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    Added for You - Get the Most Money Possible From the Sale of Your Business

    What are Paydex and Business Credit Scores?
    Paydex® is a dollar weighted numerical system that was developed by Dun and Bradstreet to track the performance of companies to pay their bills. A higher Paydex® score means that a business or company pays its bills almost always on time and is an indicator of how well they may be counted on to pay their bills in the future. A lower Paydex® score will usually mean that the business has had some trouble paying its bills on time at some time during the last year.Dun and Bradstreet
    r a sale at least two years before going to the marketplace; but if you sense a declining market for your goods and services you may need to accelerate your timetable. Try to sell when your business is prospering. Unless you want to die at your desk at 100 years of age, you will receive the best price when there is still upside. Buyers will buy into upside but they for sure aren’t excited about downside trends. Would you buy a business where the seller is telling you stories about why his business has plateaued? Neither would I.

    As soon as you decide that that you’re definitely going to sell, hire an experienced Business Broker/Intermediary. Do not enga

    Data Entry Jobs You Can Do At Home
    If you’ve got a few typing skills, and you’re interested in working from home, then you may have noticed the number of “Data Entry” jobs that seem to be available online these days. If you’ve looked into any of them, you’ll probably have been surprised by how much money you can apparently earn doing data entry. Wow! It’s far better than a day job. Imagine being able to make several hundred dollars a week, working just thirty minutes a day! Sounds good, right?Actually, the realit
    Even if you are years away from selling your company reading this article could help you generate thousands of dollars more than you expected. Better to prepare now than later.

    Organize your thoughts and your transition steps:

    • Always prepare monthly financial statements. You must have current P&Ls and a balance sheet. Do not allow anyone to dissuade you from receiving this vital information in a timely manner.
    • Find out what your CPA will charge you to produce audited statements. You may be years away from selling but buyers will be impressed that you went to the expense and effort to run audited financials. You can’t imagine the trust and credibility that you will generate when you show a buyer and his financial team years of not only accurate but honest books.
    • Keep perfect asset records. Each capital purchase should identify the name of the manufacturer, the type of machine/equipment, serial number, cost, date of purchase, age of machine at time of purchase, proposed uses of machine, and depreciation methods used.
    • Have written job descriptions for each supervisorial position in your company.
    • Have a short, but comprehensive business plan that is fresh, workable, and not hidden deep inside a file cabinet drawer. This plan includes content and financial pro-formas.
    • Run cash flow forecasts quarterly and be sure they cover the next 4 quarters of your fiscal year.

    Do these tasks because.

    • How can you run your business day to day without them—even if you never plan to sell your company?
    • You will run the business better, with greater profitability if you do use them
    • Buyers love profits—don’t forget to make money.
    • Buyers are impressed with well organized companies with clean and sequential financial documents. Believe me—you will be able to sell for more money when buyers and their teams have trust in your records.

    You won’t have to tell what I call “stories.” Stories are nothing more than excuses to rationalize why a buyer should not be too concerned when the numbers don’t add up and/or the seller wants more money for the company than can be justified in the books Be absolutely sure that all your customers are in a data base that is electronically current. Besides all the normal identification information list the customers email address and Website address if there is one. Show all contact people and which department. Install ACT or GOLDMINE contact management programs and you will be in superb hands. Remember that your customer list is more important than all your assets—except for your employees.

    Begin planning for a sale at least two years before going to the marketplace; but if you sense a declining market for your goods and services you may need to accelerate your timetable. Try to sell when your business is prospering. Unless you want to die at your desk at 100 years of age, you will receive the best price when there is still upside. Buyers will buy into upside but they for sure aren’t excited about downside trends. Would you buy a business where the seller is telling you stories about why his business has plateaued? Neither would I.

    As soon as you decide that that you’re definitely going to sell, hire an experienced Business Broker/Intermediary. Do not enga

    The Big Secret For Staying Cool When The Action Is Hot!
    Here are a few simple things to keep in mind when the situation has deteriorated and the heat has been turned up.The first is to breathe. That’s right. Here is the big secret you’ve been waiting for! Breathe! When human beings are faced with very tense situations we will often freeze up and forget to breathe. It’s out natural flight or fight reflex. Our muscles get ready and the adrenaline begins to flow charging us up to respond as the situation warrants.And we forget
    rust and credibility that you will generate when you show a buyer and his financial team years of not only accurate but honest books.
  • Keep perfect asset records. Each capital purchase should identify the name of the manufacturer, the type of machine/equipment, serial number, cost, date of purchase, age of machine at time of purchase, proposed uses of machine, and depreciation methods used.
  • Have written job descriptions for each supervisorial position in your company.
  • Have a short, but comprehensive business plan that is fresh, workable, and not hidden deep inside a file cabinet drawer. This plan includes content and financial pro-formas.
  • Run cash flow forecasts quarterly and be sure they cover the next 4 quarters of your fiscal year.

    Do these tasks because.

    • How can you run your business day to day without them—even if you never plan to sell your company?
    • You will run the business better, with greater profitability if you do use them
    • Buyers love profits—don’t forget to make money.
    • Buyers are impressed with well organized companies with clean and sequential financial documents. Believe me—you will be able to sell for more money when buyers and their teams have trust in your records.

    You won’t have to tell what I call “stories.” Stories are nothing more than excuses to rationalize why a buyer should not be too concerned when the numbers don’t add up and/or the seller wants more money for the company than can be justified in the books Be absolutely sure that all your customers are in a data base that is electronically current. Besides all the normal identification information list the customers email address and Website address if there is one. Show all contact people and which department. Install ACT or GOLDMINE contact management programs and you will be in superb hands. Remember that your customer list is more important than all your assets—except for your employees.

    Begin planning for a sale at least two years before going to the marketplace; but if you sense a declining market for your goods and services you may need to accelerate your timetable. Try to sell when your business is prospering. Unless you want to die at your desk at 100 years of age, you will receive the best price when there is still upside. Buyers will buy into upside but they for sure aren’t excited about downside trends. Would you buy a business where the seller is telling you stories about why his business has plateaued? Neither would I.

    As soon as you decide that that you’re definitely going to sell, hire an experienced Business Broker/Intermediary. Do not enga

    Business Debt Help
    In a business, the taxes, salaries, credit card expenses, and other kinds of bills may creep on to you to make you end up in debt. Once in debt, most businessmen agree it is better to get help from debt management companies.A professional financial advisor is trained to analyze each business and its finances. With business debt help, you are guided to better delegate your money to the various departments of your business, to help clear your business debt. With the Internet, it i
    n cash flow forecasts quarterly and be sure they cover the next 4 quarters of your fiscal year.

    Do these tasks because.

    • How can you run your business day to day without them—even if you never plan to sell your company?
    • You will run the business better, with greater profitability if you do use them
    • Buyers love profits—don’t forget to make money.
    • Buyers are impressed with well organized companies with clean and sequential financial documents. Believe me—you will be able to sell for more money when buyers and their teams have trust in your records.

    You won’t have to tell what I call “stories.” Stories are nothing more than excuses to rationalize why a buyer should not be too concerned when the numbers don’t add up and/or the seller wants more money for the company than can be justified in the books Be absolutely sure that all your customers are in a data base that is electronically current. Besides all the normal identification information list the customers email address and Website address if there is one. Show all contact people and which department. Install ACT or GOLDMINE contact management programs and you will be in superb hands. Remember that your customer list is more important than all your assets—except for your employees.

    Begin planning for a sale at least two years before going to the marketplace; but if you sense a declining market for your goods and services you may need to accelerate your timetable. Try to sell when your business is prospering. Unless you want to die at your desk at 100 years of age, you will receive the best price when there is still upside. Buyers will buy into upside but they for sure aren’t excited about downside trends. Would you buy a business where the seller is telling you stories about why his business has plateaued? Neither would I.

    As soon as you decide that that you’re definitely going to sell, hire an experienced Business Broker/Intermediary. Do not enga

    Are You An Organized Manager?
    Here is a quick test to see if you are an organized manager.1.Is your door always open? Can anybody just walk in to see you when they have a problem? Now that may sound like you are being a good 'caring and sharing' manager but it's not good at all. As a manager, you need a time for acting and a time for reacting. When you are reacting, an open door is a good thing. You want to know how you can help people with their problems. However, when you want to be active - to get on wit
    re nothing more than excuses to rationalize why a buyer should not be too concerned when the numbers don’t add up and/or the seller wants more money for the company than can be justified in the books Be absolutely sure that all your customers are in a data base that is electronically current. Besides all the normal identification information list the customers email address and Website address if there is one. Show all contact people and which department. Install ACT or GOLDMINE contact management programs and you will be in superb hands. Remember that your customer list is more important than all your assets—except for your employees.

    Begin planning for a sale at least two years before going to the marketplace; but if you sense a declining market for your goods and services you may need to accelerate your timetable. Try to sell when your business is prospering. Unless you want to die at your desk at 100 years of age, you will receive the best price when there is still upside. Buyers will buy into upside but they for sure aren’t excited about downside trends. Would you buy a business where the seller is telling you stories about why his business has plateaued? Neither would I.

    As soon as you decide that that you’re definitely going to sell, hire an experienced Business Broker/Intermediary. Do not enga

    Your Business Success Checklist
    As a business coach, I spend a lot of time working with people who want to improve different aspects of their business. Many times these aspects are merely symptoms of a more fundamental, underlying issue.If you want your business to truly shine, then there are some basic principles that, if not present, can lead to sub standard performance in other areas. And here they are:1. Crystal clear purposeThe most common reason companies run into trouble is losing s
    r a sale at least two years before going to the marketplace; but if you sense a declining market for your goods and services you may need to accelerate your timetable. Try to sell when your business is prospering. Unless you want to die at your desk at 100 years of age, you will receive the best price when there is still upside. Buyers will buy into upside but they for sure aren’t excited about downside trends. Would you buy a business where the seller is telling you stories about why his business has plateaued? Neither would I.

    As soon as you decide that that you’re definitely going to sell, hire an experienced Business Broker/Intermediary. Do not engage your CPA to function as your sales representative. Never hire your attorney to help you sell the business. To be sure, there is a place for your CPA and your attorney to become involved but that time is way down the selling road. Obtain an independent valuation of your company. Depending on the size and the complexity of the business, these valuations are relatively inexpensive. Your accountant may argue that he can produce a valuation but his valuation isn’t credible because he works for you. You need to have a neutral third party complete the appraisal for your company.

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