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Honolulu, Hawaii, November 12, 2019 – The recession isn’t here yet, but business advisors say a looming slowdown is already driving down business valuations. Over half (53%) of business brokers surveyed say a recession is the biggest concern especially for small businesses according to the Q3 2019 Market Pulse Report published by the International Business Brokers Association (IBBA), M&A Source and thePepperdine Private Capital Market Project.


“The market doesn’t like uncertainty particularly on Main Street,” said Tom Caltrider, Managing Director of Hawaii Business Sales, member of IBBA/M&A Source. “Small business owners are worried that a recession is coming, and trade issues are causing volatility. All that nervous energy means buyers are dialing back a bit – particularly on smaller market deals.”


Uncertainty over the upcoming presidential election is less impactful than a looming recession with 20% of business advisors saying the election next year is impacting the M&A market. The trade wars with China are having a smaller impact on small businesses with 11% of advisors saying they will impact the Main Street M&A market and 27% saying they will impact the overall market.


Even though small business owners continue to provide seller financing as part of the purchase price (approximately 10% to 15%) they generally are receiving more cash at close than a year ago. The biggest jump was for businesses valued between $1 million and $2 million as 93% of the purchase price was realized at the close of the sale in Q3 2019 compared to 80% of the purchase price in Q3 2018.


“Lenders always like to see sellers keep some skin in the game,” Tom Caltrider added. “When sellers aren’t willing to finance any of the purchase price that sends warning signals to buyers and lenders alike. Refusing to provide seller financing is like holding up a giant ‘no confidence’ sign and it’s likely to scare other parties away from the deal.”


About the Market Pulse Report

The Market Pulse Report compares conditions for businesses being sold on Main Street (values of up to $2 million) to those being sold on the Lower Middle Market (values of $2 million to $50 million). The Q3 2019 survey was conducted October 1-15, 2019 and was completed by 236 business brokers and M&A advisors.


About International Business Brokers Association (IBBA) and the M&A Source

Founded in 1983, IBBA is the largest non-profit association specifically formed to meet the needs of people and firms engaged in various aspects of business brokerage and mergers and acquisitions. The IBBA is a trade association of business brokers providing education, conferences, professional designations and networking opportunities. For more information about IBBA, visit the website at www.ibba.org or follow the IBBA on Facebook, Twitter and LinkedIn. Founded in 1991, the M&A Source promotes professional development of merger and acquisition professionals so that they may better serve their clients’ needs and maximize public awareness of professional intermediary services available for middle market merger and acquisition transactions. For more information about the M&A Source visit www.masource.org, or follow the M&A Source on Facebook,LinkedIn and Twitter.


About Pepperdine University Graziadio Business School

For more than 50 years, the Pepperdine Graziadio Business School has challenged individuals to think boldly and drive meaningful change within their industries and communities. Dedicated to developing Bestfor the World Leaders, the Graziadio School offers a comprehensive range of MBA, MS, executive, and doctoral degree programs grounded in integrity, innovation, and entrepreneurship. The Graziadio School advances experiential learning through small classes with distinguished faculty that stimulate critical thinking and meaningful connection, inspiring students and working professionals to realize their greatest potential as values-centered leaders. Follow Pepperdine Graziadio on Facebook, Twitter, Instagram, and LinkedIn.


About Hawaii Business Sales

Hawaii Business Sales (“HBS”) is Hawaii's premier business broker. HBS helps Hawaii business owners sell and business buyers buy Hawaii businesses. HBS’s professional team of intermediaries work with all types and sizes of businesses all over the State of Hawaii. HBS represents either business sellers or buyers and in addition to business sale transactions HBS offers business valuation and business owner exit planning services.

Contact:

Tom Caltrider

Managing Director

Member IBBA / M&A Source

808-283-2067

HawaiiBusinessSales@gmail.com

www.HawaiiBizforSale.com

Preparing for Profitable Sale - 10 Key Strategies


At some point in time, all small business owners should think about exiting their business. Options include:

· transfer it to an adult child

· sell it to employees

· sell part of the company to a 3rd party so you can take some of your capital “off the table”

· sell 100% to a qualified buyer

· plus others (ESOPs, using a charitable trust, donating to your church, etc.)


The first wave of baby boomers turned 65 in 2011, and many are already contemplating the sale of their businesses. If you are one of these boomers, or are just burnt out, desire to do something new or just thinking of selling, you can greatly increase the value of your business by first executing ten key strategies to prepare your business for sale.

Some actions can be implemented quickly, while others take years to execute properly. All will generate a strong ROI upon sale, and most will also improve your profitability and enjoyment of the business until that time. As a short cut, remember a simplified formula for business value: value = Profit1 divided by perceived risk. All the strategies below either increase profit and/or reduce perceived risk. They are listed below in approximate order of impact.


1. Improve the financial performance of the business.


If value in real estate is driven by “location, location, location” it’s driven in business by “financials, financials, and financials”. Profit and cash flow is the sina qua non for buying a business. Increasing Profit has a more than proportional impact on value; e.g., doubling your Profit will typically increase your business value 2.2 to 2.4 times. In general, buyers want to see at least $100,000 in annual profit (and sometime more in Hawaii because of our high cost of living), and interest in your company will increase exponentially with Profit above that level. Buyers value, in addition to bottom line Profit, strong revenue growth and high gross and net margins.


2. Clean up your books and records, especially your tax returns.


An old business sales adage reads “you are paid on what you can prove, not on what you earn.” Proof in the world of small business sales primarily means your business tax returns. Anyone can claim they are making an enormous profit. Buyers will believe the profit is real when you pay taxes on it, at the corporate level and/or on your owner W2 compensation. Buyers understand that business owners want to minimize their tax obligations and expect to see some “discretionary expenses2” paid for by the business. But to get maximum value, those expenses must be a moderate percentage of the true total profit, well documented with receipts, clearly discretionary in nature and appropriate categorized on your tax returns. Buyers will also want to see GE tax returns consistent with the federal returns, and bank statements verifying the advertised cash flow. You will get no credit for “off the books” cash sales. Hire a good CPA to review and clean up your financials, establish solid accounting systems and controls and to prepare your taxes.


3. If your business is location dependent, lock up a favorable long term lease.


For location dependent retail and restaurant businesses, the lease is the critical risk factor that can make or break your business and the value realized upon sale. In general, the longer the lease (and options to extend), the better. When renegotiating your lease, make sure the lease is assignable without excessive restrictions or financial penalties or payments. Some landlords are slipping provisions into their leases that give them 50% of your sale proceeds as payment for assigning the lease. Avoid letting your rent rise at a faster rate than your sales are likely to increase, or the margin erosion can severely erode profits and make the business impossible to sell. No matter how good your relationship with the landlord, never just assume s/he will extend your lease or let you assign it to a buyer. Get it in writing. One caveat on signing a long lease before sale: the landlord will almost certainly hold you secondarily liable, via your personal guarantee, if the buyer defaults on the lease.


4. Diversify your customer base.

For non location dependent businesses, high customer concentration is often the biggest risk factor. If one or just a few customers account for a significant portion of your revenue, buyers will be make lower offers and/or with deferred payments contingent upon customer retention after the sale. Even if you are 100% confident those customers are loyal to you, a prospective buyer will not assume, nor pay for, this presumed loyalty. The obvious solution is to add new customers to diversify your revenue base. Less effective is putting customers under written contracts with a provision allowing you to assign the agreement to a qualified buyer.


5. Diversify your product/ service base and create recurring revenue.


If the majority of your revenue comes from one or a few products or services, you can reduce your risk by diversifying revenue across other products and services, unless it is certain there will always be a demand for your product or service. When adding new offerings, keep in mind that buyers love companies with regular recurring revenue streams. Businesses such as security alarm companies and property management firms, which get paid monthly from hundreds of customers, sell for exceptional premiums. Look for opportunities to add products and services with recurring payment features, such as long term maintenance agreements, retainers for professional services, or automatically charged renewals or annual upgrades.


6. Strengthen your management/ employee team.


Any business owner knows how hard it is to get good people, and how frustrating it is to deal with unreliable or poor performing employees. So it follows naturally that the number and quality of managers and employees in a business increases its desirability. Diversification can be important here too. If your company will be severely damaged by the departure of any one employee, it’s critical to recruit and/or train other employees to lessen the risk. Recruit part time employees to cover less desirable shifts and to fill in for sick or vacationing employees. Replace family members in the business with non family employees if possible. Get rid of problem employees and address any current or potential labor disputes.


7. Strengthen operational, marketing and administrative “systems”.


Franchised businesses consistently sell for a significant premium to independent businesses. Most of the premium is due to nationwide brand name recognition, which is nearly impossible for a local only business to replicate. But part of this premium comes from the strong support and well documented operational, marketing and administrative systems franchisors provide their franchisees. By creating similar systems, you will greatly increase prospective buyers’ confidence that they will enjoy the same success as you, and thereby increase what they are willing to pay. Read the bestselling e-Myth books for details on creating systems. Investments here will improve profitability and help your business run more smoothly.


8. Secure key suppliers obtain exclusive rights and/or build barriers to entry.


Buyers love businesses with exclusive rights to sell any product or services, even if the exclusive territory is limited. Exclusivity almost inevitably leads to higher and more secure margins and profits. If exclusive arrangements are not possible, try to negotiate long term assignable supply contracts. Look for ways to create barriers to entry for competitors, such as through exclusive partnerships or through (legal) tying arrangements. Invest in equipment, technology, patents, copyrights and the like that exclude competitors or differentiate your company.


9. Maintain and upgrade equipment and facilities.


There is a natural tendency among owners contemplating a sale to cut back on capital investments and even equipment maintenance. But inevitably this lack of investment will become apparent to buyers who will deduct value accordingly, especially if it leads to falling customer satisfaction or competitive position. That said, it is generally not a good idea to make larger than normal capital investments in the 1-3 years preceding a sale, as the investments will be difficult to recoup.


10. Make the business less dependent on you.


If your business cannot run without you, it has little value to someone else. If you diversify your customer base, build your management team, create outstanding systems, etc.—in short, execute all the strategies above—your business will naturally become much less dependent on you. You will be able to work fewer hours, take long vacations and still make good money. You will have made your business supremely saleable and, ironically, one you may no longer want to sell.


We hope this information is of use in building your business. Call us anytime for a free, confidential estimate of the value of your business.


It goes without saying that sellers should retain a professional business broker like Hawaii Business Sales to represent them during this process.


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Definitions

1. By “Profit”, technically we mean Seller’s Discretionary Earnings, a measure of the total annual financial benefit accruing to the owner of a business. This is defined roughly as: pretax net income, plus owner salary/ compensation, plus interest expense, plus non-cash expenses (depreciation and amortization), plus……

2. “Discretionary Expenses” paid by the business, that benefit the owner personally, with minimal benefit to the business (such as owner’s medical insurance, personal auto expenses, optional travel, etc.).

  • Tom Caltrider

When one talks to long time Hawaii residents, they typically cite the following reasons:

  • Great weather year round

  • Wonderful safe environment for raising a family

  • Friendly people, laid back lifestyle... the spirit of aloha

  • Spectacular scenic beauty and nature; oceans and mountains

  • Non-stop outdoor and sporting activities

  • Best and freshest fish in the world

  • Quality, diverse cultural events

  • One of the US’s healthiest states

  • Highest average life expectancy in the US

  • Strong economy and low unemployment

  • Many Business Opportunities

Hawaii Business Environment Over the past decade, Hawaii has made significant advancements in developing its business sector. Specific reasons why companies choose Hawaii are as diverse as the businesses themselves. However, some of the most often reasons include:


○ Quality of Life Hawaii offers an unsurpassed quality of life. Our business community considers its quality of life to be an excellent asset for attracting and retaining quality workforce and businesses. "Economic Intelligence" ranks Hawaii #1 for Favorable Climate, Good Housing, Low Crime Rate, Healthiest Population and Abundant Recreational Activities.

Gallop has ranked Hawaii as:

  1. 2014 Highest Financial Well Being

  2. 2012 Least Stressed

  3. 2015 Overall Well Being

  4. 2014 Lowest Obesity

Harris Poll – 2015 - #3 best place to live in the USA


United Health Foundation – 2015 #1 USA Health Ranking


○ Location Advantage Hawaii's strategic mid-pacific location allows shorter air travel distance to US mainland and Asia. This reason alone makes assembling meetings and conventions easier.


○ Time Zone Advantage Hawaii's central position between Time Zones allows communication with cities from Sydney and Tokyo to Los Angeles and New York during the same business day.


○ Cosmopolitan Society Hawaii is home to a multicultural and multilingual population. The state of Hawaii is ranked 5th for having the maximum number of mixed race population, 5th for speaking a language other than English and 12th for percentage of population having a bachelor's degree or higher. The state is also ranked 10th in the US for workforce education.


○ Communication Hub Hawaii is at the very hub of a phenomenal web of high-speed networks that connect the U.S. Mainland and Canada to Japan, China, Korea, Malaysia / Singapore and Australia / New Zealand. Honolulu is ranked the #1 Digital City in the U.S.


○ Capital Availability Businesses in Hawaii benefit from various federal, state, venture capital and angel funds.