possible things could be done to drive new revenue.

Believe it or not, a buyer would love to hear, “we tried this and it didn’t work, and here’s why.” This not only saves them some money going down one road a particular way, but it also gives them data to consider making a new assault on that road with a different approach. 

The more data you have on things that you’ve tried, the more a buyer will be helped in brainstorming new ways to drive growth in the business. To say nothing of the fact that if you don’t take swings, you can’t hit homers. You only need to hit 3 out of every 10 to make it into the Hall of Fame. So take some bets and drive the value of your business now and in the future.

Even if you aren’t interested in selling for years, we can help you get a basic valuation for what you’ve got now and tell you what value drivers you need to leverage to get maximum value. Give us a call today!

Episode 55 – The Most Awkward Buyer Seller Meetings

Andy and Doug are sharing stories of awkward buyer-seller meetings; whether it be a personality clash or fashion faux pas, they’ve covered it.

Are you considering selling your business? Are you considering entering the world of entrepreneurship? If so, please get in touch for a FREE consultation. The best way to learn about us is at our website, which includes connecting with DougAndy, or the rest of the Apex Team.

7 Reasons to Consider a Chatbot for Your Business

7 Reasons to Consider a Chatbot for Your BusinessIf you haven’t heard, the AI chatbot known as ChatGPT created a sensation on the Internet. It was the latest version release of a highly-trained AI that functioned in chatbot format. But underneath all the fun responses ChatGPT returned, an underlying message was clear to business owners paying attention: chatbots have arrived, in force.

ChatGPT Fun

Part of what makes ChatGPT fun for most people is the fact that it has a fun personality and some clear beliefs. But it’s usually going to try to accommodate what you’re asking for. Someone asked it to explain quantum theory to a child “Snoop Dogg Style” and another asked it for instructions on how to remove a peanut butter sandwich from a VCR, in the style of the King James Bible.

Chatbot Power

There are millions of dollars of funding behind the company maintaining ChatGPT, but there are plenty of reasonably-priced chabots available for business. There are two types of chatbots:

  • Simple: responds to certain keywords and queries in a specific, pre-programmed way
  • Smart: has the capabilities of the simple chatbot but with machine learning added in, allowing it to learn from queries

Chatbot Uses

It’s probable that you’ve run into chatbots already, be it with an airline, or credit card company, or even with a brand you love. There are many uses for this technology, but we’ll share seven we like.

1. Customer Service

A chatbot doesn’t go to sleep and doesn’t take vacations. It’s always on your website, or active in your app. If a customer is on your site outside of business hours and needs help with something, your chatbot, linked with your CRM, may be able to give a quick answer.

For anything very complicated, a human will be the best bet (and the chatbot can log the inquiry and promise a callback window) but most customer service inquiries can be answered fairly easily.

2. FAQ

Part of customer service is answering the same questions over and over. While different employees may phrase the answers to standard questions in a non-standard manner, a chatbot never does that. There’s a consistency in how it answers questions because it’s simply doing what it was programmed to do. 

Customers who don’t want to scroll through an FAQ can simply type in a question and get an answer.

3. Sales

Sales funnels always start somewhere, and as an inquiry starts on your website or app, the chatbot can be instructed to do exactly what a human would do in guiding a potential customer through a funnel. With a link to a CRM, these potential customers are also easily tracked all the way to closing.

4. 24/7 Coverage

As already alluded to above, chatbots don’t sleep, and they add a veneer of “always on” sensibility to your business without the additional costs of a human who would be up all the time.

5. Free Up Staff

Technology is at its best when it handles lower level tasks so that staff can be freed up for higher level or revenue-generating tasks. A chatbot can take away significant workload from not just one, but multiple employees (remember that a chatbot can have 100 simultaneous interactions — or more — but a human can only ever deal with one customer at a time). The resulting additional bandwidth given to team members for higher level tasks can often pay for the chatbot and then some.

6. Add Languages

With translation automation, your chatbot can take in multilingual inquiries and answer in those languages. While it will have the same imperfections as any automated language program, most people have used Google Translate enough to have appropriate expectations. More often than not, their questions and queries will be solvable, even in a language you or your team don’t speak, leading you to the satisfying possibility of doing business with companies you might not previously have had a chance to interact with.

7. Learn More About the Customer Journey

While you may have analytics installed on your website allowing you to see a “heat map” of how customers interact with you, a chatbot adds an element of action that didn’t previously exist, allowing you to refine and optimize your site. Why did a customer pause here, or why did he/she not click through to buy? A chatbot can even actively ask these questions when a customer has paused, if you program it to do so, asking something like, “Is there anything I can help you with?” Typing “I’m just looking” won’t happen, even if that’s true!

We’ve got enough brokers to field your questions, so if you call you won’t get a chatbot…yet! But we still have old-fashioned machine learning in place, via our experienced brains, and we’d love to share that learning with you. Give us a call!

Episode 54 – The Importance of the Seller’s Disclosure Document

On today’s episode, Andy and Doug discuss the importance of the Seller’s Disclosure Document. They talk about what is included, why it is important to be forthright, and how the document can settle disputes well after the deal has been completed.

Are you considering selling your business? Are you considering entering the world of entrepreneurship? If so, please get in touch for a FREE consultation. The best way to learn about us is at our website, which includes connecting with DougAndy, or the rest of the Apex Team.

Case Study #71: Web Design for Therapists

Case Study #71: Web Design for TherapistsThe saying “there are riches in niches” isn’t just a pleasant saying for Perry Rosenbloom. His recent 8-figure sale of Brighter Vision, a web development company focused just on therapists, is eloquent proof of it.

As is the case with many small businesses, Perry’s started with fixing one problem. His mother-in-law was a therapist and he helped her build a website. While he did so he got curious about the industry and found out that there was a big player in the space charging a fixed recurring charge each month for their services. With a little bit of hustle (and looking at the publicly available name servers) Perry found, effectively, their customer list, and started emailing those customers, asking if they would be willing to switch. That got Brighter Vision going.

The Covid Effect

January 2020 was Brighter Vision’s best month ever. They experienced 60-75% growth, and were starting to experiment with two different paths:

  • Selling more services to existing customers
  • Selling existing services to new customers, i.e. taking on another niche like dentists or chiropractors

The reasoning on the second point was that since all the systems were already in place to serve one niche, if there was clarity on customer acquisition cost (CAC), a new niche could be added seamlessly. The team was experimenting with Google AdWords to figure out CAC.

Then March 2020 hit. Churn started to skyrocket but Brighter Vision acted quickly, offering two months free to every customer. This stopped a lot of the churn and after two months in which therapists were at home, pondering how to grow their businesses, demand spiked.

A Software Upgrade

One of the pain points therapists shared with Perry was social media. They wanted to find better ways to market. After looking at the problem themselves, Brighter Vision concluded that software would be a scalable way to offer this service, but none existed. That’s when Perry went to his old boss, someone who had built and sold several businesses, for a $200,000 investment for around 8% of the company. The investment would be used almost entirely to build the software.

The software worked very well when it got up and running, but it took over a year to get to that point. Brighter Vision originally outsourced the build to a local firm, but after eight months of not only no progress, but software that seemed to get worse with each iteration, they turned over what they had to someone in-house to project manage and build it and a few months later, the software was complete.

Always Open

Perry received interest from acquirers prior to Covid and maintained an “I’ll always take a phone call” philosophy. He would give those interested their customer count, ARR, and growth rate. If they came back with something in the ballpark of what he was looking for, he would be willing to accept an LOI.

Having never sold a business before, Perry leaned on his investor as well as some wisdom from Chris Voss, via his book on negotiating. Both his investor and Voss drove home the idea of silence. Perry would even sometimes write down on a sheet of paper, “now shut up” to remind himself what to do after talking about a specific deal point.

Perry’s investor also helped set expectations by telling him that “all deals die twice.” Perry didn’t go into any of the conversations or negotiations with potential acquirers with any emotion. He accepted that they would make their case, but as noted above, he often chose silence as a part of his negotiating.

Lessons

Three takeaways from this happy ending for Perry and his team:

  • Trust your gut. During the software build process, there were numerous red flags that indicated that the company they hired to build the software were completely lost in the sauce. Perry feels he should have made a decision sooner to dump them and cost his company eight months of time because of not trusting his gut.
  • Silence is golden. Negotiation isn’t just silence, but silence is a big part of negotiation. This doesn’t mean that you should just ignore questions or counteroffers! But it means you can continue to reframe your position in numerous ways the same way. However, ghosting is not a strategy (especially with your advisors!).
  • Master a niche, then consider other niches. If you have already mastered a niche, consider adding another niche that makes sense. You’ve already done the work to cater to one type of customer, if another niche is close enough, you can bring your team more work, another level of expertise, and the company a whole new stream of revenue.

Feel like you will need help negotiating your business sale but don’t have an investor like Perry did? We can be there for you. Give us a call today.

Episode 53 – Selling to Family

Valerie Vaughn shares her experience working with a client who sold their business to their son. She talks about what went into planning the transition, getting the business sale ready, getting the son buyer ready, the importance of a team, and listening to your advisors.

Are you considering selling your business? Are you considering entering the world of entrepreneurship? If so, please get in touch for a FREE consultation. The best way to learn about us is at our website, which includes connecting with DougAndy, or the rest of the Apex Team.

Consider an Annual Company Watchword

Consider an Annual Company WatchwordWe’ve talked about the value of annual meetings to help summarize the year that was and to look at the year to come. One of the tools you can use to frame an entire year is a watchword.

Some may already be familiar with watchwords as a tool for personal development. A watchword is a word or phrase that expresses a core aim or belief. For example, people might choose “family” or “fitness” or “love” to help them stay focused on a particular goal that year.

Now a watchword doesn’t do well on its own. It has to be tied to specific routines and KPIs in order to have an effect. If you claim your watchword for a given year is “fitness” and you have no fitness plans or goals, that watchword will become a joke, like “fit-ness whole pizza in my mouth.”

If you haven’t had a business watchword for the year before, the best time to implement it would be at the year-end meeting or something similar. Employees are then given a sense of what the next year will be about, and that word will be something to rally around all year.

How to Determine a Business Watchword

There are many questions business owners can ask themselves to determine a watchword:

  • What does the business need more of in the year ahead?
  • What does it need less of?
  • What one thing can the company do to be more successful next year?
  • What have we struggled with in the past that we want to finally beat this year?

Once you’re clear on a word, then you’ll want to frame a narrative around it.

The word doesn’t have to be fancy. It could be something as simple as sales. Let’s say your revenues have been flat or not growing as much as you would like. Setting “sales” or “revenue” or “add more revenue” as watchwords puts all departments on the same page: this is what matters this year. When, for example, operations is reminded that “sales” is the watchword for the year, it can not only think about ways to cut costs to make those sales stand out more, but also look for tools and aids to help the sales team do better.

Add KPIs

As we noted already, a watchword doesn’t mean anything without a plan and KPIs. Let’s stick with our example of “sales.” Let’s say that you want to grow revenues 7%. You’ll need to look at your existing lines of revenue first in order to make up that number. Add on any new lines of revenue you hope to introduce.

You can then create a plan to reach those KPIs as a finish line.

Setting an annual goal and setting a plan to reach it is nothing new for most business owners. But sometimes the way a goal is achieved is by psychological markers here or there that help nudge someone forward, particularly when they are feeling weak or demoralized.

The same is true of a business. Every fiscal year is a long slog for business owners and their team members. By having a watchword to guide the year, at least one particular focus will stay in front of everyone for the year, giving it that extra psychological boost, and helping coordinate team efforts around a single idea.

If your watchword for the year is “systematize” or “prep for sale” we’ve got you covered! Give us a call.

Episode 52 – Ben Davis – The Gents Place – Part 2

Ben Davis joins Andy and Doug to conclude their conversation from last week. This week, they are talking about characteristics that lead to a successful Franchisee and characteristics that would lead to an unsuccessful relationship. Ben dives into the importance of Listen, Execute, Add. Thanks for joining us, Ben!

If you would like to learn more about The Gents Place, go to https://thegentsplace.com/ for their customer-facing website, or if you want to be the next Franchisee, learn more at https://www.tgpfranchising.com/

Are you considering selling your business? Are you considering entering the world of entrepreneurship? If so, please get in touch for a FREE consultation. The best way to learn about us is at our website, which includes connecting with DougAndy, or the rest of the Apex Team.