What is exit planning? A strategy or a transaction? – Solidity Financial

Exit planning is smart business. It is a strategy and not a transaction. A process and not an event. Build the value of your business and harvest the wealth during the transaction.


Sourced through Scoop.it from: mysolidity.com

We like this piece. Lots of down-home insight, such as keeping the exit planning process transparent so your employees understand your motives. EGS is ready to help you build a bespoke exit strategy beginning with a free consultation.


Realizing shareholder value: Private company exit strategies

By Price Waterhouse Coopers. Private company exit strategies is a multi-chapter publication series (PDF downloads)  to guide privately-held business owners in the development and execution of an effective exit strategy.


Sourced through Scoop.it from: www.pwc.com

In this collection of essays that you download as chapters, Price-Waterhouse-Coopers demonstrates its expertise for medium-sized and larger privately-held corporations. The content is comprehensive, and EGS recommends adding it to your bookshelf.


Why is Employee Retention Such a Challenge?

The phrase “employee retention” sends shivers down the spines of some folks. And it ought to. Employee turnover is expensive to any company in a variety of ways, not the least of which is the impact on the customer experience, too.


Sourced through Scoop.it from: psdtoblog.wordpress.com

Company value lies at the core of an exit strategy, and employee retention is a key driver. If your turnover rate is high, expect reduced valuation. At EGS, our tactics can change the retention dyanamic in your favor.


Corporate exit strategies – Selecting the best strategy to generate value

Amid ever-changing deal dynamics and market conditions, transaction preparation and value generation are more important than ever. Choosing the best strategy means knowing the array of available exit options and evaluating them against business priorities. Carefully aligning circumstances and priorities with the right exit approach delivers the best-fit solution for the company and shareholders.

Sourced through Scoop.it from: www.pwc.com

Medium trending to large corporations encounter many more exit strategy issues, and options abound for spin-offs, carve-outs and several more techniques. This PDF article – click to download it – includes strong technical insight. Top quote: “You can’t diligence yourself enough. Preparation is key. It’s impossible to overprepare!”


What’s Your Exit Strategy? We Don’t Have One

We didn’t start a business to get out of it. If you’re going to spend years of your life and an obscene amount of energy and time with a team you enjoy going into battle with, why would you think about the exit? With a team and vision like we have, why would we focus on the exit?

Sourced through Scoop.it from: www.cbinsights.com

Yeah, you do have a strategy: wait for dumptrucks full of cash. And even if you’ve built serial succession into the business as the ongoing strategy, implementing exit tactics like a shareholder agreement is just plain smart.


Three ways to exit your business… or climb Everest

Just like my friend and his plans for Everest, these business owners often assume things will somehow fall into place without planning the logistics: a type of non-strategy that is almost guaranteed to end in disappointment and tears.


Sourced through Scoop.it from: www.afr.com

Simple and charming piece, but we’re not convinced the author’s friend really plans to climb Everest. Key point: there are many more than three ways to exit, and we’ve got all of them covered at EGS.


Four mistakes family business owners make with their exit plan

Have you ever seen someone walk unsuspectingly into a glass door? I’ve been that person. What’s the worst part? Knowing it was totally preventable. While that scenario may be funny, creating and executing your exit plan is serious business. There are four common mistakes I see family business owners make in their exit plan — mistakes that create needless frustration, anxiety and regret. The good news is they are preventable. Mistake No. 1: Waiting until you need to retire to start planning. William Shakespeare nailed . . .


Sourced through Scoop.it from: www.grbj.com

Author Matt Rampe knows his stuff. This article delivers front-line feet-on-the-street insight worth your time.


Changing Ownership for Your Small Business? Why You Need a Business Transition Plan

Regardless of the kind of exit you’re considering for your business, it’s going to take time to complete and will have an array of effects on you, your employees, your family, your finances, and more. In today’s post, we’ll elaborate on why you need a business transition plan.


Sourced through Scoop.it from: climb.pcc.edu

Sometimes simple and clear is best. This article is simple and clear, and it concludes with a warning about the pitfalls of not having an exit strategy.


5 Steps to Prepare Your Business for Sale & Attract Buyers

Like most small business owners, you’re probably too busy running your business to think about your exit strategy. But, sooner or later it will be time to implement an end game.

Sourced through Scoop.it from: www.manta.com

Short read with five great points. At EGS, great points exceed five several times over and we’re ready to discuss them with you.

Who Needs a Succession Plan? Definitely You

…about 10 million baby boomers plan to sell or close their businesses during the next decade. And even though 78% of small-business owners are counting on the proceeds of a sale to meet 60% to 100% of their retirement needs, only 30% of owners have a formal succession plan. That’s a pretty big wave of prospective retirees, many of whom have not put much thought into how they might step away from their businesses.

Sourced through Scoop.it from: www.pfcwealth.com

There are some things in life that take time, no matter how much you want to rush them. Making your business sellable often requires significant changes; and a prospective buyer is going to want to see how your business has performed for the three years after you have made the changes required to make your business sellable. Therefore, if you want to sell in five years, you need to start making your business sellable now so the changes have time to gestate.