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How To ‘Toss Your Boss’ And Go Into Business Yourself – The Easy Way: Top 10 Tips On Buying A Pre-existing Business

Maybe you’ve always wanted to be an entrepreneur, or maybe you’ve just decided you are sick of working for someone else. Whatever your reason, the prospect of starting a business is exciting, but daunting. If you’ve looked into it, you probably know the statistics: 96 percent of small business startups fail in the first three years. Who wants to risk those odds?

Fortunately, there is a better way to become your own boss, with a much higher success rate. You can buy an exis...

startup, buying a business, business for sale, starting a business, entrepreneur

Maybe you’ve always wanted to be an entrepreneur, or maybe you’ve just decided you are sick of working for someone else. Whatever your reason, the prospect of starting a business is exciting, but daunting. If you’ve looked into it, you probably know the statistics: 96 percent of small business startups fail in the first three years. Who wants to risk those odds?

Fortunately, there is a better way to become your own boss, with a much higher success rate. You can buy an existing business and skip the startup struggle. Sounds great, right? Before you plug “business for sale” into your favorite search engine and start looking for offers, there are a few things you should know.

Buying a business is a process, not an event. If you head into the process without knowing what you’re doing, you negate the advantage of buying versus starting from scratch. Here are 10 tips to help you navigate the business market and pick a winner:

1. Do some research into the process of buying a business, and educate yourself on the steps you will have to take. Don’t rely solely on advice from an attorney or an accountant. You, the buyer, must know what is involved so you don’t get suckered.

2. Don’t start looking for businesses for sale, and then narrow your choices down according to what you find available. Instead, identify the type of business you’re going to run and look for those types of businesses for sale. This will save you a lot of time in the initial stages.

3. Speaking of the business you’re going to run, identify your strengths and weaknesses and let them determine your choice. It’s good to follow your heart, but sometimes the business you dream of running is not the best one for you to buy. Be honest with your self-assessment.

4. Prepare your personal financial statement beforehand. You will be required to produce one at some point. Don’t forget to check your credit report and rectify any mistakes.

5. Determine your investment level. Know exactly how much you’ll be able to invest yourself—don’t rely on friends or relatives who have “promised” to invest with you.

6. Your main objective should be to negotiate seller financing for a good part of the purchase price. However, you should consult an SBA (Small Business Administration) specialist to research all possible avenues of financing. The SBA provides loans for all types of entrepreneurs.

7. If you have a spouse and/or immediate family, make sure they’re on board with your vision of buying a business. Successful entrepreneurs have the moral support of those closest to them.

8. Consider using a business broker to help you with your purchase. Be sure to do your research and choose a reputable broker, and don’t rely on the seller’s broker to provide unbiased information.

9. Don’t be afraid to say no if you enter into negotiations and discover the business you’re looking at isn’t right for you after all. It’s better to temporarily hurt someone’s feelings than to be saddled with a business you hate.

10. The average business buyer spends 18 months looking for and buying a business. However, it is possible and feasible to complete the process in 6 months. Commit yourself to a deadline for buying (not just looking) and set aside at least 10 hours per week dedicated to the process.

It’s more than possible to realize success in buying a business. Do your homework, make smart decisions, and cultivate your patience and observation skills, and you can become a business owner without the startup hassles. Happy hunting!

 

How To Avoid Trouble When Your Business Goes Under

Everybody who starts their own business has high hopes and plenty of reasons why they should succeed. Your idea may be the best of the decade, and you may have all the funding you think you'll need.

Then, out of the blue will come a problem you never expected. For one business, their advertising budget ran out right before their service caught on with customers.

For another business, sales came in so fast that they had to hire lots of new employees. The hope was that th...

business,finance,bankruptcy,turnaround

Everybody who starts their own business has high hopes and plenty of reasons why they should succeed. Your idea may be the best of the decade, and you may have all the funding you think you'll need.

Then, out of the blue will come a problem you never expected. For one business, their advertising budget ran out right before their service caught on with customers.

For another business, sales came in so fast that they had to hire lots of new employees. The hope was that the BIG expense of all those employees would be met in the near future by constantly rising business. Instead, business started to decline, leaving the owner broke and paying big fees to the state after she was forced to let her workers go.

Even the mighty Amazon-com almost had to close its doors during its first year, when money ran out before substantial sales started coming in. Amazon was nearly history before it began.

The good news, as the government's Small Business Administration attests, is that almost all small business owners pick up the pieces and begin again. Often their next venture succeeds. And economists point to that fact as one of the reasons our American economy is so resilient.

No question about it: it can be VERY hard on the owner when a business fails. Creditors can take your home, your car, and put financial strain on your family that could leave your relationships in shambles.

Some will tell you to incorporate to protect yourself from bankruptcy, but legal experts say creditors can still come after you.

Whatever you do, DO NOT declare bankruptcy unless it is the absolute LAST choice available to you. Congress has enacted new laws that make bankruptcy an even poorer choice than in the past. Upset suppliers, creditors, and customers can make sure you never get another shot at owning a business.

Instead, work out terms with those to whom you owe money, and pay off your debts gradually over time. Even if you've got a very long way to go, paying even a little at a time can keep the wolves from your door.

It's also good idea to seek credit counseling. A specialist in small business turnaround can help you figure out ways to keep your assets and stop collectors from coming after you. The counselor can also work out affordable terms for satisfying your debts.

Frequently, business owners are surprised at just how easy it can be to get out from under business debt. After all, our communities' futures depend on business people getting up and trying again.

 

How to Turbo-Charge your Business

An article about what it takes to turbo charge your business, getting in touch with the underlying purpose and values of the organisation.

values, values-driven, purpose, authenticity, authentic business, legal relationships, relationships

What would it be like if you could keep all your people happy, have a great working life and make more money? For most of us that sounds like an unobtainable dream. However, there are clear strategies you can adopt which can make this reality.

Creating Value

The key to all this is creating value. Creating value is something you do not only for your customers but also for yourself and your team. The first thing to look at is making sure that your product adds value to the lives or businesses of your customers. You also want to make sure that working in the organisation adds value to the lives of the people involved in it.

To the extent you add value in all directions, you also make money as a natural by product. Focusing on money never produces the best results. That does not mean that you cannot increase performance by focusing on money but to do so is ultimately usually at the cost of internal relations and/or the well being of your team and/or the loyalty of your customer base.
Making the Dream Reality

Stage 1:

Ask yourself and your team:

(1) What is the underlying purpose of our business? For example, if you are a software company providing simple accounts packages, besides the purpose of making money and for creating good quality accounting software, there will be underlying values that drive the business and motivate most of the team (if they are on board). This could be, for instance, empowering small businesses or empowering small businesses to take proper control of their finances or some such purpose. Focusing on the true, underlying nature of what drives a company can give renewed vigour to business owners and their teams. The process gets everyone in touch with their authentic selves and helps create a truly authentic business.

(2) What are the core values of our organisation? Look at the core values by which you operate the business or, at least, aspire to do so. For example, what is important to you? Openness? Good customer relations? Honesty? Integrity? Look at all those values that you count as fundamental to your existence. Having done that, honestly appraise yourselves as to where you currently stand on each aspect of your values. Highlighting your purpose and values allows you to stop and acknowledge yourself for those things that you are doing well and to take stock of those things that perhaps fall short of the mark. In turn, this allows everyone in your team to “own” the issues and to take responsibility for gradually bringing everything into line with your purpose and values.

Stage 2:

Be consistent in everything. Look at all your relationships to see whether they are appropriately documented and documented in a way that reflects your purpose and values:

terms and conditions (i.e. your relationship with your customers), including website terms);

employment contracts;
joint ventures and partnering arrangements;
supplier terms;
dealings with other stakeholders including the general public (where relevant).
Once you have highlighted your purpose and values, undertaking an honest appraisal of where you currently stand and audited your relationships with various stakeholders in your business, the time may have come to take a step back and reappraise your legal documentation.

We can work with you to help you define your purpose and values and/or in making sure that all of your relationships match them: we offer hands-on, cost-effective consultancy services to get you on track and turbo-charged. We can also assist you in auditing your core relationship documents to bring them up to date legally and in line with your purpose and values.

http://www.kaltons.co.uk




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