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Answer Upon - DIS-Qualifying Companies = Better Acquisitions!
Do you have the same services as other mortgage companies? Chances are, if your mortgage services are the same, your marketing tools probably look just like every other mortgage company.If you expect your mortgage business to stand out from the competition, you need to stop marketing the same way your competition does. Unless you figure out a way to differentiate your services there’s no way the client will be able to tell the difference between you and every other mortgage company.When you look the same as your competition, you run the risk of: Paralyzing the client. When it’s not possib
* Is senior management willing to stay and invest in the new company?
* Does a new company leader candidate exist in the company now?
* Who knows the business is for sale? How confidential is this subject?
* Is there any known outstanding litigation or environmental concerns?
BUSINESS PROFILE QUESTIONS:
* Are all products manufactured “in house”?
* What % of products or services are “custom” or “made-to- or
If you have a small business you know that you have to keep all of your financial records as organized as possible to ensure that you can make payroll accurately as well as file an accurate and timely tax return. There are many different programs for you to choose from, which can make the process of getting organized a bit overwhelming. Most programs today are very easy to use, and once you get the hang of it you can make payroll as well as tax payments very easy to deal with.If you need help with payroll taxes you might want to look at a program such as QuickBooks. This program is manufactured by Intuit and is one of the leading programs f
One of the first things you want to do in development of your business purchase process is establish a list of “initial” DIS qualification questions for use with business owners.
We use the term disqualification because you clearly throw away a lot of hay to get to the needle in the stack! This list of questions will add a tremendous amount of efficiency to your business purchase methodology and make the job of your merger and acquisition intermediary of choice much easier.
For simplicity of use, we have listed our most practical questions categorically. You are encouraged to edit, add or delete any of our listed questions. Our list of questions cover many fundamental business attributes, but not many of the subjective benchmarks to be considered in any business purchase disqualification process. Again, you can add whatever number of questions that correlate to your own personal purchase criteria or preferences, business experiences, knowledge and risk/ reward tolerance levels.
Suggested Initial Acquisition Qualification Questions:
INITIAL / BASIC QUESTIONS:
* Why is the business for sale?
* How long has it been for sale?
* Has there been other formal purchase offers made to date?
* Will the business sale include any transfer of real estate?
* What is the ownership structure of the company?
* How is the company legally organized?
* Who with the business will be involved in the negotiation of the sale?
* What are the owners desired transition plans?
* Is senior management willing to stay and invest in the new company?
* Does a new company leader candidate exist in the company now?
* Who knows the business is for sale? How confidential is this subject?
* Is there any known outstanding litigation or environmental concerns?
BUSINESS PROFILE QUESTIONS:
* Are all products manufactured “in house”?
* What % of products or services are “custom” or “made-to- ord
John Pierpoint Morgan, described as a rational- but cold hearted man, was arguably the foremost banker in history. More than once, he revived a suffering United States economy from depression; and administered the organization of U.S. Steel: the world's first billion-dollar corporation in 1901.This legendary man, was born in Hartford, Connecticut to Junius Spencer Morgan, also a famous tycoon, and Juliet Pierpoint. He studied to become an accountant abroad, primarily in Germany and after his studies was able to find work at the New York City banking house of Duncan, Sherman & Company. After 3 years in New York with the banking house he became
We use the term disqualification because you clearly throw away a lot of hay to get to the needle in the stack! This list of questions will add a tremendous amount of efficiency to your business purchase methodology and make the job of your merger and acquisition intermediary of choice much easier.
For simplicity of use, we have listed our most practical questions categorically. You are encouraged to edit, add or delete any of our listed questions. Our list of questions cover many fundamental business attributes, but not many of the subjective benchmarks to be considered in any business purchase disqualification process. Again, you can add whatever number of questions that correlate to your own personal purchase criteria or preferences, business experiences, knowledge and risk/ reward tolerance levels.
Suggested Initial Acquisition Qualification Questions:
INITIAL / BASIC QUESTIONS:
* Why is the business for sale?
* How long has it been for sale?
* Has there been other formal purchase offers made to date?
* Will the business sale include any transfer of real estate?
* What is the ownership structure of the company?
* How is the company legally organized?
* Who with the business will be involved in the negotiation of the sale?
* What are the owners desired transition plans?
* Is senior management willing to stay and invest in the new company?
* Does a new company leader candidate exist in the company now?
* Who knows the business is for sale? How confidential is this subject?
* Is there any known outstanding litigation or environmental concerns?
BUSINESS PROFILE QUESTIONS:
* Are all products manufactured “in house”?
* What % of products or services are “custom” or “made-to- or
Why do managers create low morale as a product of their management and what can we do about it?The answer to the initial question is easy.We all know what managers do to the workforce that causes the workforce to feel the way they do about their jobs.The managers never listen to the workforce, they never give the workforce any respect, they don’t value the workforce and they spend their time “managing” by telling people what to do.The much harder question is “What can we do about it?”It is first necessary to understand the logic of why the manager creates low morale?Low morale is not a situation that the mana
Suggested Initial Acquisition Qualification Questions:
INITIAL / BASIC QUESTIONS:
* Why is the business for sale?
* How long has it been for sale?
* Has there been other formal purchase offers made to date?
* Will the business sale include any transfer of real estate?
* What is the ownership structure of the company?
* How is the company legally organized?
* Who with the business will be involved in the negotiation of the sale?
* What are the owners desired transition plans?
* Is senior management willing to stay and invest in the new company?
* Does a new company leader candidate exist in the company now?
* Who knows the business is for sale? How confidential is this subject?
* Is there any known outstanding litigation or environmental concerns?
BUSINESS PROFILE QUESTIONS:
* Are all products manufactured “in house”?
* What % of products or services are “custom” or “made-to- or
A few weeks ago we conducted our annual “Customer Experience Study Tour” in London England. This is where we take delegates to visit a number of leading Customer Experience companies for a behind-the-scenes look at how they approach the task of building a great Customer Experience. Companies include Pr?t-a-manger, Virgin Atlantic, Mandarin Oriental Hyde Park, Dell Computers, T-Mobile, Lexus Cars, AOL and Microsoft. As we travelled around these companies on the luxury coach, I pondered what the common traits are of companies who provide a great Customer Experience. Undoubtedly one of these traits is “attention to detail”.So let’s give you an in
INITIAL / BASIC QUESTIONS:
* Why is the business for sale?
* How long has it been for sale?
* Has there been other formal purchase offers made to date?
* Will the business sale include any transfer of real estate?
* What is the ownership structure of the company?
* How is the company legally organized?
* Who with the business will be involved in the negotiation of the sale?
* What are the owners desired transition plans?
* Is senior management willing to stay and invest in the new company?
* Does a new company leader candidate exist in the company now?
* Who knows the business is for sale? How confidential is this subject?
* Is there any known outstanding litigation or environmental concerns?
BUSINESS PROFILE QUESTIONS:
* Are all products manufactured “in house”?
* What % of products or services are “custom” or “made-to- or
The Internet can promote your services in unlimited relevant areas that buyers are looking forEven when they both have a website, a service business (like window blinds) has to use the Internet differently than an online business does. For example, a chiropractor needs to provide different information a trucking firm, to supply what customers search for. While they both can benefit from Local Search exposure, what information they need to provide about themselves varies greatly.Break down the limitations imposed by category thinkingWe've been trained by the Yellow Page directory to look for a business within its primary category
* Is senior management willing to stay and invest in the new company?
* Does a new company leader candidate exist in the company now?
* Who knows the business is for sale? How confidential is this subject?
* Is there any known outstanding litigation or environmental concerns?
BUSINESS PROFILE QUESTIONS:
* Are all products manufactured “in house”?
* What % of products or services are “custom” or “made-to- order”?
* Is there proprietary technology?
* Any protected technology or patents, existing or pending?
* How many full time employees?
* Locations of all office/ manufacturing sites?
* Is the labor force organized in any form?
* What are the financial/ technical barriers to entry of this business?
* Are there purchase contracts? If so, are they assignable?
FINANCIALS:
* What financial information is available?
* Income statements and balance sheets for last 3 years?
* Are the company’s financials audited, reviewed or internally compiled?
* Are the inventory and accounts receivable in a healthy status?
* What is a replacement cost estimate for the fixed assets?
* Are there forecasted financial performance documents?
MARKETING AND SALES:
* Assuming investment, how can the business be doubled?
* How are products sold? Direct? Agents? Distributors?
* What % of revenues are domestic?
* What % of total revenues are from the top 5 customers?
* What is the company’s estimated market share?
* Who are the primary competitors?
* Are there noteworthy new products being developed/ introduced?
TERMS:
* What is the current business valuation? How is it defined?
* Will the owner(s) carry a note?
* Will the owner(s) also accept an “earn-out” portion?
* Is the owner willing to re-invest in the new company?
It is important to define early on in your business purchase process what your most critical business purchase criteria are and what attributes of a company are “deal makers” or “deal breakers”. Companies with noteworthy attributes that did not make your critical attribute filter list will have to be evaluated on their own merits.
You will find that once you are actively involved in finding your “ideal” company to buy that
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