According to the Small Business Administration, 90 percent of U.S. businesses are family owned and employ 62 percent of the workforce. In addition, small companies fuel roughly 64 percent of the country’s gross domestic product. Then why do only 30 percent of such companies succeed in the second generation and just 15 percent make it to the third?
That is because most small business owners fail to seriously plan a viable business succession strategy. Even if you have no plans to retire, succession planning is needed in the event something happens to you – death, serious illness or disability.
Over the past 20 years, I have worked with many small business owners who make terrible mistakes when it comes to planning an exit strategy. There can be a number of reasons and a few myths that feed into this issue, but the primary reason is that they rarely look at the business as an asset and seldom do they ever consider developing an exit strategy for their business.
When small business owners start their companies, their initial intent is to make a paycheck to support themselves and their families. Most begin to think about an exit strategy when one of two events occur: they either burn out or retire. Sadly, either of these two events usually puts the owner in a very disadvantageous situation – the proverbial fire sale. I say this because it generally takes years to put a business succession plan in place that will maximize the value of your business.
If I use the analogy of selling a used car that you no longer want, it will drive the point home (no pun intended). If you have a used car and you take the time to clean it, tune it up and make it look good before you try to sell it, odds are you are going to get more money on the sale. With a business it is more complicated but analogous to this example nonetheless.
When you decide to sell your business or transfer it to family members, you will first need to assemble your transition team and start the process years before you would like to move on. This will give you plenty of time to assemble your team and make the necessary adjustments to the business and to your personal financial situation to make the transfer successful.
Because of the complexities involved, a business owner will need a team of professionals to help assist in the process. Depending on the size of your business and other factors, at a minimum, you will need a comprehensive financial planner who understands both business and personal finances as the two are inextricably linked for small business owners, a business attorney, a valuation expert, a CFO, a business broker, risk management specialists, and a CPA. There could be the need for others as well such as a business consultant, marketing professionals, real estate specialists, mergers and acquisition specialists, a venture capitalist, financing specialists, HR folks and perhaps even behavioral specialists if you plan on an internal transfer to family members and they don’t play well together in the sand box. As you can see, the situation can be complicated and perhaps for some mind boggling. However the payoff can be and usually is dramatic.
Like anything else in life, the better prepared you are the more likely you are to succeed. And like any aspect of business, the more qualified the people are you put on your team, the greater the likelihood for success. Now is the time to get started looking at your business as an asset to be maximized today and choose your advisory team wisely.
Do you have a succession plan for your business?
Robert (Bob) Gustafson is a Certified Financial Planner® with over 20 years of experience in the securities industry. Bob spends over 100 hours per year in advanced financial education, studying the many facets of the financial industry, including securities, insurance, taxes and other areas that affect your financial portfolio. Find out more at Triton Financial’s website.