Have you got a business opportunity or challenge that you’d like some impartial, expert feedback on? Improving your sales? Looking for investment? Improving your team’s performance? Getting better results from your marketing? Expanding your team? Considering a sale, merger or acquisition? Or do you want to review your business strategy Then why not book a free 30 minute Business Advisory Session with one of our expert business advisors. These informal sessions are designed to help you gain new insights to support your next steps. This month’s sessions will be available from 2pm to 5pm on Friday 23rd June and will be delivered on Skype. The number of available slots are limited so early booking is recommended. Please note, each session is a maximum of 30 minutes. To book your free advisory session on the 23rd June please email susanne.currid@lgba.co.uk with your name, business name and a short … [Read more...]
Power up your business with a Virtual Non-Executive Director
The benefits of Non-Executive Directors are well understood by many successful business owners. They bring an independent view and additional experience that enable better decisions to be made by the management board. Our Home Counties and London Group Business Advisors have developed a Virtual Non-Executive Director (VNED) service that offers Managing Directors and business owners the same independent view and advice without the complexity of shareholdings, appointing legal directors and director’s service agreements. Every company is different and yet there are many similar and transferable aspects from other industries and markets. Our experts are able to utilise their broad business experience and extensive network of contacts to support companies to achieve their strategic objectives. An independent view that challenges existing or new strategies can substantially enhance the robustness of a company’s direction. Sometimes difficult decisions are required to deal with … [Read more...]
Forensic Accounting
Forensic Accounting is a branch of accounting that describes the work of an accountant who investigates and reports on the financial activities of a business or individual with the aim of producing information for the settlement of disputes. Forensic means “suitable for use in a Court of Law.” Some of the uses of Forensic Accounting information are:- Economic damages calculations, losses suffered from a tort or breach of contract. Post Acquisition disputes such as earnouts or breaches of warranties Bankruptcy, insolvency and reorganisations Fraud Business Valuation – Going and gone concern. Computer forensics and discovery. Family disputes for the valuations for divorce etc. A forensic accountant will: Collect all the data. Data preparation and processing Analysis of the information to produce information. Reporting the findings of the investigation. An example of forensic analytics would be to review … [Read more...]
How To Turn A Hobby Into A Business Process
Part 1 How do you take a hobby or interest and turn it into a business? In this blog, I’d like to share a simple but effective process I use with my clients to take their hobby or interest and turn it into a viable business plan. This process can be used for any start up business. IDEA We start with the IDEA. Your idea for a business may be totally unique to you or it could be providing a service that others already provide like a McDonald’s restaurant. Once you have decided on what your business is going to be then you need to do your Market Research. Market Research Researching your market is an essential process. The research you do is to ensure that there is a demand for the product or service you are offering. Here are some of the things you should find out during the research phase: Place – where is an appropriate place to sell your product … [Read more...]
What Are The Essential Elements Of A Good Funding Business Plan?
It is generally accepted that a business plan is essential for business owners who are seeking to raise money to help fund their businesses. However, a business plan written by the management team can easily fall into the trap of being inward focussed, i.e. centred around the management benefits of planning. To secure finance, you will need to have a business plan, which is specifically targeted to meet the individual requirements of your finance providers or your investors, and not your management team. How does a Funding Business Plan help? Whether debt or equity, a potential backer wants to see why you need finance, how you plan to use it, and what evidence you can provide to back up any claims. It helps convince lenders and investors, that the business owner has thought the strategy through. It also gives any actual investors a set of financial benchmarks for which the business owner and the management team can be held accountable. What should be … [Read more...]
Acquiring a Business – Issues to consider – Part 4
Before you make the offer to acquire a business – Consider what happens next Post-Acquisition Strategies Prior to making an offer, the acquirer should consider the purpose of the acquisition and re-visit the reasons for making the acquisition and how well the target fits within those reasons. The steps required are: Confirm the acquisition meets the deal objectives Is the business to be run standalone or integrated? Is the culture very different and will this inhibit the deal success? Does the acquisition meet the objectives set out in the overview? Ensure the commercial due diligence checklist is linked to running the business Understand the competitive landscape the acquisition target operates in. Understand the management intentions and how to use the management team being acquired to best advantage. Plan to take advantage of the “halo” effect Identify the areas where the quickest and most profitable extra profit can be obtained and assign people to exploit … [Read more...]
Acquiring a Business – Issues to consider – Part 3
WHY DO ACQUISITIONS FAIL AND HOW DO YOU AVOID A BAD OUTCOME? It is an unfortunate fact that Acquisitions have a very high failure rate. This may seem a powerful statement but it is borne out by the statistics. "If one were to define 'failure' as failure to increase shareholder value then statistics show these to be at the higher end of the scale at 83% (Cnnfn.com 1999).” “In 2004, McKinsey calculated that only 23% of acquisitions have a positive return on investment.(http://jurisonline.in/2008/11/failure-mergers/)” The generally accepted view is that over 50% of all acquisitions fail to achieve an increase in shareholder value. I believe that this applies mainly to very large acquisitions and they are the ones that hit the headlines. In my experience, most acquisitions, undertaken with careful planning and due diligence do provide significant value.The main areas to consider are: proper strategic thinking for an acquisition sufficient and well thought-through preparation by … [Read more...]
Acquiring a Business – Issues to consider – Part 1
WHAT IS THE MAIN STRATEGIC REASONING FOR ACQUIRERS OF A BUSINESS? Acquirers do not buy the past performance of business. They buy the future performance of the business, but use the past performance as a guide (along with other things) to establish the likelihood of the future profits. Acquirers can have diverse motivations: ego or status a carefully thought out strategy opportunistic reasons, e.g. see a competitor of failing business up for sale and think a good deal may be had by acquiring it a Seller (or the Seller’s Advisor) has managed to paint a vision for the Acquirer of what the end result will look like of the two businesses once they have been merged. The case will appear convincing, such that the Acquirer will believe that, by acquiring, he or she will be able to generate a value significantly greater and faster than the alternative of continuing organic growth. Whatever the starting point, once an Acquirer is “in play” and considering an acquisition, then it is the … [Read more...]
Dealing with an under-performing family member
This is one of those predictable problems which takes on additional angst because it involves a family member. As a predictable problem, its’ resolution can be proceduralised by specifically mentioning this situation in a family constitution so that there are no surprises if and when a situation like this occurs. But first things first. Why do people underperform? There are 4 reasons, 3 of which are the responsibility of family business management. The person cannot meet expectations The person does not know what is expected of them The person does not know that they are not meeting expectations The person will not meet expectations The first 3 reasons are management issues. Identifying the reason is the start point for the discussion. Are expectations too high? Are expectations too vague? Is the person’s role clear? Are the objectives set SMART? Are there regular reviews of the person’s performance? Is training or coaching provided to help the person … [Read more...]
Employing ‘partners’ or ‘spouses’ in the family business
Over the Christmas break l was reading an article about how relationships between married couples are likely to survive longer than relationships between partners, particularly when children are involved. If commitment is at the heart of this then l guess that it is the reason many families agonise about whether the partner of the blood line relatives should be able to access the benefits of being part of the family business – whether through employment or dividends as a result of shares held. The arguments for and against are summarised below: Of course it’s a no-brainer that a spouse should be part of the family business Not in a million years, I don’t want to dilute my legacy outside of my family · Strong message that spouse is part of the family · I have built this business for my children; the risks of marital breakdown are too high · Tax efficient way to distribute income · Buying back the shares is potentially difficult with a negative impact on cash … [Read more...]
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