When it comes to selling your business, optics matter.
This week we dropped an interview with Kiran Merchant, an aviation consultant who was passed over for an $8,000 promotion so decided to start MAv, an aviation consulting business.
When an acquirer evaluates your business, expect them to try and understand your sales model.
If you’re a company that sells to other businesses, an acquirer will want to know where you get your leads from and how much each costs you to generate.
We chose Thanksgiving week in the U.S. to release an interview with Chip Conley who is grateful for something unusual.
Does money buy happiness?
Earning more increases happiness, but only until an annual income of $70,000. Beyond this, additional income brings diminishing happiness gains.
This week we dropped an interview with Josh Anhalt, who tried to sell his business three times before finally successfully getting seven times earnings for GreenPath Energy, a business that helped oil companies find leaks in their pipes.
Chad Maghielse treats his two French bulldogs like family. When their breath turned unbearable, Chad invented a breath spray for
Are you a big-picture person who enjoys new ideas and finds detail work tedious?
Most first-time sellers assume their lawyer will “work out the details” after signing a letter of intent (LOI). However, Warren Buffett advises locking in critical terms before handing your deal to a lawyer to paper.
Whoever buys your company is probably going to borrow some of the money. As a seller, it’s important to understand where they plan to get the money from.
Mark Ferrier decided to sell his marketing agency when a mentor shared a morsel of wisdom that stopped him cold. Given the chance to do it all again, Mark’s mentor would have sold his business 50% sooner for 25% less.
Think of a shotgun clause as a high-stakes game of “buy or sell.” Partners use it to quickly resolve disputes and set prices. Here’s how it works:
Private equity investor David Kennedy was clear when he invested in Jon Coss’s business: the goal wasn’t to sell but to be sought after by acquirers. Kennedy felt that sellers who approach potential buyers are at a disadvantage. Instead, he urged his CEOs to build irresistible businesses that attract acquirers.
When most founders think of an exit, they think of the giant company swooping in and writing an enormous check to buy all of their shares. However, the more likely exit for a lot of owners is something that looks more like half an exit. It’s called a “majority re-capitalization” or “majority re-cap” and there are pros and cons.
When it comes to selling your business, optics matter.
This week we dropped an interview with Kiran Merchant, an aviation consultant who was passed over for an $8,000 promotion so decided to start MAv, an aviation consulting business.
When an acquirer evaluates your business, expect them to try and understand your sales model.
If you’re a company that sells to other businesses, an acquirer will want to know where you get your leads from and how much each costs you to generate.
We chose Thanksgiving week in the U.S. to release an interview with Chip Conley who is grateful for something unusual.
Does money buy happiness?
Earning more increases happiness, but only until an annual income of $70,000. Beyond this, additional income brings diminishing happiness gains.
This week we dropped an interview with Josh Anhalt, who tried to sell his business three times before finally successfully getting seven times earnings for GreenPath Energy, a business that helped oil companies find leaks in their pipes.
Chad Maghielse treats his two French bulldogs like family. When their breath turned unbearable, Chad invented a breath spray for
Are you a big-picture person who enjoys new ideas and finds detail work tedious?
Most first-time sellers assume their lawyer will “work out the details” after signing a letter of intent (LOI). However, Warren Buffett advises locking in critical terms before handing your deal to a lawyer to paper.
Whoever buys your company is probably going to borrow some of the money. As a seller, it’s important to understand where they plan to get the money from.
Mark Ferrier decided to sell his marketing agency when a mentor shared a morsel of wisdom that stopped him cold. Given the chance to do it all again, Mark’s mentor would have sold his business 50% sooner for 25% less.
Think of a shotgun clause as a high-stakes game of “buy or sell.” Partners use it to quickly resolve disputes and set prices. Here’s how it works:
Private equity investor David Kennedy was clear when he invested in Jon Coss’s business: the goal wasn’t to sell but to be sought after by acquirers. Kennedy felt that sellers who approach potential buyers are at a disadvantage. Instead, he urged his CEOs to build irresistible businesses that attract acquirers.
When most founders think of an exit, they think of the giant company swooping in and writing an enormous check to buy all of their shares. However, the more likely exit for a lot of owners is something that looks more like half an exit. It’s called a “majority re-capitalization” or “majority re-cap” and there are pros and cons.
