Posts Tagged ‘Business Valuation’

Week In Review – Aug 22 – Aug 28, 2010

by Magesh Tarala on August 29, 2010

4 steps to effective Disaster Recovery planning

by Marc Watley, Aug 23, 2010

IT executives today are, in fact, increasingly faced with the threat of disasters – whether natural or man-made. As organizations – and their customers – increasingly rely on database, server, and IP-connected applications and data sources, the importance and responsibility of maintaining continuity of the business infrastructure and limiting costly downtime in the event of a disaster, is paramount. Read this article to get a high-level, best-practices overview of the DR planning process. more…

Character and Personality #8: Competency

by Gary Monti, Aug 24, 2010

A good leader is also a good politician, one who finds a way to thread through a situation to reveal a path that, when followed, benefits the common good. Competence pulls technology and sophistication together so that one person can meet another person’s needs, i.e., a connection comprising the humanity of the stakeholders who need and commit to finding a solution that works. more…

Social Media and Tribes #9: The fear factor

by Deepika Bajaj, Aug 25, 2010

Even professionals who have gone through many technological innovations in the past don’t find the idea of being transparent and authentic over social media too appealing. They were worried about identity theft, making a wrong impression on a potential employer and above all were overwhelmed by the friend requests on Facebook. These are valid concerns, but not an excuse to avoid social media.  more…

Flexible Focus #16: The decision trap

by William Reed, Aug 26, 2010

Ambiguity causes anxiety in those who are inflexible, and creates possibilities in the minds of the people who have flexible focus. Tolerance for ambiguity drops when you have to make a decision. Urgency adds pressure, and when the decision affects the core areas of your life, you can feel as if you are lost in a labyrinth of choices. Your decision sets the wheels in motion, whereas with indecision the wheel turns without you. Read about the Six Criteria for Decision Making to stay in motion and steer the wheel. more…

Investment Value

by Steve Popell, Aug 27, 2010

In a previous post, Business Valuation in Divorce is Different, Steve discussed why Investment Value is more appropriate in the context of family law.  But, this method is not just for divorcing couples.  In any situation in which the party acquiring an interest (or a greater interest) in a company will become (or continue to be) part of the management team, Investment Value is often the most appropriate method.  Read this article to find out why. more…


Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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Investment Value

by Steve Popell on August 27, 2010

In a previous post, Business Valuation in Divorce is Different, we discussed why Investment Value is more appropriate in the context of family law.  But, this method is not just for divorcing couples.  In any situation in which the party acquiring an interest (or a greater interest) in a company will become (or continue to be) part of the management team, Investment Value is often the most appropriate method.  Here’s why.

In a Fair Market valuation, the objective is to determine what a hypothetical “willing buyer” would pay a hypothetical “willing seller” in a hypothetical “free market” etc.  But, that is not what is going on in a divorce or in a variety of other private company business situations.  An abbreviated list would include the following.

  • Sale of shares in a corporation to a new hire.
  • Repurchase of shares in a corporation from a retiring, or otherwise terminating, employee.
  • Sale of a partnership interest in a professional firm to a new partner.
  • Repurchase of a partnership interest in a professional firm from a retiring, or otherwise terminating, partner.
  • Implementing a stock option plan.
  • Implementing a Stock Appreciation Rights program.
  • Establishing a value, or value formula, for a buy-sell agreement.

In each of these examples, the buyer is a current (or soon-to-be) partner and/or a member of the management team and, as such, intends to benefit (or benefit to a greater extent) financially from future operations.  This is strictly an insider transaction, with no hypothetical “willing buyer” in sight.

In a small professional firm, for example, a prospective outside acquirer would typically find value primarily in the people who operate it.  S/he would be “buying the people” rather than the firm itself.  The resulting dependence on 1-3 key individuals creates risk which, in turn, depresses value from the perspective of an outsider.  For an insider, not so much.

A key insider owner should certainly be cognizant of the importance of a management structure that has breadth and depth.  That’s just prudent management.  But, more importantly, s/he need not fear that the currently thin management structure will suddenly evaporate by virtue of a loss of motivation.  In addition, there are many important financial benefits to being an inside owner, including control or influence regarding:

  • Salaries
  • Bonuses
  • Retirement plans
  • Common executive perks (such as automobile or expense allowance)
  • Uncommon executive perks (such as an apartment or extensive foreign travel)

In some cases, the value to an insider may be considerably higher than to an outsider.  Conversely, if the company or professional firm is in financial difficulty, the value of the inside investment could be well below Fair Market Value, because the financial risk will be borne entirely by the current owner/manager team.  The common thread here is the value of stock or partnership interest to an inside investor. That is why Investment Value in such cases is the valuation method of choice.


This article has been contributed by Steven D. Popell CMC (Certified Management Consultant.) Steve has been qualified as a business valuation expert since 1974, and has published extensively on this topic. CMC, a certification mark awarded by the Institute of Management Consultants USA, represents evidence of the highest standards of consulting and adherence to the ethical canons of the profession. Steve was a 2007 winner Collaborative Practice California Eureka Award for contributions to Collaborative Practice in this state and is a Senior Partner in Popell & Forney, with offices in Los Altos Hills and Pleasant Hill, California.

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Increase the value of your company

by Steve Popell on August 9, 2010

This post is about the Role of Stock Appreciation Rights in retaining key employees; which goes a long way in increasing the value of your company. One of the least understood, but most valuable, strategic assets of any privately held company planning to sell is the quality of management, including its breadth and depth.

Put yourself in the position of the buyer.  Would you pay a lot for a company the executive corps of which consists of the founder/CEO and a cast of minor characters?  Of course you wouldn’t, and for one very sound reason.  If something were to happen to that individual (illness, injury, death or, simply, loss of motivation) your return on investment would be in serious jeopardy.  So, you would reduce your risk by reducing the price.

Therefore, it is critically important that ownership find effective ways to retain key employees.

Fewer Practical Options (Pun Intended)

Financial incentives have always played a key role.  However, because IPOs are much harder to come by in today’s market, one of the traditional favorites (stock options) has lost much of its appeal.  Not to worry.  Riding to the rescue is a great alternative: Stock Appreciation Rights or SARs.  This vehicle conveys no equity ownership.  Instead, the employee shares in the financial success of the company through what amounts to cumulative deferred income, with a vesting schedule that can take nine years or longer to play out.

Advantages and Disadvantages

There are several distinct advantages of SARs over traditional stock options, including:

  1. The value of the SAR shares is directly related to critical measures of company success, such as Pretax or After-Tax Profit, or Net Worth.
  2. The bases for the (hopefully increasing) value of the SAR shares are strictly a matter of management discretion.
  3. There are none of the nettlesome issues associated with employee equity ownership, such as membership on the Board of Directors.
  4. All SAR shareholders have a common goal, which encourages cooperation among sometimes competitive individuals and/or departments.
  5. The vesting schedule provides a powerful incentive to stay with the company – the whole point.
  6. When the company repurchases vested shares, these payments are fully deductible.

The principal disadvantage is common to stock options; namely, inadequate short-term incentives.  This problem can be very effectively addressed with cash bonuses.

The next post will discuss the logistics of setting up and managing an effective SAR program, as well as how to structure a cash bonus program that it actually benefits the company, and not just the employees.

Make it a great month!

PhotoPopell This article has been contributed by Steven D. Popell. Steve has been a general management consultant since 1970. Steve is a Certified Management Consultant, business valuation expert, and inventor of ExiTrak®- a process designed to assist the privately-held company owner/manager to build an attractive strategic acquisition candidate

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There are two very different reasons why effective long-range planning is critical for getting top dollar when you sell your company.  First, top-notch planning helps you to manage your company better and involve your employees at a higher and more productive level.  Second, and much less obvious, success in this area is very impressive to prospective buyers.  Why?

Because successful long-range planning (defined as developing a plan, implementing it and achieving most or all of the long-range goals) is indicative of solid and sophisticated management – a highly valuable strategic asset for most acquiring companies.  Here are 10 elements to developing a long-range plan that increases the likelihood of success manifolds:

  1. Involve your key people.  For one thing, they will have ideas that are worth considering.  Beyond that, it is axiomatic that the best way to overcome resistance to change is to ensure that those who will be implementing the changes help to determine what those changes will be.  An effective planning group can comprise as few as three people, or as many as 15.  The important thing is that no one who can have a major impact on how the plan is implemented is left out.
  2. Make sure that there is a solid consensus around the vision for the company; i.e. what will be the company’s identity in years to come.
  3. Develop a clear and easily communicated mission statement that expresses what the company does and for whom.
  4. Conduct a SWOT analysis; i.e. identify the company’s principal Strengths, Weaknesses, Opportunities and Threats.
  5. Develop long-range goals that are challenging, achievable and in line with the company’s vision, mission and values.  These goals should be specifically designed to take advantage of strengths and opportunities, while addressing (or, at least, minimizing the negative effect of weaknesses and threats.  In addition, ensure that each member of the planning group (and the rest of the staff, as well) can relate the achievement of the company’s vision and mission to a high level of performance in their specific area(s) of responsibility.
  6. Identify outside factors over which you have no control and little, if any, influence.
  7. Short term objectives. Determine what you need to achieve within one year in order to give yourself a leg up in achieving your long-range goals.  But, be cautious with your scheduling.  The biggest mistake most owner-managers make is front loading implementation far too much.  If you are going to make a mistake, especially if this your first planning experience, make it on the low side of delivery.  You can always add short-term objectives later, but if you fail to achieve your objectives, it can severely damage morale.
  8. Attach task assignments, with individual responsibilities and deadlines, to each short-term objective.
  9. Attach action items to each task assignment.
  10. Organize follow-up sessions no more often than monthly and no less often than quarterly.  This step is, in reality, as important as all the rest, because it is all that stands between you and a dusty planning document that fails to impact the future of your company.  Make sure that you are utterly ruthless in comparing actual performance with plan.  There is no reason to be unpleasant.  Most long-range plans fall behind in the early stages, usually because of excessive front loading.  The critical element is that everyone agrees on the relationship between plan and actual performance, and how to get back on track and timeline with any projects that are lagging

Oh, and one final thing… Good luck!


PhotoPopell This article has been contributed by Steven D. Popell. Steve has been a general management consultant since 1970. Steve is a Certified Management Consultant, business valuation expert, and inventor of ExiTrak®- a process designed to assist the privately-held company owner/manager to build an attractive strategic acquisition candidate

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Week In Review – Jun 13 – Jun 19, 2010

by Magesh Tarala on June 20, 2010

Buyers for your company: How to build a great list?

by Steve Popell, Jun 14, 2010

In a previous post, Steve discussed the fact that becoming an attractive strategic acquisition candidate should begin with learning precisely what prospective buyers think that means, and how to elicit that information in a series of telephone interviews.  But, an equally important element is determining whom to interview.  This post addresses that question. more…

Leadership and Mythology #6: Panic and Self doubt

by Gary Monti, Jun 15, 2010

When you leave your comfort zone, even little things take on much bigger significance and cause you to doubt yourself. But once you become comfortable dealing with uncertainty, the rewards will be tremendous. Leaving your familiar confines is like being touched by the Greek god Pan. Leaders are characterize by their ability to stand up to Pan.  more…

Social Media and Tribers #2: DEATH of Email; RISE of branded Tribes

by Deepika Bajaj, Jun 16, 2010

A while back, email was an effective medium to market your products. But not anymore. Because of the rise of junk mail people don’t trust the emails they get. New web marketing is based on the foundation of TRUST with our tribe. In this post, Deepika gives a high level overview of how to go about building trust within your tribe. more…

Flexible Focus #6: Peace in the Elements

by William Reed, Jun 17, 2010

A great way to gain flexible focus is to study elements of words, their roots, nuances, and varieties of expression. This can be done in any language, but in Chinese and Japanese you have the additional dimension of written characters (kanji), not only the elements or radicals which make up the kanji, but the remarkable range of expression made possible in writing with a brush. more…

Author’s Journey #26: Speak your way to book publishing success

by Roger Parker, Jun 18, 2010

Speaking is one of the best ways you can promote your book while planning and writing it. It creates a special bond with your audience, paving the way for book sales and lasting relationships. In this segment, Roger encourages you to speak your way to book publishing success by speaking about your book at every opportunity. more…


Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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Buyers for your company: How to build a great list?

by Steve Popell on June 14, 2010

In a previous post, we discussed the fact that becoming an attractive strategic acquisition candidate should begin with learning precisely what prospective buyers think that means, and how to elicit that information in a series of telephone interviews.  But, an equally important element is determining whom to interview.  This post will address that question.

The first, and most obvious, step in compiling a list of prospective buyers in your industry is simply to brainstorm with anyone who fits the following profile.

  1. Has a valid input on this topic
  2. Can be relied upon to keep totally confidential even the fact that there has been such a conversation.  The notion that your company is (or will soon be) for sale can be very destructive in the marketplace.

As long as you have complete confidence in the discretion of each individual, the more contributors the better.

The next step is to consult as many merger & acquisition databases as you can identify.  Database research can help in two distinct ways.  First, it can provide information on specific acquisitions.  Second, and as importantly, it can suggest matchups that might not have occurred to you and your colleagues.  Discussions that follow will often lead to whole new categories of prospective buyers.  The basis for this research is your company’s Standard Industrial Classification (SIC) code number, along with the parameters that are most relevant, such as:

  1. That the SIC code number relates to sellers;
  2. Period of investigation (e.g. last three years)
  3. Sellers’ annual revenue range
  4. Whether to include international buyers and/or sellers

When in doubt, do not leave out any parameter, or narrow it unduly.  It is far better to have too many data points than too few.  You can always drop any that prove to be irrelevant.

The rest of this part of the process is iterative; i.e. back and forth between brainstorming and database research, until you feel that you have reached the point of diminishing returns.   At that time, shift your attention to identifying a specific executive to interview in each company.  This information should be readily available on the prospective buyer’s website.

In a relatively small company, the CEO or CFO is the most likely choice.  In a larger company, there may be an individual specifically charged with acquisitions, such as the Director (or Manager) of Corporate Development.  Since the title will vary from company to company, it may be necessary to click on the name of someone you think may have this responsibility.  His or her write-up should be very helpful in this regard, and will probably provide contact information, as well.

Once you have developed the list of companies and individuals to contact, craft a questionnaire along the lines discussed in the previous post, conduct the interviews, collate the data and, finally, analyze the results.  The product of all this effort will be the profile of the attractive strategic acquisition candidate from the perspective of the marketplace.

Good luck.

PhotoPopell This article has been contributed by Steven D. Popell. Steve has been a general management consultant since 1970. Steve is a Certified Management Consultant, business valuation expert, and inventor of ExiTrak®- a process designed to assist the privately-held company owner/manager to build an attractive strategic acquisition candidate

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Business Valuation in divorce is different

by Steve Popell on April 15, 2010

In most business valuations, the standard is “fair market value.”  This method seeks to determine what a hypothetical “willing buyer” would pay a hypothetical “willing seller” in a hypothetical “free market” in which both buyer and seller are in possession of all material facts and neither is forced to make a deal.

In a divorce, however, the buyer and seller are known.  Typically, the manager-spouse “purchases” the community property interest of the non-manager-spouse through the process of community property division.  The standard of value in this case should be “investment value,” because it reflects what it is worth to the manager-spouse to own all of the community’s interest in the company, rather than just his or her community property half.

As with a fair market valuation, an investment value process analyzes a number of elements that are recognized by the appraisal community to be of particular relevance in valuing any privately held company.  Internal Revenue Ruling 59-60 lists the following:

  • Nature and history of the business
  • General economic outlook, and specific prospects for the industry
  • Net worth and financial condition
  • Earning capacity
  • Dividend paying capacity
  • Extent of goodwill, if any
  • Size of the block of stock being valued, especially if it represents a majority or minority interest
  • Whether the stock in question is voting or non-voting
  • Stock prices of comparable public companies, if any
  • Sale(s) of company stock at or near the valuation data
  • Limitations or restrictions on the stock, such as on transfer, dividends, etc.
  • Sale(s) of stock in comparable closely-held companies, if any (implied)

Of these, the two most important are earning capacity and financial condition.

When a company or individual acquires, or invests in, a business of any kind, the main reason is almost always the expectation of a return on that investment.  ROI comes from future earnings.  Sometimes, these earnings are presented as the bottom line on the Profit & Loss statement.  In other cases, the calculation may reflect cash flow.  But, the principle is identical.  Future operating performance determines the return on investment and, therefore, future earning capacity is a key factor in determining value.

Financial condition is also extremely important for a number of reasons.  {Note: a future post will discuss in detail practical financial analysis for a privately held company.}

  1. A strong balance sheet allows management to pursue opportunities for growth, either self-funded or with outside debt.
  2. Banks require the maintenance of specific financial numbers (such as Working Capital and Net Worth) and ratios (such as Current Ratio and Quick Ratio) to maintain an existing line of credit.  In today’s economy, most banks are far more rigid regarding these standards than they were previously.
  3. Regardless of the prospects for earnings growth, most companies experience occasional “bumps in the road” on the P&L.  A strong financial condition will allow the business to weather these times.  The company that has been paying last quarter’s Accounts Payable with the collection of next quarter’s Accounts Receivable has no margin for error.  The loss of a major customer or receivable can put such a company in serious financial jeopardy.

If the business being valued in a divorce is a sole practitioner professional firm, the Excess Earnings Method will often be the most appropriate.  Here, the difference between the practitioner’s earnings (salary + benefits + pre-tax profit) and “reasonable compensation” (what s/he could earn in the same position as a non-owner / non-partner employee of a comparable firm) is called “excess earnings.”  {See previous post on Reasonable Compensation.}

Excess Earnings times a multiple (reflecting the level of confidence that these excess earnings will continue in the future) equals “Goodwill”.  Goodwill plus Net Worth (minus a reasonable return on Net Worth) equals value in the Excess Earnings Method.

In most valuations, in or out of court, the expert will deliver an opinion on a specific value.  In the context of divorce, however, it is far preferable to provide an initial range of value for two important reasons:

  1. It is much easier for the spouses to agree on a range of value than on a specific dollar amount.  Once they have done that, settling on a final number becomes a much more manageable task.
  2. Often, the value of the business can be juxtaposed against, and negotiated against, spousal support.

For example, if the spouse to be supported is mid-30s with a high paying job, s/he may be keenly interested in a substantial buy-out that can be used as an investment or retirement vehicle.  Contrariwise, consider the individual in late 50s with little income history or prospects, who has been living a very comfortable lifestyle (probably supported by the business.)  This person may be far more concerned with maintaining that lifestyle (e.g. keeping the children in the same school district) and would be willing to give a little in the value of the business to achieve this objective.  A range of value assists the couple to carve out this kind of win-win.

Another important contribution that the valuation expert can make to this difficult and highly emotional process is to produce a preliminary report that is open to criticism.  If either spouse can make a persuasive case that the expert has erred in some aspect of the valuation process, and that revisiting the issue(s) could have a significant impact on the expert’s opinion, s/he should be quite open to doing that.  The only objective here is the welfare of the clients, and pride of authorship has no place.

In the final analysis, the expert’s role is to assist the divorcing couple to agree on a value for the business that they understand and believe is fair.  If the expert is able to accomplish this goal, s/he will have made an important contribution to the family and, most importantly, to any children in that family.


This article has been contributed by Steven D. Popell CMC (Certified Management Consultant.) Steve has been qualified as a business valuation expert since 1974, and has published extensively on this topic. CMC, a certification mark awarded by the Institute of Management Consultants USA, represents evidence of the highest standards of consulting and adherence to the ethical canons of the profession. Steve was a 2007 winner Collaborative Practice California Eureka Award for contributions to Collaborative Practice in this state and is a Senior Partner in Popell & Forney, with offices in Los Altos Hills and Pleasant Hill, California.

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Week In Review – Mar 14 – Mar 20, 2010

by Magesh Tarala on March 21, 2010

More bang for your IT buck: Three keys to success

by Brian Superczynski, Mar 15, 2010

Making sense of financial implications of IT operations can be tricky. In fact, many organizations struggle to understand IT cost drivers and savings opportunities. To start with, IT and corporate finance should establish a meaningful partnership. But long term success depends upon applying traditional financial management practices to vendor and asset management. more…

Leadership Cancers #1: Independence, The Prisoner’s Dilemma and the Death of Cooperation

by Gary Monti, Mar 16, 2010

Imagine you have 2 resources who need to cooperate to get the task done, but are at odds with each other. This is not an atypical problem in teams. To understand the various scenarios, you can create a cost comparison matrix using the prisoner’s dilemma model in game theory. The most optimal solution may not be viable. You could tie other forms of compensations and incentives to this model to come up with the most cost effective strategy. more…

Save Energy, be on the offensive

by Guy Ralfe, Mar 17, 2010

Being a project manager can sometimes feel like playing the role of “the pack” in rugby. The opposing team can be compared to time and money. Slipping delivery dates is not uncommon. But if you don’t manage the situation carefully, your stakeholders will be calling the shots instead of you. At this point you wills tart playing defense and this will wear your team out. more…

Looking to sell your company? Don’t be in a hurry…

by Steve Popell, Mar 18, 2010

You are right on the money if you are thinking this is not the right time to sell your company. In fact, it may be three or four years before the situation is ripe for merger and acquisition market to turn around fully. In the meanwhile, focus on making your company a highly attractive strategic acquisition candidate. Have a strategic plan and periodically compare plan vs action. more…

Author’s Journey #13: Testing your book’s proposed title and subtitle

by Roger Parker, Mar 19, 2010

Test your shortlisted titles to narrow down to the best one for your book. It takes a little effort to test, but it can save you a lot of frustration down the road. You can use websites, pay-per-click options and online surveys. Follow the best practices and survey the right people. To learn more about surveys and market testing, the recommended reading is Jay Conrad Levinsonand Robert Kaden’s More Guerrilla Marketing Research. more…


Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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Looking to sell your company? Don’t be in a hurry…

by Steve Popell on March 18, 2010

The merger & acquisition market has gone quiet. If your instincts are telling you to wait a while before trying to sell your company, give yourself a nice round of applause.  Your instincts are right on the money – pun intended, sorry.

Here is a list of 5 solid reasons for keeping your powder dry for three or four years.

  1. Buyers themselves are generally not doing particularly well.  Therefore, they will have less money to spend, and will be more risk averse.  Both factors drive lower offers.
  2. Your earnings are probably not especially robust.  How could they be in this kind of economy?  Projections of future profitability are all fine and good, but they have considerably less credibility in today’s market.  Even if the buyer believes your forecasts, why should s/he have the same truly reflect in the offer?  Better to negotiate from a position of relative strength.
  3. Companies that come out on the other side of this economic situation in one piece will find that many of their competitors will have disappeared. That means that you will have fewer rivals for the buyers’ attention and acquisition dollars once we are done with the recession… or better, when the recession is done with us!
  4. Every seller wants to differentiate his or her company from all the others in the industry.  If you have used this time to transform your company into a prime strategic acquisition candidate, it may be the #1 choice for buyers seeking acquisitions in your industry.
  5. This position as the “only game in town” (or close to it) could allow your broker to conduct an “auction” among a number of highly desirable buyers. This puts you in control of the acquisition process, and can yield enormous financial rewards.

What you need is a process that is designed to help your company to become a highly attractive strategic acquisition candidate by delivering to you the picture of this candidate as painted by people who really know – key acquisition executives in prospective buyers. What comes next is fascinating

You decide which strategic assets to acquire and/or enhance in order to get your company’s strategic profile as close as possible to what the market has identified as ideal. Like most strategic decisions, these will turn on four key elements of your business environment.

1. Money
2. People
3. Time
4. The fit with your company’s vision, mission and core values

You should begin this process at least two years before you intend to put your company on the market. Three years is preferable. Why?  Because development of solid strategic assets takes a minimum of two years and, often, longer.

Once you have made these decisions, it is time to incorporate them into a strategic plan that also includes provisions for enhancing your earnings growth and financial condition.  The standard plan, including Vision, Mission, Long-Range Goals, Short-Term Objectives, Task Assignments, Action Items gets the job done.  You should involve all personnel who will play a key role in implementing the plan.

Conduct periodic comparisons of plan and action (no less often than quarterly.) Such follow-up is critical to ensure that you maintain momentum.  The strategic plan is a living document that must remain front of mind.  Otherwise, it will gather dust, and you will have wasted a great deal of time and effort.

Go for it!

PhotoPopell This article has been contributed by Steven D. Popell. Steve has been a general management consultant since 1970. Steve is a Certified Management Consultant, business valuation expert, and inventor of ExiTrak®- a process designed to assist the privately-held company owner/manager to build an attractive strategic acquisition candidate

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Week In Review – Feb 14 – Feb 20, 2010

by Magesh Tarala on February 21, 2010

Are you feeling helpless?

by Vijay Peduru, Feb 15, 2010

Going through the same situation repeatedly, unable to control it, and accepting to suffer through it is called Learned Helplessness. Once you understand this important distinction, you can recognize the situation and take action to unlearn it. Vijay illustrates this with an example of an experiment conducted on dogs by Martin Seligson, a professor at the University of Pennsylvania and the author of several books including “Learned Optimism”. more…

Change Management #4 – People: Building a team with Dr. Jekyll and Mr. Hyde

by Gary Monti, Feb 16, 2010

Implementing change in an organization will bring out the Dr. Jekyll and Mr. Hyde personas of the team members. This is part of human nature and if you do not plan for this, you will face serious problems reaching your goals. Your leadership is what will help keep the project on track. Gary provides several tips to help you understand the risk and navigate the terrain. more…

Commitments Change Over Time

by Guy Ralfe, Feb 17, 2010

One of the fundamental requirements for increasing our power and value in the marketplace is our ability to make and keep promises and commitments. A promise or commitment is between two parties. And each of them is locked into their stories viewed through their eyes. Between the time a promise is made and it is fulfilled, situations will change for both parties. It is essential to maintain the story for both parties through time or commitments will fail. more…

Selecting a Business Valuation expert

by Steve Popell, Feb 18, 2010

There are myriad reasons why the owner of a privately held company may want or need to have the company valued. Regardless of the reason, finding the right expert will pay off in the quality and utility of the opinion. In this article, Steve offers the criteria for assessment and gives some tips on how to ground your assessments. more…

Author’s Journey #9 – Cultivating the habits of writing success

by Roger Parker, Feb 19, 2010

Essential habits for writing success are Targeting, Positioning and Efficiency. In this article Roger describes how he put this theory to practice when writing his next book #Book Title Tweet: 140 Bite-Sized Ideas for Article, Book, and Event Titles. more…


Magesh is an accomplished software professional focused on building enterprise value through creative use of technology. Magesh enjoys working with people and is passionate about bringing out the best in everybody to achieve results that are larger than the sum of individual accomplishments.
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