What Does ChatGPT Think?

This October, I will celebrate my 12th year as an Accredited Senior Appraiser (ASA) in Business Valuation with the American Society of Appraisers (also ASA). ASA members meet every year for an International Conference to discuss current topics and to share knowledge and best practices. I attended the most recent Conference in Portland, OR. A presentation entitled “The AI Revolution – Why it Matters to Appraisers & Application Strategies” by Greg Endicott of Strategic Value Group, LLC summarized a BVResources Survey on AI as follows:

 

1.  Adoption: About 48% of business valuation (BV) firms are using AI, primarily for researching economic or industry conditions.

 

2.  Popular Tools: ChatGPT is the most popular AI tool, used by70%of respondents. Other tools include Copilot, Bard (now Gemini), and Grammarly.

 

3.  Concerns: 52%of firms are not using AI due to trust issues, data confidentiality concerns, and fear of AI “hallucinations.”

 

These takeaways were based on a survey of Business Valuation firms, not the general public. So, if about half of the BV firms surveyed are using AI, what can someone looking for a valuation get from asking a simple question into an AI engine?

 

https://stratus.campaign-image.com/images/586698000009915012_zc_v1_1728944541562_picture1.pnga

 

Here is the free answer a business owner gets from ChatGPT:

The “rule of thumb” in valuing a business as a multiple of EBITDA generally follows broad guidelines, depending on the business’s size, industry, and growth potential. Here’s a quick overview of common multiples based on these factors:

 

Rule of Thumb by Business Type/Size

1.  Small Businesses (less than $10 million in revenue):

o  3x – 5x EBITDA: Small businesses with modest revenue and growth potential usually command lower multiples due to higher perceived risks and less scalability.

 

2.  Medium-sized businesses ($10 million – $100 million in revenue):

o  5x – 7x EBITDA: These companies tend to attract higher multiples as they are more established, often with stronger growth prospects and greater market presence.

 

3.  Large Businesses (over $100 million in revenue):

o  7x – 10x EBITDA or more: Larger, well-established companies with stable cash flows, competitive advantages, and strong management teams often get higher multiples. These businesses are usually more attractive to institutional investors or private equity firms.

 

Rule of Thumb by Industry

1.  Low-Growth or Capital-Intensive Industries:

o  3x – 5x EBITDA: Industries like manufacturing, construction, and retail, which often have higher fixed costs and lower growth potential, typically have lower multiples.

 

2.  Moderate-Growth Industries:

o  5x – 7x EBITDA: Businesses in sectors like healthcare services, logistics, or consumer products generally attract mid-range multiples due to their stable but moderate growth prospects.

 

3.  High-Growth Industries:

o  8x – 12x EBITDA or more: Technology, software, and biotech companies with high growth potential and scalable business models can see much higher multiples, sometimes exceeding 12x EBITDA, especially if they have recurring revenue models.

 

Simplified Rule of Thumb:

For most small and mid-sized businesses in stable industries, a 4x to 6x EBITDA multiple is a common rule of thumb.

So, does this artificial intelligence have it right? Sort of. However, the above ranges and rule of thumb come with the implied caveat, “it depends…”

1.  It depends on the industry;

2.  It depends on the size of the revenue;

3.  It depends on the amount of EBITDA;

4.  It depends on the future growth of the Company and

5.  It depends on the risk in achieving this growth.

 

Historical Data in Support of ChatGPT Multiples

In testing these ChatGPT multiples, we looked at a database of actual transactions of lower middle market deals over the past few years. Below is a summary of rolling average EBITDA multiples for real deals up from the 4th quarter of 2020 through the 2nd Quarter of 2024. The data is compiled by GF Data, which collects and provides data primarily from private equity (PE) sponsors and other deal professionals involved in middle-market mergers and acquisitions (M&A). The data covers a range of metrics, including transaction multiples, leverage levels, and other deal terms, and is generally vetted and aggregated to protect the confidentiality of individual transactions while providing a robust data set for market analysis.  

As databases go, this one is pretty good. It has a statistically significant dataset populated and used by dealmakers. I like to use these multiples often to value businesses with significant EBITDA of at least $2 million or more. Here are the average multiples for all industries based on transaction enterprise value (TEV), by industry and by EBITDA size.

 

https://stratus.campaign-image.com/images/586698000009915012_zc_v1_1728944774762_picture5.png

https://stratus.campaign-image.com/images/586698000009915012_zc_v1_1728944803599_picture6.png

https://stratus.campaign-image.com/images/586698000009915012_zc_v1_1728944831763_picture7.png

 

Based on the above charts, GF Data does a good job supporting ChatGPT’s “rule of thumb” estimates for medium to large companies of 5x to 12x. However, because GF Data’s multiples are averages, they don’t specify outlier deals with lower and higher multiples than the 6.4x to 8.6x multiple ranges by industry.

 

For smaller deals,  we have used the Business Reference Guide as a strong “pricing guide” as our first iteration of value when discussing with a potential client a rough estimate of the value of their small businesses.

Conclusion

 

My conclusion is that ChatGPT does of job of cobbling together a starting point for a discussion on the value of your business, but it doesn’t do the job of a business valuation appraiser or M&A advisor. Use ChatGPT like you use Zillow.com to value your house. The multiples above will give you a very rough estimate of the value of your business. However, this first iteration will not suffice for compliance (litigation as well as gift, estate, or income tax) or strategic (exit planning, assessment for sale, or merger) purposes.

 

Exit Strategies values control and minority ownership interests of private businesses for tax, financial reporting, and strategic purposes. If you’d like help in this regard or have any related questions, you can reach  Joe Orlando, ASA, at 503-925-5510 or jorlando@exitstrategiesgroup.com.

 


Exit Strategies values control and minority ownership interests of private businesses for tax, financial reporting, and strategic purposes. If you’d like help in this regard or have any related questions, you can reach  Joe Orlando, ASA, at 503-925-5510 or jorlando@exitstrategiesgroup.com.

M&A Tip: Use Acquisitions to Expand Your Business

In today’s competitive business landscape, standing still means falling behind. Business owners and management must constantly find ways to grow, and one of their most bold and strategic moves is acquiring other businesses. This “buy and build” approach can offer a fast track to expansion, with both benefits and inherent risks. Here we summarize the benefits and risks involved in inorganic growth, and the essential advisors needed to navigate this complex terrain successfully.

Benefits of Growth Through Acquisition

  • Rapid Market Expansion: Acquisitions provide immediate access to new markets and customer bases, bypassing the slow organic growth process. 
  • Diversification: Acquiring businesses in different but related sectors can diversify a company’s revenue streams, reducing dependency on a single market. 
  • Operational Efficiencies: Integrating another business’s operations can lead to cost savings and efficiency gains through economies of scale. 
  • Acquisition of Talent: Bringing in seasoned teams with specialized skills can enhance your business’s capabilities overnight. 
  • Intellectual Property Gains: Acquisitions can bring valuable intellectual property, from patented technologies to brands, which can be leveraged for competitive advantage. 

Risks of Growth Through Acquisition

  • Cultural Misalignment: Integrating two different company cultures poses significant challenges and can impact employee morale and productivity. 
  • Financial Strain: The cost of acquisition, especially if leveraged, can place a significant financial burden on the acquiring company. 
  • Integration Complexities: The logistical challenges of merging systems, processes, and teams can be considerable and disruptive. 
  • Overestimation of Synergies: The anticipated benefits from synergies may not materialize as expected, impacting the acquisition’s profitability. 
  • Regulatory Hurdles: Depending on the industry and scale of acquisition, regulatory approvals can be a complex and time-consuming process.

Navigating Acquisitions with the Right Advisors

To maximize the benefits and mitigate the risks of acquisitions, surrounding yourself with a skilled advisory team is paramount. These experts should include:

  • M&A Advisor/Broker: Specializes in identifying potential acquisition targets, negotiating deals, and guiding business owners through the acquisition process. 
  • Financial Advisor/Accountant: Provides insights into the financial health of potential acquisition targets, evaluates the financial implications of a deal, and ensures the acquiring business can sustain the financial load. 
  • Legal Counsel: Specializes in M&A to navigate contractual details, due diligence, regulatory compliance, and to mitigate legal risks. 
  • HR Consultant: Assists with the integration of staff and alignment of cultures, policies, and benefits between the companies. 
  • Strategy Consultant: Offers an objective viewpoint on how an acquisition fits within the broader strategic goals of your business and can assist with post-acquisition integration planning. 

By leveraging the expertise of these advisors, a business owner can make informed decisions, carefully evaluate potential targets, and execute acquisitions that align with their growth strategy. While acquisitions are not without their challenges, with meticulous planning, thorough due diligence, and strategic execution, they can serve as powerful catalysts for business growth. The key is to balance ambition with careful risk assessment, ensuring that each acquisition not only adds to the company’s assets but also fits seamlessly into its long-term vision and operational framework. 


For further information on this subject or to discuss a potential business sale, merger or acquisition need, confidentially, contact Al Statz at 707-781-8580 or alstatz@exitstrategiesgroup.com.

From the M&A Glossary: Sale Leaseback

A Sale Leaseback is a financial transaction in which a company sells an asset, usually real estate, to another party and then leases it back from the new owner for a negotiated period and other agreed upon terms.  

This arrangement allows the seller to convert the value of the asset into cash while retaining the right to use the asset through a lease agreement.

Sale leasebacks can be advantageous for companies looking for a source of cash to pay down debt or invest in growth opportunities, while retaining access to critical assets.


For further information on this subject or to discuss a potential business sale, merger or acquisition need, confidentially, contact Al Statz at 707-781-8580 or alstatz@exitstrategiesgroup.com.

The Exit Podcast: Tactical Acquisitions and the Importance of Scaling Fast with Tony Westfall

Exit Strategies Group M&A Advisor Tony Westfall recently was hosted on Flippa’s “The Exit Podcast” where he shared his insights on growth acquisitions and the importance of scaling quickly.

Tony stated,  “I started my career as a big company corporate guy and then transitioned to being an entrepreneur.  I always knew that I really wanted to be involved in deal making though.  Even as an entrepreneur, my favorite activities were always acquiring other businesses.  When the Flippa podcast reached out to me to get my insights on exits from the perspective of an operator and an advisor, I was happy to oblige.  I think the best advisors are those who have been there before.  I made plenty of mistakes in my time as an entrepreneur, but I feel like those experiences are what help me and my colleagues come up with out-of-the-box solutions that enable us to maximize outcomes for our clients who are often doing the largest deal of their lives in the things they have spent a lifetime building.  Flippa caters to start-up communities, but of course, many of those lessons are applicable across the spectrum of companies.”

Listen to the podcast here.


For further information on this subject or to discuss a potential business sale, merger or acquisition need, confidentially, contact Al Statz at 707-781-8580 or alstatz@exitstrategiesgroup.com.

 

Exploring Donor-Advised Funds for Privately Held Business Owners’ Philanthropy

For business owners of privately held companies seeking a seamless and impactful way to contribute to charitable causes, Donor-Advised Funds (DAFs) have emerged as a philanthropic and tax-efficient solution. These vehicles offer a flexible and tax-efficient way to manage charitable donations, allowing donors to make contributions to a fund and then recommend grants to their favorite charities over time. Many people have successfully used DAFs to support the causes they care about, and there are numerous success stories available online.

According to the 2023 DAF report, contributions to DAFs reached an all-time high of $85.53 billion in 2022. These contributions have grown at a double-digit compound annual growth rate (CAGR) over the last five years, as detailed below.

Source: National Philanthropic Trust. 2023 Donor-Advised Fund Report

Even though DAFs are an effective tax-efficient vehicle to make contributions, special attention, and professional advice are required to obtain such tax benefits and contribute to a good cause. (NOTE: Exit Strategies does not provide tax advice but will work with your tax advisors to help value the assets contributed to a DAF.)

Contributions of Private Securities

Most of the valuations we perform for the transfer of equity to DAFs are associated with the transfer of private equity securities. These transfers into DAFs frequently occur immediately before a pre-arranged stock sale.

In these situations, the donor hopes to claim a charitable deduction for the full fair market value of the gifted stock. However, because the sale of private securities always has risk, a qualified appraiser must pay special attention to discounts associated with a lack of liquidity (or a lack of control and marketability) that lowers the value of the donation to the Fair Market Value at the date of the gift rather than the anticipated timing of the income to the DAF. The appraiser must analyze related documentation of the donation, such as the private company’s by-laws, an operating agreement, or a buy-sell agreement, to see if there are any transfer restrictions in support of these discounts.

Form 8283

The IRS requires Form 8283[1] to be filed with a tax return in support of the resulting tax deduction for the donor. This form needs to be signed by the donor and the recipient, as well as the certified appraiser, along with a thorough, USPAP-compliant report required by the IRS for their review.

IRS-Compliant Report

The IRS considers several factors while reviewing a business valuation report, including the completeness of the report, whether it adequately discloses the methodologies applied, and the information necessary for a reader to understand the report. The IRS assesses whether the appraiser possesses the necessary skills and credentials to conduct the business valuation.

If you are planning to contribute private equity or other illiquid assets to a DAF, professional advice and planning is critical. A team of advisors, including a tax attorney and your accountant, will help you navigate this process. ESGI would welcome the opportunity to be part of that team as the valuation expert who opines on the value of these donations. Our team of appraisers includes professionals with the ASA designation (an Accredited Senior Appraiser) issued by the American Society of Appraisers[2], and our opinions meet strict IRS requirements and have been successfully defended in IRS review.

Exit Strategies has certified appraisers who value control and minority ownership interests of private businesses for tax, financial reporting, and strategic purposes. If you’d like help in this regard or have any related questions, you can reach  Joe Orlando, ASA, at 503-925-5510 or jorlando@exitstrategiesgroup.com.

[1] https://www.irs.gov/pub/irs-pdf/f8283.pdf

[2] https://www.appraisers.org/credentials/business-valuation

M&A Advisor Tip: Have the Discipline to Diversify

As a general rule, no single customer should account for more than 20-25% of your company’s revenue. While having major customers can be great for your bottom line, it represents substantial risk to you and the next owner.

As you build your business, pay attention to what potential buyers will want. They’ll be looking for well-diversified customer base where the loss of one account won’t have a major impact on earnings.  Do the hard work of diversifying, and you’ll increase business value.


For advice on exit planning or selling a business, contact Al Statz, founder and CEO of Exit Strategies Group, Inc., at alstatz@exitstrategiesgroup.comExit Strategies Group is a partner in the Cornerstone International Alliance.

Are You an Expert at What You Do?

So what is an expert and, more importantly, are you one? The term “expert” has many definitions. For anyone who has written a wedding toast or sat through a valedictorian’s speech you know how the next sentence starts…Webster defines an Expert as “one with a special skill or knowledge representing mastery of a particular subject.” If you click through the link you will notice an obsolete definition for the adjective: experienced.

This distinction is important to understand who can hold themselves out as experts in a particular field. In my field, Business Valuation, I consider myself both experienced and an expert. My certification as an Accredited Senior Appraiser through the American Society of Appraisers allows me to separate myself from other experts. For example, in valuing a business, a business broker may hold themselves up as an expert by applying pricing tools to determine the appropriate value of a business in a hypothetical transaction.

However, without the proper training and credentials, a business broker may rely on summary information for market multiples (i.e. the Business Reference Guide) and ignore the details of a transaction search. Without proper valuation training, they may also decide to exclude an income approach as a methodology better suited for a business generating strong cash flows. While the ASA, AICPA, and IRS standards dictate that my work as a credentialed appraiser meets the requirements of their compliance in opining to a value, anyone holding themselves up as an expert needs to follow a Federal Rule of Evidence Rule 702: Testimony by Expert Witnesses which states that;

A witness who is qualified as an expert by knowledge, skill, experience, training, or education may testify in the form of an opinion or otherwise if:

  • the expert’s scientific, technical, or other specialized knowledge will help the trier of fact to understand the evidence or to determine a fact in issue;
  • the testimony is based on sufficient facts or data;
  • the testimony is the product of reliable principles and methods; and
  • the expert has reliably applied the principles and methods to the facts of the case.

An Update and a Crackdown

However, an amendment to Federal Rule of Evidence 702 will take effect on December 1, 2023, to help clarify the qualifications of an expert witness. A crackdown using the terms of this amendment has already taken place with increased exclusions and reversals of a lower court’s decision to admit expert evidence. Here are the terms of the amended Rule 702 (changes either crossed out or in bold).

Amended Rule 702: Testimony by Expert Witnesses

A witness who is qualified as an expert by knowledge, skill, experience, training, or education may testify in the form of an opinion or otherwise, if the proponent demonstrates to the court that it is more likely than not that:

  • the expert’s scientific, technical, or other specialized knowledge will help the trier of fact to understand the evidence or to determine a fact in issue;
  • the testimony is based on sufficient facts or data;
  • the testimony is the product of reliable principles and methods; and
  • the expert has reliably applied expert’s opinion reflects a reliable application of the principles and methods to the facts of the case.

While the above changes may seem minor, they are having an immediate impact on expert selection by attorneys and the exclusion of experts by judges. One of the top 50 law firms in the US, Perkins Coie, suggests that:

“While the rule has not changed extensively, the amendments clarify the standards federal courts should apply to the qualification of expert witnesses…In addition, counsel preparing expert witnesses may wish to ensure that the expert is prepared to defend the principles and methods used as appropriate and reliably applied to the given case.”

A Daubert Standard

Cornell Law School’s database of legal terms defines the Daubert Standard as follows:

“The ‘Daubert Standard’ provides a systematic framework for a trial court judge to assess the reliability and relevance of expert witness testimony before it is presented to a jury. Established in the 1993 U.S. Supreme Court case Daubert v. Merrell Dow Pharmaceuticals Inc., 509 U.S. 579 (1993), this standard transformed the landscape of expert testimony by placing the responsibility on trial judges to act as “gatekeepers” of scientific evidence.”

This standard was recently triggered in a bankruptcy case in South Carolina. The judge determined that the expert was qualified in this case but these challenges continue to occur.

Conclusion

I appreciate and respect someone with knowledge and experience holding themselves up as an expert. However, without the required credentials to pass the Daubert Standard test, I believe a judge, as the “gatekeeper” for the court, is more likely than not to exclude experts without an attorney appeal going forward.

Exit Strategies ten certified appraisers value control and minority ownership interests of private businesses for tax, financial reporting, and strategic purposes…and provide expert testimony. If you’d like help in this regard or have any related questions, you can reach  Joe Orlando, ASA at 503-925-5510 or jorlando@exitstrategiesgroup.com.

A Student of Business

A Key Performance Indicator to Improve the Results of your Testing Lab Exit

When preparing to sell your Testing Laboratory using Key Performance Indicators (KPIs) can help to focus your efforts and resources in the right areas.  While numerous KPIs exist, one metric that should be on the radar of all business owners in the testing laboratory industry is the Sales/Employee Ratio. Labor costs make up the largest single expense for Laboratory Testing businesses, accounting for an estimated 38.4% of industry revenue in 2022 (IBIS WORLD July 2022).  For lab owners, monitoring labor costs is critical to improve financial performance and improve business valuations.  This KPI is simple to calculate, easy to understand, and offers valuable insights into a company’s efficiency, productivity, and overall financial health.

 

Defining the Sales/Employee Ratio:

The Sales/Employee Ratio, also known as Sales per Full-Time Equivalent (FTE), measures the sales generated by a company divided by the total number of full-time employees. It provides a clear picture of how efficiently a business is utilizing its workforce to generate sales. The formula for calculating this ratio is straightforward:

Sales/Employee Ratio = Total Sales Revenue / Number of Full-Time Employees

 

Why Sales/Employee Ratio Matters:

  1. Efficiency and Productivity: A high Sales/Employee Ratio indicates that a company efficiently utilizes its human resources to generate revenue. It signifies that employees are productive, effective, and contributing significantly to the organization’s bottom line. A low ratio, on the other hand, could suggest inefficiency, underutilization of staff, or a need to optimize processes.
  2. Financial Performance: The Sales/Employee Ratio directly correlates with a company’s financial performance. By analyzing this KPI over time, businesses can identify trends, measure growth, and evaluate their competitiveness within the industry. A higher ratio indicates strong financial health, profitability, and the ability to generate revenue with fewer resources.
  3. Resource Allocation: The Sales/Employee Ratio can aid in resource allocation decisions. By benchmarking against industry standards and peers, businesses can determine whether they need to adjust their workforce size, invest in employee training, or streamline processes. This ratio can guide decision-making and help optimize human resource utilization.
  4. Scalability and Growth Potential: As businesses expand, the Sales/Employee Ratio becomes even more critical. It helps identify if the current workforce is capable of supporting growth or if additional employees are required to maintain efficiency. A consistent or improving ratio amidst growth indicates that a company has the potential for scalable operations without compromising productivity.

 

How to improve your company’s Sales/Employee Ratio:

Achieving and maintaining a favorable Sales/Employee Ratio requires a strategic approach. Here are some key considerations for improving this KPI:

  1. Training and Skill Development: Invest in training programs to enhance the skills and capabilities of your team. By improving their effectiveness, they can generate higher sales, and be more productive thereby increasing the Sales/Employee Ratio.
  2. Process Optimization: Continuously analyze and refine business processes to eliminate inefficiencies and bottlenecks. Streamline operations can lead to improved productivity and higher sales output per employee.
  3. Technology Adoption: Leverage technology solutions such as customer relationship management (CRM) systems, lab automation tools, and analytics platforms. These tools enable better customer management, data-driven decision-making, and increased production efficiency.
  4. Performance Incentives: Implement performance-based incentive programs to motivate employees and drive them towards achieving higher production targets. Aligning incentives with the Sales/Employee Ratio can create a culture of productivity and accountability.

 

 

Figure 1:US Testing Laboratories Sales/Employee   VerticalIQ, May 2023, US Census

 

It is possible for the Sales/Employee Ratio to be too high.  This could mean that the business is working their employees too hard or not investing sufficiently in business operations.  Figure 1 above shows the average Sales/Employee for Testing Labs in the US based on the number of employees.  This can serve as a benchmark for your company.

 

Conclusion:

The Sales/Employee Ratio is a powerful and simple-to-understand KPI for the owners of Testing Laboratories that want to improve their company’s financial performance in preparation for an exit. By monitoring and optimizing this ratio, business owners can make informed decisions about resource allocation, training, and growth strategies. It serves as a compass for sustainable success, helping organizations unlock the full potential of their workforce while driving revenue growth.

 

Exit Strategies Group helps the owners of Testing Laboratories to navigate their best exits.  If you’d like to have a confidential, no commitment discussion on your exit plans or have related questions, please contact Adam Wiskind, Senior M&A Advisor at (707) 781-8744 or awiskind@exitstrategiesgroup.com.

 

Tags: KPI, testing laboratories, testing lab, exit, M&A, labor costs, sales, key performance indicator

Instead of selling, they’re growing

If it’s a bad time to sell your business, consider growing instead. That’s the takeaway from one contractor whose plans to sell their business got squashed by inflation and supply chain issues in 2022.

Pre-pandemic the business had been doing about $50 million in sales with $6 million in EBITDA (earnings before interest, taxes, and depreciation). In most markets, that would have made this business a highly attractive acquisition target.

But problems started when the supply chain slowed down – and prices jumped. The lag time between when they signed a job and when they started it began to grow, while costs were also skyrocketing beyond all predictions. Suddenly their $6 million EBITDA had dropped to $2 million as they continued to deliver jobs as contracted.

At the end of the day, the owners were looking at a potential loss of $25+ million in projected business value, solely due to margin contraction and inflation they couldn’t control. Clearly it was no longer a good time to sell, and together we decided to pull their business off the market.

But the owners aren’t just sitting back and licking their wounds. They’ve modified future contracts to better cover the costs of inflation. Perhaps more significantly, they’ve switched from exit mode to acquisition mode and are actively seeking to buy strategic operations, including vertical integration to control their supply chain and pick up additional margin.

In just a few years – maybe as little as three – they’ll be ready to reenter the M&A market with even bigger margins and the higher multiples that go with it. Instead of $6 million EBITDA at an exit multiple of 6-7x EBITDA, the vision is to build a $10 million business that could, plausibly, sell at 8-10x EBITDA.

Takeaway 1: Exit strong

That old advice that you need to “grow or die” isn’t true for every business. Many business owners find their comfort zone and stay there for years before they sell. There’s nothing wrong with building a lifestyle business and keeping it at a size you can manage.

But the higher multiples come when you exit your business on a growth trend. Companies with a clear, actionable plan for growth can often command a premium price when they sell.

After all, when an investor buys an asset, they do it in hopes the asset will grow. That holds true whether the asset is stock, a collector car, real estate – or a business. The bigger the growth potential, often the bigger the purchase price.

Takeaway 2: Get out before you burnout

After retirement, the number two reason business owners sell is that they’re burned out. They’re worn out and frustrated – tired of dealing with employees, capacity, regulatory issues, you name it. Unfortunately, that means margins are often declining when they go to market. And, it means they don’t have the stamina to deal with unexpected blows like the above supply chain-inflation double whammy.

The business owners above had the foresight to sell while they still had gas in the tank. They didn’t have to take a $25 million haircut because they just didn’t have the energy to continue. Just the opposite, in fact! They’re ready to readjust and reinvest with a clear strategy to increase value and exit on a high note.

And because they were already working with an M&A advisory team, they’re better positioned to view their business through a buyer’s eyes. They know what areas of their business will drive value and the targeted improvements they need to make to not just grow revenue but to strategically build value for a planned sale.

Takeaway 3: Now may be the time to buy

In general, the M&A market is expected to rebalance in 2023. We’re coming off years of record high activity and premium valuations, at levels that couldn’t be sustained long-term. To be clear, business valuations are not expected to tank, but simply to return to (still favorable) 2017 to 2019 market conditions.

That said, fears of a recession are looming. Inflation, talent, and energy issues could create economic headwinds and some businesses will struggle. Some business owners, particularly those who are near burnout (see takeaway #2 above), may be willing to sell at a reasonable price.

Think about smaller competitors operating in your space or related markets. Chances are you already know a few businesses that, if acquired, would increase your top-line revenue and your margins.

The right acquisition could come with added benefits like increased capacity in a key area, access to new customer relationships, better control of supply chain, or cross-selling opportunities from strategic product lines. As employee recruitment continues to be a problem, an acquisition with an established workforce could be your smoothest, and most affordable, path to growth.

Talk to your advisors about market conditions and your ability to withstand future speedbumps. Make an informed decision on whether growing, getting out, or keeping the status quo is the right path for you.


For advice on exit planning or selling a business, contact Al Statz, CEO of Exit Strategies Group, Inc., at alstatz@exitstrategiesgroup.comExit Strategies Group is a partner in the Cornerstone International Alliance.