It can be a very chaotic time when a company is in transition or in need of a turnaround. Management is (or should be) fretting over revenue, placating lenders and/or investors, managing suppliers, and reducing costs all while keeping employees motivated.
Increasing the value of a company requires years of planning and execution. Most valuators look at the last five years of operating results to substantiate their conclusions. So, let’s look at maximizing the value of your business today for a potential sale or transfer tomorrow.
Done right, a competitive analysis should give you an understanding of trends in your industry as well as the competitive landscape. It should identify current and potential competitors within your market, assess their strengths and weaknesses, and determine their target market and ability to deliver.
Most of us know the basics of the McDonald’s story. I consider it required viewing for anyone wanting to scale their business or evaluating their business model. Kroc was the visionary. He took the well-oiled prototype and replicated it across the U.S. and the world. Of course, along the way he added management structure, HR standards and tight quality control.
In its simplest form, the value of a business can be boiled down to just two components: risk and reward. Although a significant amount of thought and rigor is required to determine the value of a specific business, the underlying concept remains the same.
Business owners can easily make mistakes to hurt their profits. In this critical Entrepreneur.com article, Eric Siu explains how to avoid this mistake. In business as in life…..
Building your monthly management report is a lot like building a house. The analyst is the architect – a good architect can design and build a sturdy house with integrity that functions well for most people.
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