5 Reasons Buying a Business is Preferable to Starting a New One

If you are considering running your own business, one of the first questions that might pop in your mind is: should I start a new one or buy an established business. In this article, we’ll take a closer look at the age-old dilemma of buying an existing business verses starting a new one from scratch.

1. An Established Concept

The benefits of buying an established business are no doubt huge. At the top of the list is that an existing business will have an established concept. Starting a business from scratch means taking a big risk in the form of a new idea. Will it really work? If the business fails, why did it fail? Both of these stressful questions need not be asked when you buy. An established business, especially one that has been around for years, has already shown that the concept and all the variables that go into it do, in fact, work.

2. Proven Cash Flow

Another massive benefit of buying an existing business is that an existing business has proven cash flow. You can look at the books and, in the process, determine just how much money is flowing in and out. With a new business, you simply won’t be sure how much it will generate. This can make it tricky when you’re trying to figure out how to not only pay your business expenses, but your personal ones as well.

3. The Unproven Element

No matter how good your idea and/or your location, your new business is still unproven. Despite the best of efforts, there may be an unforeseen variable that you or your consultants might have missed. However, when you opt for a proven, existing business, this variable does not apply to you.

4. An Established Staff

A business is often only as good as the people that populate and support it. Starting up your own business means that you have to go out and find all of your own employees. This process is much more than sifting through resumes. A resume only reveals so much. A resume doesn’t reveal if a candidate will be a good fit for the business, and it certainly doesn’t factor in chemistry. As any good coach of any team sport knows, chemistry is one of the greatest factors in winning a championship.

5. Established Relationships

A proven business also comes with an array of business relationships. Working out problems with your supply chain in the early days of your business can mean the end of that business. Many business owners have seen their businesses undone by problems with their supply chains. An existing business can point the way to reliable and consistent suppliers. When buying an existing business, you are acquiring a proven performer. You know that the business had what it takes to provide cash flow over a given period of time. You will also have customers who know who you are, where you are and how to buy from you. Buying an existing business also means gaining access to reliable suppliers and enjoying all the benefits that come with an established brand name and location.

A Buyer’s Quandary

Statistics reveal that out of about 15 would-be business buyers, only one will actually buy a business. It is important that potential sellers be knowledgeable on what buyers go through to actually become business owners. This is especially true for those who have started their own business or have forgotten what they went thorough prior to buying their business.

If a prospective business buyer is employed, he or she has to make the decision to leave that job and go into business for and by himself. There is also the financial commitment necessary to actually invest in a business and any subsequent loans that are a result of the purchase. The new owner will likely need to execute a lease or assume an existing one, which is another financial commitment. These financial obligations are almost always guaranteed personally by the new owner.

The prospective business owner must also be willing to make that “leap of faith” that is so necessary to becoming a business owner. There is also the matter of family and personal responsibilities. Business ownership, aside from being a large financial consideration, is very time consuming, especially for the new business owner.

All of these factors have to be weighed very carefully by anyone that is considering business ownership. Buyers should think carefully about the risks – and the rewards. Sellers should also put themselves in a buyer’s position. The services of a professional business broker or intermediary can help determine the relative pros and cons of the transaction.

Options for Retirees to Finance the Purchase of a Franchise

Author: Vasilis Georgiou, CBI, M&AMI, CBB, MBA, CIRM

President, CrossRoads Business Brokers, Inc./ Franchise Consultant with FranChoice

There is an interesting trend in the franchising world where more and more retirees are showing increasing activity in buying franchises. The economic and work environment realities after the economic crisis, have forced many folks of the baby boomer generation to take matters into their own hands, so to speak. They are looking for ways to be masters of their own destiny through business ownership, but they want to do it in a measured, deliberate way that minimizes the risk as much as possible.

Starting a business is inherently risky, and there isn’t such a thing as complete certainty of success. For a retiree or a baby boomer, that gives even more reasons for a pause for thought because time is not a luxury they can afford. That is why many are turning to the franchising model of business ownership where not only they can have access to well-publicized and regulated information about the performance of the system as a whole, but also have the opportunity to validate first-hand through interactions with existing franchisees.

Once a decision is made to buy a franchise that best fits individual aspirations, skills, and talents the question comes up as to the best financing approach that leverages existing assets, and does not deplete all capital, just in case it will be needed to sustain a longer launch effort. Many options exist, and the purpose of this article is to highlight them:

1. Retirement Funds and/or Savings
One inherent advantage retirees typically have is that after many years in various careers in industry, they have been able to accumulate some amount of retirement funds. There is a way for retirees to use these retirement funds to finance a franchise (or any business), tax free. Whereas in traditional borrowing you have to go through a rigorous and lengthy application process, leveraging retirement funds is typically faster and more straightforward. There are some benefits in this approach compared to other available options (Always consult with an accountant and a lawyer to ensure that your financial transaction is in complete compliance with law provisions):

  • Limits debt and enhances cash flow in the critical start-up phase of the business. Thus, resulting in a better chance your business will break even faster, and generate profits sooner
  • Low fees
  • As your business gains momentum and grows, your IRA will grow as well. Best part about it, it will grow tax free
  • More flexibility in case traditional borrowing needs to be in the mix for a larger investment. Funds may be used as the personal equity injection for SBA or conventional loans
  • Utilizing these funds to capitalize your business allows you to invest in yourself
  • Allows for tax-deferred retirement savings options in the future
  • Begin paying yourself a salary during the start-up phase

This is how it works: One specific law, The Employee Retirement Income Security Act(ERISA), allows a variety of retirement savings accounts to be utilized as a vehicle for investing in various options, including buying a franchise. The chosen corporate vehicle is a “C corporation which you have to form, which then can be eligible to create its own 401k program. You can roll over (tax free) existing retirement funds into your new corporation’s 401(k) program. The new corporation’s 401(k) program can invest in the stock of the new “C” corporation which can then use the proceeds to buy the franchise. You can only use the funds in your 401(k) account after you leave the company where it originated.

2. *Small Business Administration (SBA)
There are several types of loans available through the SBA. The most commonly used for the purchase of a franchise is as follows:

  • General Small Business Loans: 7(a)
  • Real Estate and Equipment Loans: CDC/504

As described on the SBA website (www.SBA.gov), the 7(a) Loan Program, which is the SBA’s most common loan program, provides loans to businesses with requirements of eligibility based on specific aspects of the business and its principals. In other words, the key factors of eligibility are based on what the business does to receive its income, the qualifications and backgrounds of its owners, as well as where the business operates.

On the other hand, a 504 loan could be suitable for franchises that involve retail locations, or investment in equipment and machinery. Specifically, a 504 program can be used for:

  • The purchase of land, including existing buildings
  • The purchase of improvements, including grading, street improvements, utilities, parking lots and landscaping
  • The construction of new facilities or modernizing, renovating or converting existing facilities
  • The purchase of long-term machinery and equipment

A 504 loan cannot be used for:

  • Working capital or inventory
  • Consolidating, repaying or refinancing debt
  • Speculation or investment in rental real estate

The SBA generally does not specify what businesses are eligible. Rather, the agency outlines what businesses are not eligible. However, there are some universally applicable requirements. To be eligible for assistance, businesses must:

  • Operate for profit
  • Be small, as defined by the SBA
  • Be engaged in, or propose to do business in, the United States or its possessions
  • Have reasonable invested equity
  • Use alternative financial resources, including personal assets, before seeking financial assistance
  • Be able to demonstrate a need for the loan proceeds
  • Use the funds for a sound business purpose
  • Not be delinquent on any existing debt obligations to the U.S. government

*Source: www.SBA.gov

3. Securities-Backed Financing
Another inherent advantage retirees typically have in funding a new franchise is that after many years in active investing, they have been able to accumulate some amount of stocks and bonds. They are then able to utilize qualified securities (i.e. stocks, bonds, mutual funds, U.S. Treasuries) to obtain a low interest line of credit.

There are advantages to using securities instead of traditional borrowing:

  • Pay interest only on the amount used
  • Loan-to-Value of Approved Assets from 70%-90%
  • Get working capital to start or expand your business
  • Supplement other capitalization plans
  • Not credit or income based

4. Home Equity
The housing market has recovered well recently from the worst downturn in recent years. A home equity line of credit (HELOC) can be used to fund a new business venture. You should carefully check interest rates and repayment terms.

5. Family and Friends
That is always a tricky approach. There is natural hesitation to mix family and friends with business. What if the whole franchise thing doesn’t go well? Where is that going to do to the relationship? Those concerns are well justified. However, transparency and well written Agreements that spell out the financial and operational responsibilities of each investor, together with a clear disclaimer of the risks associated with new ventures, can mitigate some of the downside to leveraging this kind of resource.

6. Franchisor
Franchisors want to enable new franchisees to start a location. Especially if the franchisee candidate is qualified and shows promise of success. After all, franchisors have a long term royalty incentive in placing good franchisees in the system even if they take less cash up front, and have to finance some of the cost. They look at it as a win-win. The royalty annuity can be substantially more in the long term. That is why some franchisors offer programs that partially finance the upfront fees, especially if equipment assets are involved.

Read Article at: https://www.bizquest.com/resource/options_for_retirees_to_finance_the_purchase_of_a_-317.html

Looking for the Thrill Factor in a Franchise

The role of excitement in choosing the franchise that is right for you

Author: Vasilis Georgiou, CBI, M&AMI, CBB, MBA, CIRM

President, CrossRoads Business Brokers, Inc./ Franchise Consultant with FranChoice

One common objection that I come across when I consult with Candidates who are looking for a franchise to get into, has to do with the thrill factor as a selection criteria. In other words, Candidates often want their top choice for a franchise to be the one that “jumps out”, the one that gets them “excited”.

That is often a very misleading way to go about finding the franchise that is just right for you, the Candidate. A franchise opportunity can be very exciting, with products or services that feel “right” to your temperament and personality. It can even present extremely well when you go through the normal discovery cycle. Even if that is true, it can still be the wrong choice for you when you factor in the geographical area you will operate in, the demographic composition of that area, the competition and saturation factors, and the sustainability of the product or service offering in the long term.

As I covered in another recent article, “Buying a Franchise: It’s all about you“, buying the right franchise is not about how much you like its product or service and is not about being first to market in your geography. It is also not about following the hottest trend based on the latest statistic, choosing the franchise with the best track record, or even about following someone else’s lead who was successful doing it. It’s about finding a business that fits your skills, lifestyle, and goals & objectives. It’s about reducing business risk by matching your skills and abilities to the optimum franchise opportunity for YOU, which would result in the best long term success.

At the end of the day, it’s about whether you can convert your investment into a cash flow you can be happy with. Believe me, the thrill and excitement of getting into a franchise that gets your heart pumping really hard can quickly turn into an anxiety attack when you suddenly realize that paying customers are not as willing to share that enthusiasm.

Read the full article at: https://www.bizquest.com/franchise-for-sale/articles/Looking-For-The-Thrill-Factor-In-A-Franchise/

The Semi-Absentee Franchise Owner: Myth or Reality

When owning a franchise doesn’t need to come at the cost of your current job

Author: Vasilis Georgiou CBI, M&AMI, CBB, MBA, CIRM

President of CrossRoads Business Brokers, Inc./Franchise Consultant at FranChoice

Leaving behind the relative certainty of a corporate job that offers income security, health benefits, and 401K matching contributions is a very hard decision. There is real risk in putting your livelihood on the line. But what if there is a way to do both? What if there was a way to pursue your entrepreneurial dream of building a business as an asset that you control, while maintaining your current cash flow via a job.

The answer lies in the franchise business model. In the article “Buying a Franchise: It’s all about you” I wrote on 1/17/14 on Bizquest.com, I identified various business categories and their characteristics. More so than the other business categories, two particular business categories lend themselves to a semi-absentee approach: Retail and Sophisticated Retail.

Read Full Article at: https://www.findafranchise.com/articles/The-Semi-Absentee-Franchise-Owner-Myth-Or-Reality/

Calculated Risk: Becoming a Franchise Entrepreneur

Author: Vasilis Georgiou CBI, M&AMI, CBB, MBA, CIRM

President of CrossRoads Business Brokers, Inc./Franchise Consultant at FranChoice

Becoming an entrepreneur is probably one of the most nerve-wracking endeavors any of us can undertake. Especially if it means leaving behind the relative certainty of a Corporate job that offers a regular paycheck, health benefits, and even that wonderful 401K matching contribution.

The fear of taking the leap into entrepreneurship is natural. There is real risk in putting your livelihood on the line, especially when you have family members depended on you to provide for their future. It is that step into the unknown that causes that fear, and it is the aversion to failure that fuels it. Yet, most of the wealth in America is not inherited wealth. It’s wealth built by folks who have taken that leap, who have believed that they can be their own boss, and in the process, have reinvented themselves by taking control of their destiny and going places they never imagined possible.

There is a countermeasure to that fear, and it has to do with 4 key elements: Self-awareness, Fact-finding, Preparation, Validation.
Read full article at: https://www.findafranchise.com/articles/Calculated-Risk-Becoming-A-Franchise-Entrepreneur

Job Seekers and Franchise Options

Why buying a franchise can be a career choice

Author: Vasilis Georgiou, CBI, M&AMI, CBB, MBA, CIRM

President, CrossRoads Business Brokers, Inc./ Franchise Consultant with FranChoice

In our professional life, we really have 3 choices when it comes to making a living. Each option has its advantages and challenges:

Staying the course with a job
Staying in a job may provide the security of a paycheck, benefits, and that 401K matching contribution. But there is never real security, and at the end of the day you are building wealth for the company, not yourself.

Go it alone as an entrepreneur
Becoming an entrepreneur is liberating. You get to come up with your own idea and act on it. Be your own boss. Have control. Biggest challenge: coming up with that original idea and then finding the capital, the systems/processes, and the people to execute. While you are embedded day to day in making it grow, you also have to worry about the big picture strategy, and staying a step ahead of the competition.

Partner with success through a franchise
The biggest advantage in going with a franchise is that the Franchisor has teams of people that already developed the system and processes necessary for execution, as well as the high level strategy and direction that needs to be continuously refined. You also have a verifiable model that has been put in use successfully before. Biggest challenge: Thinking that a Franchisor will do everything for you. You still have to make it happen at the local level.

Read the full article at: https://www.bizquest.com/franchise-for-sale/articles/Job-Seekers-And-Franchise-Options/

The Devil May Be in the Details

When the sale of a business falls apart, everyone involved in the transaction is disappointed – usually. Sometimes the reasons are insurmountable, and other times they are minuscule – even personal. Some intermediaries report a closure rate of 80 percent; others say it is even lower. Still other intermediaries claim to close 80 percent or higher. When asked how, this last group responded that they require a three-year exclusive engagement period to sell the company. The theory is that the longer an intermediary has to work on selling the company, the better the chance they will sell it. No one can argue with this theory. However, most sellers would find this unacceptable.

In many cases, prior to placing anything in a written document, the parties have to agree on price and some basic terms. However, once these important issues are agreed upon, the devil may be in the details. For example, the Reps and Warranties may kill the deal. Other areas such as employment contracts, non-compete agreements and the ensuing penalties for breach of any of these can quash the deal. Personality conflicts between the outside advisers, especially during the
due diligence process, can also prevent the deal from closing.

One expert in the deal-making (and closing) process has suggested that some of the following items can kill the deal even before it gets to the Letter of Intent stage:

  • Buyers who lose patience and give up the acquisition search prematurely, maybe under a year’s time period.
  • Buyers who are not highly focused on their target companies and who have not thought through the real reasons for doing a deal.
  • Buyers who are not willing to “pay up” for a near perfect fit, failing to realize that such circumstances justify a premium price.
  • Buyers who are not well financed or capable of accessing the necessary equity and debt to do the deal.
  • Inexperienced buyers who are unwilling to lean heavily on their experienced advisers for proper advice.
  • Sellers who have unrealistic expectations for the sale price.
  • Sellers who have second thoughts about selling, commonly known as seller’s remorse and most frequently found in family businesses.
  • Sellers who insist on all cash at closing and/or who are inflexible with other terms of the deal including stringent reps and warranties.
  • Sellers who fail to give their professional intermediaries their undivided attention and cooperation.
  • Sellers who allow their company’s performance in sales and earnings to deteriorate during the selling process.

Deals obviously fall apart for many other reasons. The reasons above cover just a few of the concerns that can often be prevented or dealt with prior to any documents being signed.
If the deal doesn’t look like it is going to work – it probably isn’t. It may be time to move on.

© Copyright 2015 Business Brokerage Press, Inc.

Photo Credit: jppi via morgueFile

Family Businesses

A recent study revealed that only about 28 percent of family businesses have developed a succession plan. Here are a few tips for family-owned businesses to ponder when considering
selling the business:

  • You may have to consider a lower price if maintaining jobs for family members is important.
  • Make sure that your legal and accounting representatives have “deal” experience. Too many times, the outside advisers have been with the business since the beginning and just are not “deal” savvy.
  • Keep in mind that family members who stay with the buyer(s) will most likely have to answer to new management, an outside board of directors and/or outside investors.
  • All family members involved either as employees and/or investors in the business must be in agreement regarding the sale of the company. They must also be in agreement about price and terms of the sale.
  • Confidentiality in the sale of a family business is a must.
  • Meetings should be held off-site and selling documentation kept off-site, if possible.
  • Family owners should appoint one member who can speak for everyone. If family members have to be involved in all decision-making, delays are often created, causing many deals to fall apart.

Many experts in family-owned businesses suggest that a professional intermediary be engaged by the family to handle the sale. Intermediaries are aware of the critical time element and can help sellers locate experienced outside advisers. They can also move the sales process along as quickly as possible and assist in negotiations.

Keeping it in the Family

It’s hard to transfer a family business to a younger kin. Below are some statistics regarding family businesses.

  • 30% of family businesses pass to a second generation.
  • 10% of family businesses reach a third generation.
  • 40% to 60% of owners want to keep firms in their family.
  • 28% of family businesses have developed a succession plan.
  • 80% to 95% of all businesses are family owned.
Source: Ted Clark, Northeastern University Center for Family Business

© Copyright 2015 Business Brokerage Press, Inc.

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Two Similar Companies ~ Big Difference in Value

Consider two different companies in virtually the same industry. Both companies have an EBITDA of $6 million – but, they have very different valuations. One is valued at five times EBITDA, pricing it at $30 million. The other is valued at seven times EBITDA, making it $42 million. What’s the difference?

One can look at the usual checklist for the answer, such as:

  • The Market
  • Management/Employees
  • Uniqueness/Proprietary
  • Systems/Controls
  • Revenue Size
  • Profitability
  • Regional/Global Distribution
  • Capital Equipment Requirements
  • Intangibles (brand/patents/etc.)
  • Growth Rate

There is the key, at the very end of the checklist – the growth rate. This value driver is a major consideration when buyers are considering value. For example, the seven times EBITDA company has a growth rate of 50 percent, while the five times EBITDA company has a growth rate of only 12 percent. In order to arrive at the real growth story, some important questions need to be answered. For example:

  • Are the company’s projections believable?
  • Where is the growth coming from?
  • What services/products are creating the growth?
  • Where are the customers coming from to support the projected growth – and why?
  • Are there long-term contracts in place?
  • How reliable are the contracts/orders?

The difference in value usually lies somewhere in the company’s growth rate!

© Copyright 2015 Business Brokerage Press, Inc.

Photo Credit: jeltovski via morgueFile