You have demonstrated your entrepreneurial qualities in your career? You left your last employer with a severance package that secures your heritage? You dream of being your account? If you answer yes to these questions, it's time for your interest in taking over a business. Advice from Jodian Creighton advisor assignment and acquisition of companies.

In your journey you will discover the importance of the meeting of the transferor. It is a moment of truth and a review without remedial assignment. It should detect unspoken understanding the personality of the leader, understand their expectations, conduct maintenance knowing the right questions ...

Why do you want to sell your business?

Accept the fruit of his work, retire and enjoy life, lean enterprise to an industrial partner, perform other Jodian Creighton personal projects ... The transferor must give honest answers to this question and it is important that his motives are not purely financial.

You are advised to sell your business?

The probability of sale is statistically much lower if the assignor has no advice to his side, including a merger acquisition consultant. This intermediate impulse Jodian Creighton dynamics contacts, meetings and negotiations with a goal of success, which is in the interest of everyone.

Do you have an idea of ​​the value of your business?

The buyer needs to know quickly if the recovery is to its financial scope, but it is the question that angry and must avoid ask directly to the assignor. It is the middle of the transferor, which as a buffer between the parties to bring the Jodian Crei. elements of the response and help preserve the quality of the relationship between the seller and the buyer.

Since when do you want to sell your business?

The assignment of a business process often takes several years. The calendar is a poison as that of the buyer, who wants to move fast, is often different from that of the seller, who does not want to cut corners and take the risk of being wrong. The buyer has interest in favor of advanced folders with Jodian Creighton sellers sincerely determined to step down. But each case is a special case. There are Jodian Creighton businesses known to sell for a long time who are struggling to interest buyers, mainly because they do not have a market valuation.

What actions would you put in place today if you were the buyer of your business?

The transferor knows better than anyone its market, customers, competitors, the priorities of evolution and development of its business. All he can deliver as information on the subject is worth gold for the buyer.

How things will they spend while you are away? What are the key people? Should there be any changes to your organization?

The staff is the most valuable asset of the company. He will join the project of recovery which will inevitably involve a different organization, changes, questioning, uncertainties ... You have to be silent and listen to the many business executive on this critical issue of the composition of human resources of the company.

What are your greatest achievements?

The exchange should focus mainly positive messages. The skilful buyer asks questions that allow the transferor to develop, explain its success, to remember the best memories of his career ... These answers are also full of lessons for defining the priorities of the business plan recovery.

What will you do after the sale?

It is essential that the transferor has personal projects to realize after the assignment. This helps to step back compared to the slow process, uncertainties and tensions of the negotiations. It must begin to project into a new life. This mindset is a driving force for motivation and acceptance of a takeover offer. What are the qualities required of the buyer to succeed? What is the profile of the ideal buyer? What are the chances of an individual buyer from those of a company in acquisitions? It is important that the transferor is open and does not have too a priori on this issue. He will have to accept the idea that the buyer is rarely his spiritual son.

Have you prepared your business to its transmission?

Few companies that are transferable without preparation. There are many aspects to consider: the level of the organization, human resources, production facilities, real estate, management tools, taxation of the operation to the transferor ...

Are you ready to answer my questions? It is quite normal that the transferor wishes to limit the information provided to the buyer on his business. The external dissemination of certain information can have negative consequences and hinder the smooth functioning of the transmission process. There is also information that communicates at the time of acquisition audit in the final stage of all negotiations.

Y-is there any investment to be expected? What are your tips?

To finance the acquisition, the buyer takes out a bank loan that will repay a significant drain on future results. It is a "sterile" debt that did not exist before the transfer. It is essential that he anticipates all other financial needs of the company and that it retains sufficient cash flow.

In any case, this exercise of questions / answers and probe to understand the intimacy of the transferor, requires a lot of humility, tact and subtlety on the part of the buyer. The life skills, professionalism and personality of the buyer are essential qualities to cultivate a true trusted relationship with the transferor, a key condition for the success of the operation!

Please note the buyer must first be discovered ...

The buyer must be able to answer the same questions as those raised to the assignor: since when are you trying to take over a company? What are the characteristics of the companies you are targeting? What is your financial capacity or level of your personal contribution? What are the highlights of your career?

At the first meeting, the buyer must report. He does it with the right words, shows optimism, presents his career in a positive, interesting and concise. It is also very convincing about his motives, his will and above all on his personal value to a successful entrepreneurial venture.

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