The Five Most Common Mistakes when Buying or Selling a Business

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For most business owners buying or selling their business is a rare event indeed. In fact many owner managed businesses do it only once, when they exit their business to retire. Like most things in life the first time you do something is the occasion when you make the most mistakes. If you are selling a business you can't afford to make mistakes because its the only chance you'll get.

When buying a business  making a mistake can leave you not only seriously overpaying for a business but having a management headache which may take years not months to put right and in the meantime will seriously damage the prospects of your current business.  

It may be some comfort to know that it is not just smaller businesses the make horrendous mistakes, big businesses all too regularly fall into the same trap. I know from personal experience the the business I worked for in my last corporate role was purchased by another company and the acquisition almost brought the acquiring company to its knees, because as far as I could see it made two of these common mistakes.

Mistake No1 Getting emotionally involved with the sale.

SOLD! (Photo credit: my_new_wintercoat)

Lets face it, its exciting to be buying or selling a business and it requires a lot of management time. For the vendor selling a business  there is the prospect of making that exit and having the money to retire. For the buyer there is the undoubted prestige of acquiring a business and the prospect of a big jump in company size or new geographic coverage.

The result for the unwary buyer is that in buying a business they get duped into paying too high a price because they get wrapped up in the chase. For the novice seller the process of selling the business gets dragged out over a long period of time, causing them to take their eye off the day to  day management of the business, often leading to a downturn in its fortunes and so its ultimate price. 

Mistake No 2 Not Having a Walk Away Number

Negotiation Cartoons: Positions Vs. Interests (Photo credit: jonny goldstein)

Buying or Selling a business involves negotiation, in order to make sure you don't pay too much when buying a business or get paid too little when  selling a business you need to establish 1. what is the value of the business and 2. what is the maximum you'll pay or minimum you'll accept. Once you've established this you'll be much better placed in the negotiation and you'll be less likely to make mistake No1

Mistake No 3 Not understanding the Impact of Culture 

This Ladies and Gentleman is the big one, of all the issues that get overlooked culture stands head and shoulders above everything else. Good businesses have strong cultures, their staff have bought into the fact that their way is the right way. Now imagine what happens when these staff are told, that their way is no longer the right way and your way is the right way. Yes that's right they'll find every reason to demonstrate the flaws in your system and why your way is not the right way. Worse they are butting up against your staff who are equally convinced that your way is the right way. So you tend either to have a very difficult integration problem because you now have two opposing camps or you have an attrition problem as the staff from the acquired company leave.

The seller will of course say that culture isn't a problem, because to him it isn't. Either there isn't a problem with culture or its too late for you when you find out there is as he's already got his money. Why don't people address this problem? Firstly because so many don't even recognise it as an issue and secondly because the have made mistake number 1 and are looking for reasons to buy rather than looking for issues.

Mistake No 4 Underestimating Management Effort

Buying a business is just the first step, now you've got to integrate it with the rest of your business so that means addressing, culture, strategy, planning, financial systems, sales, customer relationships a new organisational structure to mention just a few. The management effort to achieve this is considerable even if you have willing staff , so don't be surprised if it takes 6 months to a year to get it all bedded down. This effort is considerable even if the new acquired company is small in comparison to yours.

 Mistake No 5 Buying a business that is too big or too small

This tends to relate to the problem of biting off more than you can chew. Remember the bigger the business you buy in relation to you the acquirer the more political clout it will have and the more concessions you will have to make, and the longer integration will take. The more your management is focused on the acquisition the bigger the risk that they will let your core business slip and then you have a really big management headache, that is, trying to integrate the new business and recover your own.

The other side of the coin is that you waste your money on something too small which won't payback a recent return on all the management effort required to integrate it into your existing business.

Once you understand these problems you are on your way to avoiding them and making your acquisitions a success and not a millstone.

Related articles

• Join Merrill DataSite's Webinar on February 14th: Avoiding the common pitfalls in M&A transactions
• Why Networking Helps You Sell a Business
• Common Mistakes in the Sale of Business and How Advanced Planning Can Fix Them

• 10 Questions You Must Ask Before Buying a Business

Exigent Consulting provides specialist services for High Growth Businesses, Business Turnaround, and Mentoring to the Small and Medium Business. We help business owners improve the profit performance of their business. 

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Why Buyers Ask for Proposals to Pick Your Brains More Than to Buy

I have decided to add a guest writer for my latest blog post. It relates to that common misconception that by asking for a proposal a buyer is somehow predisposed to buy from you. Often nothing could be further from his mind.

Sadly, huge effort and intellect is wasted on proposals because the prospect has been poorly qualified. The most important point to recognise is that writing a proposal requires a great commitment from you (the seller), and no commitment from him (the buyer).

To make the most of a sales opportunity a proposal must be an integral part of your sales strategy. The more complex the sale the more important this becomes. Personally I never write a proposal without first having a date in the diary with the prospect to present it, and no I don't send it to him prior to the meeting.

So here it is. Its written by Dan Seidman at www.salesautopsy.com

Proposals are the foundation of business building for many salespeople. How many of us constantly invest precious sales time to draft a proposal, actually pouring years of experience and expertise into this written gamble at acquiring business? Too many of us spends lots of time proposing because we don't employ a qualifying system before designing these documents.

One reason most of us are so quick to accommodate potential clients is that we really do want to please people. Think of how ridiculous it would sound if you refused to provide materials to your prospect! So you and I are very likely to assume that a request for a proposal is a yes indicator. It reinforces our hope that we've just moved one step closer to closing the sale. There is, however, the prospect's perspective. If we don't understand what might really be going on with that request, we could spend endless hours creating and delivering documents for people who have no intention of buying our products or services. And here's why:

Prospects love free consulting. They give you their biggest smile and drain your brain of all its problem-solving knowledge before you understand their true intentions. And they love it even more in print than in person. If you don't have a strategy for dealing with proposal requests, you're at the mercy of every potential client. Over the past twenty years, I've analyzed many of the top sales training organizations (see some recommendations in the appendix). It's interesting to note that virtually all the great training systems have the wisdom to recognize and teach how critical it is for a salesperson not to give everyone proposals simply because they are requested. To help you understand the dangers of proposal writing, here's a list you'll learn from.

The Top Ten Reasons A Prospect Demands A Proposal (The impact to you is in parentheses)

10. They need to keep their current vendors honest (what a surprise—you never had a prayer of getting the business)
9. They want a fair range of prices for the type of service you offer (thanks for the quote, the business is going to the prospect's brother-in-law, at just below your rate)
8. They want to keep themselves up-to-date on the latest business processes and technologies (thanks for the education, goodbye)
7. They think your product or service simply sounds interesting (but they have no intention of buying!)
6. They need new and better ideas—to make their own changes (thanks for your free consulting; that really hurts, doesn 't it?)
5. They just wonder how much it would cost (wow, you're really expensive!)
4. This request will get you off their back (oops, you forgot to qualify the prospect, didn't you?)
3. They can look good when they pass your information to the real decision-maker (did you spend all that time with the wrong person?)
2. They honestly need their problems solved (too bad you don't know whom the other eight proposals are from, what they charge and maybe what they're saying about you)

And the number one reason prospects make you pour your blood, sweat, and tears into a proposal:

1. A prospect can lie to a salesperson and still get into heaven!

Final Thoughts:

Preparing proposals can offer false hope to all sales pros. Do you really believe that everyone asking for a customized, written solution is ready to buy?

Please, please, stop wasting your time jumping through hoops to design proposals for everyone that nods his head or grunts into your telephone. Qualify first, and then begin to work with your best potential clients. Your organization should have some criteria for what defines a good prospect. Use them, or immediately create your own to save yourself from sales heartbreak. If you don't quickly sort the good prospects from the time wasters, bad prospects can sabotage your income. Your expectations of who will buy from you will be inaccurate. One good method might be to charge a fee for a proposal. Obviously, a prospect who's not serious won't pay for it. If this works for you, implement it.

However, your organization might not choose to use this strategy, so get a grip on what looks like a realistic buyer and craft your plan without giving away all your solutions.

The lesson here is that you need to set guidelines to determine which prospects are worth investing your time in proposal design. Otherwise, you'll waste lots of time showboating in print for prospects who have no intention of doing business with you. If you don't weed out the weeds, you'll have very little time to find, smell, and pick the flowers.

Dont We Qualify Prospects Anymore?

I’ve been struck over the past few weeks how few people recognise the importance of properly qualifying sales prospects. The current vogue for focusing on closing has almost completely ignored the critical role qualification plays in managing the sales process and improving your chances of closing sales and more importantly stops you wasting your time with those companies that have no real intention of purchasing from you. I recall a specific example of a London based business that was struggling for sales going to Manchester to bid for a in a market that they never before won a deal. Surprise, surprise, they didn’t win the deal, when I asked them why they went their answer was well with the shortage of prospects we have to chase down everything.

How much did it cost you to go? I asked “well only about £300 in travel,”

"and the amount of preparation? “About a day each” was the response

“Did you spend much time in finding out what they wanted and how much they’d be prepared to pay?” They said “well we knew we were more expensive but we thought we might swing it.”

I then asked “wouldn’t you have been better spending the time and effort uncovering and nurturing prospects in an area where you could win rather than chasing prospects in an area you can’t.” Their response was a mixture of resignation and embarrassment.

In times of recession prospects are harder to uncover and you need more of them as with increased competition your win ratio declines. Under these circumstances a salesperson will have to choose from a wider pool of prospects to find the deal they can win. Also this has to take place in an environment of greater internal pressure on the sales force and greater external competition. In order to be able to survive in this climate a salesperson must qualify rigorously to separate time wasters from real buyers. It requires a real strength of character to ask difficult questions in this environment but in order to succeed you must ask them.

So what sort of qualification questions do we need to ask? The most important group of questions in this environment is about money, especially in a B2B sale if the money isn’t allocated then you can’t make the sale. The larger the organisation the more rigid the budgeting process is likely to be so the more critical it becomes to understand not only if the money is budgeted but what the budget includes when can it be released and what is the process for doing so. Next you need understand how important the purchase is to the business, again because of the recession the ROI has to be very strong if it’s not again it’s unlikely that the purchase will be made.

The two groups of questions above address the question will the prospect buy. Next you have to identify the likelihood of prospect buying from you.

Your questions now need to centre around the solution the prospect seeks and to get an understanding if their requirements put your product or solution at an advantage or disadvantage. Clearly the questioning needs to try to draw out circumstances where the prospect has issues but where you consider that your prospect or service has a competitive advantage. The more of these you can identify and more importantly get the prospect to accept as important them more likely they will buy from you. You should also get an understanding of the competitive landscape, what your seeking to identify is if there is a bias towards one particular supplier, the stronger that bias (assuming its toward another company) the more you should consider if it worth continuing with the sale.

Poor qualification is at the route of many a lost sale, and it comes from two areas firstly, from not asking qualifying questions systematically when meeting prospects and secondly; commonly weekly qualifying a prospect by avoiding asking those tough questions which might result in you qualifying out a sale.

I would recommend companies to be even more aggressive in their qualification process so they stop wasting time on business they can't win so that they can concentrate on business they should win.

ExigentConsulting specialises in providing Business Turnaround, Sales, Marketing and Mentoring to the Small and Medium Business.

We help Business Owners improve the profit performance of their business

The 5 Stages of a Sales Call

You might be a business owner or self employed or someone who through force of circumstance has moved into sales and has had little, if any, formal sales training. This blog article will give you a structure to work from which will help you be more successful in sales. 

First a bit of Psychology, when people meet for the first time, there is always some stress particularly for the potential buyer. Stress levels which start at a high level at the beginning fall throughout the call only to rise to a peak again during what we all know as "The Close". What this 5 stage approach does it to try to make this psychology work in your favour to improve your chances of making a sale.

Stage 1. The Ice breaker

This stage relates to the first key minutes of the meeting at this point stress levels are high and we need to bring them down. It's a conversation which takes place between the two parties but which has nothing to do with business. It helps to establish ease and rapport before the business meeting proper starts. It literally breaks the ice. Obvious isn't it, well why do we often not use it. Well it's that word stress again which pressures us to get on with it, and don't you know it - when we rush straight into the business content we're less successful. What do you talk about? Well look for clues, people tend to publicise what they're interested in, even if they do so unconsciously. So if you see lots of golf pictures on the wall, guess what; he likes golf, there's your starter for ten.

Stage 2. The Opening

As it suggests, this is the start of the business portion of the meeting, it's a series of opening statements which should outline the agenda for the meeting, make sure you always have one. At this point you won't know what specific issues your prospect faces so you have outline the list is issues that a typical prospect for your product or services might face and relate that to the specific benefits that your company's product or service provides. This is the most talking you should do at the meeting.

Stage 3. Qualification or Questioning

By now and in a few short minutes by following these simple steps you'll have managed to reduce much of the stress levels, both you and your prospect will feel more comfortable and they will be ready to discuss the issues surrounding their business. There an old saying in sales which goes "you have two ears and one mouth use them in that proportion", basically and especially during this stage only ask questions and let your prospect do the talking. Qualification is a much undervalued part of the sales call, but if you don't qualify properly and understand your prospects issues and rationale you've dramatically reduced your chances of a successful close. This section is by far the longest and should represent at least 75% of the time you spend with your prospect. Don't at any point during the qualification stage offer any solutions; just make note of the issues and problems raised and how your solution can solution can help. Start with easy questions like "how did you start your business?" and "who do you sell to?"or "why did you buy this machine?" Then ask more searching questions once you've uncovered some issues like "why is that a problem for you?" or "what are the implications of not addressing this problem?" Having gathered your information and understood his problems we go to...

Stage 4. The Close

It's the term that strikes fear into the hearts of many sales people, just the mention of the word has probably increased your heart rate and you're not even at a meeting! So as we enter the close our stress levels really start to spike. One of the side effects of high stress is that we have a tendency to talk too much and frankly just babble. 

This is a real danger because by talking too much we let our prospect off the hook and leave without a sale. So as we move into the close keep calm, try to deliberately talk a little slower, then sum up the qualification session by identifying each issue and how you can help. You then ask for the order and stay quiet and you stay quiet until your prospect answers. Don't worry if it takes what seems like an eternity for him to respond it's only likely to be 5-10 seconds, and remember your prospect will be feeling just as much stress as you. If you start speaking first you'll have lost; the conversation will avoid directly the issue of purchase because you'll have given your prospect a chance to talk anything other than the most important - will he buy.

Stage 5. The Consolidation

Congratulations you've held your nerve, you've asked for the order and you've answered a couple of objections and he's said yes. So what do you do next? Well you could run around waving your arms in the air saying Yes! Yes! - but that's probably not the right thing to do. 

Let's look at the stress levels, they've collapsed you've both taken a huge sigh of relief and there's a great tendency to get out of there just as fast as you can. Don't. Stick around the consolidation stage is there for you to allow the prospect to be comfortable in his own mind that he's made the right decision. There is something called "buyers blues" which relates to circumstances where after a purchase the buyer becomes disillusioned with what he's bought. It often manifested by the unexpected cancellation of an order. The Consolidation is designed to minimise this, you need to find a reason to stick around for 10-15 minutes, if you can, get him to fill in some documentation relating to the sale, alternatively if you haven't already suggest a look around the factory or site, your intention here is to get them back into their comfort zone, I've even suggested a celebratory cup of tea.

So there you have it, a simple five step model for being more successful sales, happy selling!

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