How To Sell A Business That Is Losing Money – I want to sell my business. But how can I be sure my employees are being looked after?
As a business owner, sometimes business employees are like an extension of the business owner’s family. Employees are often present during challenging times in a business owner’s professional and personal life, and business owners can often be a constant presence in their employees’ lives. Business owners are most concerned with the well-being of their employees when selling their business successfully. Generally, these concerns can be grouped into four broad categories, 1.) Will the employee keep their job? 2.) Will employees stay at the same pay level? 3.) How will insurance benefits change, if at all? 4.) How will our company culture change – will we still plan quarterly team building events and holiday bonuses we can count on? In addition to basic valuation and deal structuring, the answers to these questions go a long way in determining whether a buyer is right for a business. Mergers and acquisitions are complex endeavors that involve a great deal of work and attention to detail. During the acquisition process, HR is the department that manages the most valuable part of the company—human capital. Of course, some aspects of the deal are unavoidable, including keeping employees in underperforming divisions or taking on redundant roles in the acquiring organization. However, if buyers and sellers can agree and develop a plan to notify employees of changes, it will ease the transition and reduce the fear of the unknown. Now, to address the first question employees think of when they find out their company has been acquired – should I keep my job? In the vast majority of deals, employees retain their roles, and acquisitions can often be an opportunity for upward mobility within the larger organization. Timing is critical when making any type of announcement about an employee’s employment status, whether positive or negative. One hurdle to avoid at all costs is sounding the alarm unnecessarily. To avoid this complication, it is best to announce the merger or acquisition after the execution of the definitive purchase agreement and the transfer of funds. This will ensure that the deal is closed and formalized, and will remove the risk of targeting employees of the newly acquired company. When compensation issues arise, there are many factors at play, including the performance of the buyer, seller and individual employees, as well as the clear compensation structure already in place within the infrastructure of the buyer company. Discussions about compensation can also take on a different tone – perhaps buyers can offer employees a better work/life balance, an office space that offers opportunities to exercise, eat well or sit comfortably, and provide easy access. Entertain post office hours. Being able to entice potential employees with value beyond salary numbers can help close any perceived pay gap. In addition to the importance of staying employed and maintaining current income levels, individual employees will also be concerned about their benefits package and whether buyers offer more attractive insurance packages or downgrade them. Regardless, full transparency about the pros and cons of new benefit packages is crucial to allaying the fears associated with change. Buyers who are willing to answer both qualitative and quantitative questions will be able to ensure a smooth transition. It provides feedback mechanisms such as one-on-one interviews, focus groups and anonymous surveys. In most cases, there’s no immediate need to reverse everything — buyers shouldn’t expect all new hires to enroll in their new health insurance plans right away, and buyers should also consider having new hires keep their old PTOs through the end of the year. , if the new hire has scheduled a PTO appointment, the buyer can still cash in on the time and get a little morale. Finally, communication will be key – giving employees the opportunity to feel seen and heard will make them feel valued by their new employer. Additionally, there is a certain level of comfort for sell-sides that the people who helped them succeed will continue to be considered, and that the company culture that took years to create will remain intact and continue to permeate the new company. . By JP Santos Senior Associate Benchmark International Phone: +1 (512) 861 3309 Email: Santos@benchmarkcorporate.com We are always ready. If you are interested in an exit or growth strategy, or if you are interested in an acquisition, give Benchmark International a call today. Americas: Sam Smoot +1 (813) 898 2350 / Smoot@BenchmarkCorporate.com Europe: Carl Settle +44 (0)161 359 4400 /Settle@BenchmarkCorporate.com Africa: Anthony McCardle +2721 251 2525 /Settle@BenchmarkCorporate. com .com About Benchmark International Benchmark International’s global offices provide mid-market and lower-middle-market business owners with creative, value-maximizing solutions to grow and expand their businesses. To date, Benchmark International has processed over $5 billion in business across 30 industries worldwide. Drawing on decades of global M&A experience, Benchmark International’s transaction teams, with 13 offices around the world, have helped hundreds of owners achieve their personal goals and ensure the continued growth of their businesses. URL: http://www.benchmarkcorporate.com: http:///
How To Sell A Business That Is Losing Money
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Solved Required Information [the Following Information
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