Exit Planning Tools for Business Owners

exit strategies

Exploring Business Exit Strategies: Definitions, Examples, and Top Types

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Every business journey has a beginning and an end. Just as you plan how to start your business, it’s essential to plan how you’ll eventually step back or move on. This is where a business exit strategy comes in. Simply put, it’s a plan that helps business owners decide when and how to sell or close their business in an organized way. But, how do you know it’s time? Read ahead to find out.

Understanding Business Exit Strategies: Definition and Importance

A business exit strategy is a well-thought-out plan that outlines how an entrepreneur or business owner will sell, dissolve, or transition out of their business.

So, What is an Exit Strategy in Business?

An exit strategy in business is a business owner’s plan to sell, transfer, or close their business. Think of it as the “exit door” for an entrepreneur. It’s how they transition out, either to retire, start a new venture, or due to unforeseen circumstances.

Knowing how to exit a business is critical because it not only determines the financial future of the business owner but also impacts the employees, stakeholders, and the industry at large.

This plan is crucial for mitigating risks and maximizing profits, especially long-term ones. Understanding a business exit strategy involves knowing its scope, from selling the business to passing it on to a successor.

A business exit strategy is a detailed plan that outlines the steps, processes, and actions required to exit a business. This could involve selling the business to a competitor, passing it on to family members, going public through an Initial Public Offering (IPO), or even winding down operations. Implementing exit strategies for businesses requires foresight, planning, and often expert advice.

Why is an Exit Strategy Important?

An exit strategy is not just an “exit”; it’s a crucial part of business continuity planning services. It offers a roadmap for the business, ensuring sustainability and financial health even if the original owner departs. The process of planning for a business exit offers opportunities to streamline operations, make the business more appealing to buyers, and increase its overall value.

Real-Life Examples of Successful Business Exit Strategies

There are multiple pathways to a successful exit, but a few standout examples can serve as blueprints.

Selling to a Competitor
In 2002, eBay acquired PayPal for $1.5 billion. This was a successful exit strategy for PayPal’s founders, who were able to sell their business for a significant profit.
These are just a few examples of successful business exit strategies. There are many other ways to exit a business, and the best strategy for a particular business will depend on various factors, such as the size and type of business, the owner’s goals, and the current market conditions.

Initial Public Offering (IPO)
Taking a company public through an IPO is another option. For instance, Twitter went public in 2013, providing a profitable exit for early investors and founders.

Mergers
Mergers can be a strategic exit strategy when two companies believe they can be more successful together than independently. A classic example is the merger between Disney and Pixar. In 2006, Disney acquired Pixar in a $7.4 billion deal.

Succession Planning
Not every exit strategy involves selling or going public. Sometimes, it’s about ensuring the business remains in trusted hands. Walmart’s founder, Sam Walton, did precisely that. Before passing away, he divided ownership of the company amongst his children, ensuring the retail giant remained in the family.

Top Types of Business Exit Strategies to Consider

There are many different types of business exit strategies to consider, but some of them are:
Selling the business to a third party
Selling the business to a third party is the most common type of business exit strategy. It can be a good option for business owners looking to maximize their financial return or ready to retire. However, it is important to note that selling a business can be a complex process, and working with a qualified advisor is important to ensure that the sale is completed successfully.

Merging with another company
Mergers with other companies can be a good option for businesses that are looking to grow or expand into new markets. It can also be a good way for business owners to gain access to new resources and expertise. However, it is important to note that mergers can be complex and time-consuming, and it is important to carefully consider all of the implications before entering into a merger agreement.

Going public (IPO)
Going public is the process of selling shares of a company to the public. This can be a good way for businesses to raise capital or increase their brand awareness. However, going public is a complex and expensive process, and it is important to carefully consider all of the implications before filing an Initial Public Offering (IPO).

Passing the business down to family members
Passing the business down to family members can be a good way for business owners to keep the business in the family and to ensure that it continues to operate successfully. However, it is important to plan carefully for the succession process and ensure that the family members who will be inheriting the business are prepared to take on the responsibility. This strategy also allows for long-term business continuity planning.

Shutting down the business
Shutting down the business is the least desirable business exit strategy, but it may be necessary if the business is not profitable or if the owner is unable to find a buyer. If you are considering shutting down your business, developing a plan to minimize the financial impact on yourself and your employees is important.
No matter which business exit strategy you choose, starting planning early and getting professional advice is important. By carefully planning your exit, you can increase your chances of a successful transition.

Crafting Your Business Exit Plan: Essential Steps and Tips

Once you’ve decided on an exit strategy, the next step involves crafting a business exit plan example.

Step 1: Valuation
Begin by assessing the valuation of your business, either through a professional service or self-evaluation methods.

Step 2: Legal and Financial Planning
Legal and financial planning are essential for any business exit plan. This planning phase often involves exit planning services to handle complex transactions.

Step 3: Timeline
Set a realistic timeline for your exit, allowing sufficient time for all transactions and transitions to occur.

Choosing the Right Exit Strategy: Factors to Consider for a Smooth Transition

Several factors must be considered to choose the appropriate exit strategy for business.

Market Conditions
Market conditions can heavily influence the success of your exit strategy. Assess the current economic climate, competitor behavior, and industry trends.
Business Health
Evaluate the financial health of your business. Factors like revenue streams, debt, and assets all play a role in determining how viable certain exit strategies may be.
Personal Goals
Your personal goals and life circumstances will also significantly determine your exit strategy. Whether you aim for quick liquidation or want to ensure long-term business continuity will inform your decision.

Bottom Line

Business exit strategies are fundamental to ensuring a business venture’s smooth transition, sustainability, or profitable conclusion. In order to successfully exit a business, it is important to plan ahead and have a solid understanding of the industry. This may include merging with another company, being acquired by a larger entity, going public, or passing the business on to the next generation. As entrepreneurs and business leaders map out their ventures, considering and planning for an eventual exit is not just prudent but essential for maximizing value and ensuring the continued success of the enterprise.

 

Amit Chandel  is a “Certified Tax Planner/Coach”, and “Certified Tax Resolution Specialist”. He has extensive experience in Tax Planning and Tax Problem Resolutions – helping his clients proactively plan and implement tax strategies that can rescue thousands of dollars in wasted tax and specializes in issues relating to unfiled tax returns, unpaid taxes, liens, levies, foreign bank account reporting, audit representation, and any other type of tax controversy; Financial Consulting; Business Planning, Business Valuation, Forensic Accounting and Litigation support. He is the recipient of the prestigious Certified Tax Planner of the Year Award-2017, bestowed by the American Institute of Certified Tax Planners..

What is a Certified Business Valuation and When Do I Need One?

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A Certified Business Valuation is a comprehensive assessment conducted by a qualified professional to determine the fair market value of a business. It involves a systematic analysis of various factors such as financial statements, industry trends, market conditions, company assets, intellectual property, customer base, and other relevant aspects to estimate the worth of a business.

You may need a Certified Business Valuation in several situations, including:

Selling or Buying a Business: When you’re involved in a business sale or acquisition, a valuation helps determine a fair asking price or offer, ensuring both parties understand the business’s value.

Obtaining Financing: When seeking a loan or financing for your business, lenders often require a valuation to assess the value of the company and its ability to generate cash flow to repay the loan.

Partnership Dissolution: If you’re part of a dissolving business partnership, a valuation is essential to determine the fair value of each partner’s share and facilitate a smooth division of assets.

Estate Planning: Business valuations are necessary when planning for estate taxes or distributing business assets as part of an inheritance. A valuation helps establish the value of the business for tax purposes and ensures a fair distribution among beneficiaries.

Shareholder Disputes: In case of disagreements among shareholders, a valuation can be conducted to determine the value of shares or ownership interests, aiding in resolving disputes or facilitating a buyout.

Financial Reporting: Valuations may be required for financial reporting purposes, such as complying with accounting standards or fulfilling regulatory requirements.

Litigation or Dispute Resolution: During legal proceedings like divorce settlements, bankruptcy, or insurance claims, a certified valuation can provide an objective assessment of the business’s value, serving as evidence in court.

It’s important to note that the specific circumstances and requirements for a Certified Business Valuation may vary based on jurisdiction and the purpose for which it is being conducted. Consulting with a qualified business valuator or professional accountant can help you determine when and how to obtain a valuation tailored to your needs.

Pat Ennis is the President of ENNIS Legacy Partners. The mission of ELP is to help business owners build value and exit on their own terms and conditions.

Focus On Net Proceeds And Not Just Sale Price When Selling Your Business

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John was excited as “today is the day!” Twenty-five years ago this month he had started his home remodeling business with a truck and a tool belt, and today at 3pm he was going to the deal table to sell his business to a much larger remodeling company. It would be a strategic purchase for the buyer who was willing to pay a premium with a goal of expansion in the region. With the check received today, John knew he could now do everything he and Kim had thought about doing for years — travel, more time with the family and for hobby’s and other interests they both enjoyed.

The amount received actually exceeded John’s “number”, and hence, he and Kim spontaneously pulled together a celebration dinner with family and a few close friends at their favorite restaurant. John had done a great job through the years building a “saleable business” focusing on a strong management team, strong financial performance, a plan for growth, up-to-date systems and processes and other value drivers which and now he was reaping the rewards. There was indeed much to celebrate!

Fast forward, six months later: John has come to realize that his number needed to be quite a bit larger than what he had originally calculated. In whatever way he had performed his calculations, he failed to consider to the extent needed, or at all, the following important factors in the equation:

• Of the $10 million in proceeds, he was going to net approximately $6 million after these charges/expenses:

o Transaction and professional fees.
o An asset sale was negotiated and there was income tax on some asset depreciation recapture.
o $1 million in business debt needed to be repaid.
o Capital gains and affordable care act taxes.
o Miscellaneous expenses including “stay bonuses” for two key employees.

John was in a small percentage of small business owners who have built a saleable business and actually sold it for their “number”. For that, he is to be commended and congratulated. At the same time, John was now experiencing much regret and was actually concerned about his financial ability to do everything he and Kim had planned on. What could have John done differently when planning for this most significant event? Worked with his exit, financial, transaction, and tax advisors well in advance of the sale in calculating the real number… net sale proceeds…and whether or not he and Kim could do all they wanted with that number.

Pat Ennis is the President of ENNIS Legacy Partners. The mission of ELP is to help business owners build value and exit on their own terms and conditions.

Family Succession Planning: Who Gets the Office?

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Sometimes the most sensitive question in family succession planning is “Who gets the office?”

Dad’s (or Mom’s) office is usually perceived as the center of authority by the employees and other family members. That is where you got called on the carpet, where you were informed of promotions, or where you took an insolvable problem.

When a parent/CEO is handing off operating responsibility, there is often a lag, sometimes measured in years, between stepping back from the daily decisions and completely separating from the premises. There is great value in having that experience available for coaching, mentoring, or just to lend perspective on new problems, but where should they sit?

Family succession planning

Timing

The question of the appropriate timing for an owner to surrender his or her seat of power can be sensitive. The retiree often worries about becoming irrelevant. The fear of appearing irrelevant is just as strong. The boss’s office is a symbol. Often the owner who is stepping down would rather have no office at all rather than a smaller, less prestigious location.

I’ve seen owners elect to use the conference room as their “temporary” post. That can create other issues of its own. Are scheduled meetings now subject to last-minute relocation if the boss (who will always be the boss, regardless of title transfers) commandeers it for his own use? Equally distracting is when the conference room is scheduled as before. Then the boss arrives planning to do some work and winds up wandering through the offices looking for a place to camp out.

Perception

The situation is exacerbated when multiple children are assuming ownership. Who gets the office? Parents often have a vision of equality among their children. Ricky will handle sales, Peter does the accounting, and Ellie takes care of inventory and purchasing. The three will make business decisions jointly.

Regardless of voting rights, or any amount of explanation to the employees, one of the children will be perceived as functioning at a higher level of authority by assuming possession of the boss’s office. As in George Orwell’s Animal Farm, all are equal, but some are more equal than others.

Family Succession Planning

Settling who gets the boss’s office is an important part of any transfer. Too often it is treated lightly, only to be more seriously addressed after the issues are recognized. The symbolism of moving offices is strong, and sends a message to everyone. In some cases, remodeling to change the whole office configuration may be the best solution. New drywall is a cheaper fix than lingering resentment among shareholders or confusion in the ranks.

It’s often the little things in family succession planning that matter. One owner who was continuing in his office after his son was named President asked what he could do to make their shared space better reflect the change.

“Well Dad, “ the son responded, “maybe you could take down those pictures of our fishing trip when I was 11 years old.”

John F. Dini develops transition and succession strategies that allow business owners to exit their companies on their own schedule, with the proceeds they seek and complete control over the process. He takes a coaching approach to client engagements, focusing on helping owners of companies with $1M to $250M in revenue achieve both their desired lifestyles and legacies.

Entreprenuers Don’t Use Rearview Mirrors

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All business owners are goal oriented. From the day you founded or assumed control of your company, you set targets and achieved them. That is why you are successful. You know how to define a goal and make it happen.

If I asked you to tell me the best thing that you did in the business three years ago, you’d likely respond with, “I have no idea.” or “Why would I know that?” or “Who cares?” You are busy looking forward.

I’ve even had some owners get angry. They feel some obligation to know the answer, and that they are somehow failing a test if they don’t. The fact is, no entrepreneur has ever been able to give me a cogent answer about his or her accomplishments in the past.

If I ask, “What do you plan to do in the coming year?” you will share plans to increase sales, hire new employees, or enter into a new area of business. Whether or not you have a formal strategic planning process, you have a pretty good idea of the changes and improvements you want to implement in the future.

Looking Past the Rearview Mirrors

An entrepreneur’s vision of “What’s next?” is frequently the most neglected aspect of their exit planning. They may term their goals for exiting in measurable, concrete terms. “I want to retire in five years with ten million dollars in the bank,” is an archetypical example. Others will couch their vision in terms of people. “I want financial security for my family, and continuing employment for my staff.”

All too often, their vision for the future deemphasizes or completely neglects their own individual needs. When pressed to enunciate more personal goals, they’ll often respond with something like, “I guess I’ll just play a lot of golf.”

Playing a lot of golf isn’t a retirement plan.

In a recent survey from PwC, they reported that 75% of business owners have regrets a year after they leave the business. The Exit Planning Institute did a survey ten years ago with the same result. According to Riley Moines, author of The Ten Lessons: How You Too Can Squeeze All The “Juice” Out of Retirement, six months to a year is the typical initial “vacation” period when a retiree catches up on travel and recreational activities.

After that first year, the reason so many ex-owners are unhappy is because they didn’t have a clear vision for their life after the business. Their expectations simply did not take into account the reality of what would happen when they were no longer spending the majority of their time working.

Leaping into the Void

When I ask about their plans for next year, some owners are more specific than others. But none of them ever say, “I don’t know. We may make money, or we may lose money. We may grow, or we may shrink. Whatever happens, happens. It doesn’t matter.”

Why would anyone expect that an entrepreneur who has driven towards goals for their whole life will suddenly be happy without purpose, without identity, and without a plan? It isn’t surprising that so many owners are reluctant to discuss exit planning at all. Life without the daily challenges and decisions that come with running a business seems unattractive. Their vision of the future is unclear.

The success of an exit strategy depends less on the amount of money your transfer generates than it does on your personal satisfaction. Unless you can identify a vision for a “next act” that is more appealing than what you are doing now, business ownership will never be in your rearview mirrors.

John F. Dini develops transition and succession strategies that allow business owners to exit their companies on their own schedule, with the proceeds they seek and complete control over the process. He takes a coaching approach to client engagements, focusing on helping owners of companies with $1M to $250M in revenue achieve both their desired lifestyles and legacies.