- Selling a Business for an Outrageous Price
By: Josh Patrick, The New York Times
Any company can bring a competitive strategy to the table. A seller needs to think about a business from the buyer's point of view. I've written about a heating, ventilating and air-conditioning company that had a competitive advantage in the way it served clients. I've also written about a trucking company with contracts in the oil industry. Both companies held a competitive advantage that a buyer of the business should be willing to pay a premium for.
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- The 11 Stages Of Selling A Company
By: Business Insider
When considering the sale of a business, there are potentially a wide variety of transaction options. These options must be understood and evaluated by the CEO, owner, and/or board. Understanding these options and the decisions they lead are the most strategic decisions a company will ever make when it comes to realizing value.
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- CCP Sells Businesses for Outrageous Prices in Today's Turbulent Market
By: Kevin Short, Clayton Capital Partners
I recently wrote a book for business owners about a unique process that my company uses to sell mid-sized businesses ($10 million to $250 million in value) for outrageous prices. I define “outrageous” as a price twice that of the industry’s average multiple and “ordinary” as any company that is doing anything short of curing cancer or making something other than a diet pill that actually works. The goal of the “Outrageous Price Process” is to make buyers willing to pay outrageous prices for successful companies like yours.
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- The Process of Selling a Company
By: Jay Whitney, Business Development Solutions
Selling a business is not like selling real estate. Confidentiality is maintained so that suppliers, customers, and employees do not know that the business is for sale. According to Business Broker industry data, it takes on average six to twelve months to sell a business. This explores the many tasks that are performed and gives an example the relative time that may be devoted to each task.
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