Category Archives: Selling a Business

Business Valuation 101: What Is Your Business Worth?

As a business owner, there’s a high likelihood your business is your most important financial asset. Even so, if you’re like most business owners, chances are you don’t know what your business is worth.

The fair market value of your business won’t be found in your financial statements or tax returns. You won’t get the answer from your accountant or attorney. And the sale prices of similar business transactions can be hard to find, as sales agreements are usually kept private. 

You can find the fair market value of public businesses on the stock market, but that’s not the case for a private business. While public company valuations can provide some context, it’s hard to translate that data to a small, privately held business…even when you take into account the difference in size, stability, liquidity, and other factors.

So how do you determine the value of your business? This is where a business valuation comes into play.

What Is a Business Valuation?

In short, a business valuation is the process of determining the value of a business. During this process, all aspects of the business are evaluated in order to determine its overall worth.

However, it’s not as simple as it sounds. Business valuations are complex, subjective, and highly dependent on relatively abstract factors like location and anticipated earnings. They involve a fine-tooth assessment of cash flow, projected growth, and internal and external risk factors that help determine the fair market value of your business.

Ultimately, a business is like any commodity: it’s worth what a buyer will pay for it. 

If a buyer has a strategic reason to acquire a business, the sky could be the limit as far as value goes. If not, the value of your business may look very different. Having a professional evaluation of your business’ value is crucial to a successful sale.

At OIB, we help you determine a price that is both fair to you and attractive to a buyer, based on our extensive knowledge of the market.

We have a built-in advantage over most other appraisal firms: we’re engaged in the market of selling and buying businesses every day. We know what businesses sell for, because that’s what we do, day in and day out. Our valuation is more than an opinion: it’s supported by data from the sale of thousands of businesses, as well as from databases providing statistics from business sales across the country.

Why Would Your Business Need a Professional Valuation?

While the most obvious time to appraise a business is when it’s about to be sold, business appraisals are valuable in any number of situations, including:

  • Buy/sell agreements
  • Estate planning
  • Stockholder disputes
  • Tax disputes
  • Business expansions
  • Changes in partnership
  • Divorce settlements or other personal life changes

…and many more. But you don’t have to wait for one of these events to happen to have your business evaluated. Just as you should always keep your business plan up to date, it’s ideal to always have an updated valuation of your business so you’re prepared in case an event arises where you need it.

How Are Business Valuations Calculated?

There are four main types of valuation most business appraisers use: Liquidation or Other Assets-Based methods, Investment Value/Capitalized Earnings, Excess Earnings, and Discounted Cash Flow/Future Earnings.

  • The Liquidation or Other Assets-Based analysis estimates the resale value of hard assets, then subtracts business debts to reach an asset-based value. This method assumes the business will cease to exist and all assets will be sold to pay off liabilities. Liquidation is best used for businesses that aren’t making money and whose tangible assets are worth more than the value of the business (based on earnings).
  • With the Investment Value or Capitalized Earnings method, you would first determine earnings over the next 12 months, then determine the desired rate of return, based on risk. Risk is calculated based on a comparison of alternatives (bank, securities, etc) and the rate of capitalization. This method is useful for businesses that aren’t making money and whose value based on earnings exceeds the value of their tangible assets.
  • Using the Excess Earnings method, you would first determine the value of tangible assets, the cost of owning the business, and the value of earnings. You would then subtract the cost from the earnings to determine excess earnings. From there, you’d apply the rate of capitalization to the excess earnings. Finally, you would add the capitalized excess earnings to the tangible assets to determine the value of the business.
  • The Discounted Cash Flow (DCF) or Future Earnings method attempts to estimate future cash flows, and uses that to determine a business’ current value. However, this method is rarely used in the sale of a small business.

Ultimately, the most reliable indicator of your business’ value is what a buyer will pay for it. Buyers decide what they’re willing to pay for a business based on how much they think the company will make them. 

This means you need to be prepared to represent your business with well-presented documentation, an investment thesis, and knowledge surrounding how to counter price-chipping (a common strategy buyers use to lower the sale price by identifying possible issues with your business).

At the end of the day, evaluating a business is a complex process. Even if you follow every guideline and piece of advice you can find, there are assets or issues you’re going to miss. 

That’s why the best course of action is to call in a professional like Opportunities in Business. With our experience, specialized knowledge, and tools, we can give you the most accurate estimate of your business’s worth. Plus, as business brokers, we can help you find the buyers you need and guide you through a successful sale.

Contact the team at OIB today to get started on your business valuation.

 

Why OIB MN?

Why Hire Opportunities In Business? What Sets Us Apart?

Selling a business is complex. 

From determining a sale price and knowing how to market your business to finding a qualified buyer and tying up the loose ends to close the sale, there are seemingly thousands of details to address. It’s a process that requires careful planning, often years in advance.

That’s where a business broker like Opportunities in Business (OIB) comes in.

Working with an experienced, trusted business broker like OIB could mean the difference between selling your business at a fair price with a smooth transaction and struggling through the process, only to lose money…or worse, not selling at all.

Read on to learn more about what OIB does and why our clients choose to work with us again and again.

What Role Does OIB Play in a Business Sale?

Expertise in running a business doesn’t necessarily translate to expertise in selling it. While some owners may succeed in selling their business on their own, the vast majority don’t have the expertise or knowledge needed to do so.

Having an experienced business broker by your side can make for a smoother, more successful (and, often, more lucrative) sale. A professional broker brings valuable skills to the table, including: 

  • The resources and expertise for accurate business valuation 
  • Effective marketing skills 
  • A firm understanding of current market conditions
  • Exposure of the business to a wide market 
  • The connections and expertise to help a buyer obtain financing
  • Experience closing business sales transactions

Hiring a business broker like OIB to handle your sale allows you to stay focused on what you do best: running your business.

When you work with OIB, we provide the services needed to bring your transaction to a successful close, including: business valuation, material and record coordination, marketing plan implementation, buyer qualification, sale negotiation, and transaction closing. We will also secure the advice of other qualified professionals—such as lawyers, accountants, and financial consultants—as needed. 

More Than 40 years of Experience

Established in 1981, the OIB team has more than 40 years of business brokerage experience. 

Over those four decades in business, we’ve participated in the sale and purchase of hundreds of businesses. 

Working with an experienced business broker like OIB gives you an advantage in selling or buying a business. As a seller, we’ll help you determine the value of your business, prepare it for sale, market it nationwide, negotiate the sale, and bring it to a close. And if you’re buying, we can help you find the business you’re looking for, negotiate a fair price, assist you in obtaining financing, and ensure a smooth closing.

Experts in the Business Sales Process

At OIB, we have broad business sales experience—there isn’t a single type of business sale we haven’t facilitated! \

We are experts in the process. From business valuation and preparing a business for sale to closing the transaction, we are involved every step of the way. We can even help buyers find financing options (including SBA and conventional loans), and connect our sellers with qualified buyers. Ultimately, there isn’t an aspect of the business sales process we can’t help you with.

And whether you’re buying or selling, we understand and respect the need for discretion and confidentiality that comes with a business transaction.

Knowledge in a Wide Range of Industries

We also work to become experts in every vertical we work in. As you can imagine, the operational intricacies of one industry can be vastly different from that of another. The sale of each business, therefore, will also look very different. 

Our team has helped clients from a broad range of industries buy and sell businesses. We’ve made successful sales in industries from wholesale manufacturing to credit card processing firms to foodservice…and many more. 

With each new account, we dig deep into their business and the wider industry, gathering information and asking questions to fill in any gaps in our knowledge. This due diligence allows us to learn the ins and outs of each industry so we can speak the language of that particular market segment and ensure a smooth sale.

Hundreds of Satisfied Customers

We have worked with hundreds of clients, and have earned a reputation for excellence in our industry. In fact, a significant portion of our business can be attributed to positive reviews, referrals from past clients, and satisfied clients returning to us for multiple transactions.

We have dozens of five-star Google reviews from happy past clients. Here’s what a few of them have had to say about working with our team: 

“Working with Mac not once, but twice, was a seamless process. Was always available when I needed to talk. Provided step by step process and details so that I could understand what was happening.”

“Peggy gets a solid 10 out of 10 rating from us. She was so helpful helping us sell our business and also extremely helpful to the buyers. She always answered her phone and responded to emails very quickly. She had the answers to any questions we had and gave us great advice through the process. Thank you Peggy!!!”

“Bill did a fantastic job helping me sell my restaurant. He worked with me to determine a fair price for the business and helped me navigate the sale even when things got a little rocky. Bill kept the buyers on track even when the usual cold feet came into play. He assured them of the quality of the business and helped them see and remember the reasons why they were looking to buy a business in the first place. Bill was extremely professional, but never pushy. I would recommend Bill to anyone who is looking to buy or sell a business!!!”

“We’re so glad we had Jim E. of Opportunities In Business involved in the sale of our liquor store from beginning to end. He dealt with prospective buyers professionally, represented our best interest and made certain all ‘t’s were crossed and ‘i’s dotted. He answered all of our questions while guiding the buyer through the paperwork and necessary approvals so that our sale went through correctly and swiftly. I highly recommend him!”

“We were referred to Peggy because of her experience in selling small businesses. With her expert guidance our business sold in about 6 months. She walked us through every step, was very knowledgeable and was a delight to work with. We are extremely grateful for her support and highly recommend her.”

“First class experience all the way around! Mac really set the bar in terms of knowledge, connections, experience, and overall professionalism. Highly recommend 🙂”

If you’re looking to buy or sell a business this year, or if you’re curious about the value of your business, Opportunities in Business would love to help. Contact us to discuss buying, selling, or a business valuation today!

Business Valuation

How COVID-19 is Affecting Business Valuation

The recent COVID-19 outbreak is creating an atmosphere of uncertainty across the globe. No business is completely sheltered from its effects. While some businesses are pivoting their business models and innovating to meet changing consumer demands, the majority of businesses are struggling in some capacity, making it nearly impossible to forecast six months…one year…three years into the future. Present challenges and future uncertainty directly affect business valuations.

What is fair market value?

According to the International Glossary of Business Valuation Terms, “fair market value” is defined as “the price expressed in terms of cash equivalents, at which property would change hands between a hypothetical willing and able buyer and a hypothetical willing and able seller, acting at arm’s length in an open and unrestricted market, when neither is under compulsion to buy or sell and when both have reasonable knowledge of relevant facts.”

How is business valuation determined?

A fine-tooth assessment of cash flow, growth and risk factors allows a person to determine the fair market value of their business.

Cash flow: The impact of COVID-19 has resulted in the temporary closure of many businesses. Other “essential” businesses remain open but a vast percentage of consumers are concerned about contracting the virus and are choosing to limit their interaction with these places of business or avoid them altogether. As their revenue decreases, their profit margin decreases, reducing cash flow.

Projected growth: Another facet of business valuation is the company’s growth forecast for the foreseeable future. In the case of the current pandemic, and fueled by layoffs, pay cuts and job loss, both projected industry growth and national economic growth naturally decrease, directly impacting business valuation.

Risk factors: Both internal and external risk factors directly impact business valuation.

  • Internal risk factors: These include earnings history and expectations, cash reserves, customer and employee satisfaction and supply-chains.
  • External risk factors: Coronavirus or anything else that a company cannot control that affects the well-being of a company, is considered an external factor. They can be industry-specific or related to the local, regional or national economy. 

If you’re thinking about buying or selling a business right now, let us provide you with a solid business valuation so you can confidently navigate these uncertain waters. Reach us at 612.331.8392 or by email at info@oibmn.com.

How to Determine what your Business is Worth

With the amount of privately held businesses, there should be an easy way to determine the worth of a privately held business. If you are looking for the “fair market value” of a public business, you would be able to find it’s valuation on the stock market. That is not the case for private businesses.

Financial statements and tax returns are not enough to base your businesses value on. Prices paid for similar businesses are often times hard to find as the sales agreements are usually kept private. And public company valuations may provide some context, but are hard to translate even when you take into account the difference in size, stability, liquidity, and a number of other factors.

There are two valuation methods you could look into. The Discounted Cash Flow (DCF) method tries to estimate the future cash flows and use that to determine the current value. The EBITDA valuation method takes into account the EBITDA, or Earnings Before Interest, Taxes, Depreciation and Amortization, multiple to come up with the current value. The issue with these methods is that they are both just estimates, and your estimates may differ from your buyers. They also do not take into account additional factors that could affect an offer, like cash versus earn-outs, working capital, or warranties, to name a few.

The most reliable indicator of the value of a business comes by finding out what people will pay for your business. This means taking into consideration multiple offers and juggling them until you can come to an agreement with a buyer. Buyers will decide what to pay based on what they believe your company will make them. That means you may have to prepare to represent your business in the best possible way with well-presented documentation, an investment thesis, and knowledge on how to counter price-chipping, a common strategy buyers use to reduce the price based on identifying possible issues with your business.

At the end of the day, evaluating a business is a complex process. Even if you follow all the guidelines and advice, there are probably assets or issues that you are going to miss. That is why the easiest course of action is to call in a professional, like Opportunities in Business. With our experience, specialized knowledge, and tools, we will give you the most accurate estimate of your business’s worth and help you find the buyers you need.

Ensuring Business Survival When Divorce Hits

Launching a business has a lot in common with getting married. Both require a leap of faith, grounded in deep self reflection coupled with open-eyed due diligence.

And neither marriage nor business has a guarantee of success.

When the business is solid but the marriage is crumbling, how can you make sure the business will emerge relatively unscathed from the process?

There are many factors at play, so each couple will have to forge their own path. Here are some tips.

Enter Marriage and Business with an Exit Strategy

When launching a business or diving into marriage, an exit strategy is a good idea. While bringing up a prenuptial agreement may feel awkward, the reality is about half of marriages end in divorce, so having a thoughtful, measured conversation about the possibility of divorce is an essential step in the marriage journey. If one party already owns a business, that business needs to be discussed in detail—both how the couple will deal with it in marriage, and in potential divorce cases fought by DUI defense law firm. If you feel resistant to this conversation, remember that the fall-out won’t just affect you and your spouse: it will impact employees, partners and clients.

Prenuptial Agreements Smooth the Transition

Julie R. Glade provides with divorce services in Merriville says that it is important that both parties have independent legal representation when constructing a prenup. Otherwise, there’s a risk of the agreement being dismissed in court. A judge can also dismiss the agreement if she believes a party hasn’t been honest and transparent when making it.

A parallel activity is the establishment of a buy/sell agreement, which establishes guidelines governing the departure of any co-owner from the business.

Having had that conversation and put both legal and informal agreements in place will make it much easier to manage emotions should you decide to split up. Click here to learn about a Divorce attorney, that can help you find the best possible solution for your current situation.

Post-Divorce Options: One Spouse Keeps the Business

This is the most common option offered by Raleigh dentist lawyers is the talk about insurance. It’s likely to take place when one spouse has a significantly greater interest and history with the business. Typically, the invested spouse buys out the other spouse’s interest. A professional appraisal establishes the value. Generally this method is tax-efficient: it’s considered a transfer of property incident to divorce, and therefore usually not taxable.

Other strategies include a settlement note to be paid off over time, or the company can buy back the departing spouse’s shares.

Post-Divorce Options: Both Spouses Keep the Business

When divorce is especially amicable, and both parties are equally committed to the business, they may continue to be partners in business if not in married life. Obviously it’s not for everyone, but it can be done. When successful, it is an enriching exploration of a new phase of relationship.

Post-Divorce Options: Both Spouses Sell the Business

The couple can sell the enterprise and split the proceeds. However, this may take time and undesirably lengthen the proceedings.

Professional Help to Navigate Divorce

It’s essential that couples enlist empathetic, experienced and qualified help as they navigate their transition. Find a divorce lawyer who is also versed in business issues. Make sure to get accurate, conclusive tax advice about the ramifications of transferring the business.

Consider exploring collaborative divorce with an experienced attorney. This is a form of alternative dispute resolution (ADR), which means that the lawyers agree that if a settlement is not reached, they will retreat from the process and not pursue litigation. This is a huge motivator for attorneys to seek a peaceful, constructive resolution.

Use a mediation specialist to discuss and pursue a mutually agreeable resolution, greatly enhancing the prospect of a peaceful parting of ways.

The bottom line: advance planning will help keep emotions in check and contribute to a more amicable divorce as well as a smoother business transition.

How to Exit Your Business Positively & Profitably

The time will come for everyone: one way or another, you’ll be ready to exit your business.
After devoting years, possibly decades, of blood, sweat and tears into building your company, you might be counting on a payoff. You might be depending on selling your business to fund your retirement. But what if you can’t sell?

The irony is that the more personally involved you are in your business, the harder it is to transfer operations to someone else. To maximize your company’s appeal, build a business that can run without you.

Running a business on autopilot demands systems, discipline and consistency. Those values are crucial to business success, and they’re often central features of franchise operations.

Consider the statistics on business survival. 80-90% of independent businesses fail in five years, whereas 80-90% of franchises are successful five years in.

What Do Franchises Have in Common?

They’ve had tremendous opportunity to make a lot mistakes and learn from them. If 100 franchise restaurants are pursuing improvement for five years, that’s 500 combined years of experience. Their strength is the combined experience and wisdom of legions of owners and managers, all wrapped up in a network which has honed the art of learning from trial and error, and perfected analyzing and communicating the results.

They harness the power of consistency. They have highly developed systems and processes ranging from employee handbooks to accounting templates. These enable them to operate profitably and reliably without the constant presence of ownership.

If you plan on exiting your business someday, it’s up to you to multiply its value by building it to operate profitably without your day-to-day engagement. By escaping the routine grind, you’ll free up time and energy to devote to concrete improvements. At the same time, you’ll build a business which is exponentially more attractive to buyers.

Lessons from the Franchise Arena

Franchises provide buyers with a handbook for success.

Your handbook for success has to include documented and repeatable systems for every element of your company, from sales and marketing to bookkeeping to inventory to shipping. Every task has to be systemized, every element has to be documented so employees can be trained accordingly. SOPs (Standard Operation Procedures) must clearly explain tasks, and employee manuals must clearly express responsibilities. Without these, consistent training is impossible.

Management must also conform to consistent, repeatable, trainable responsibilities and routines.

When these systems are successfully established, they’re nearly guaranteed to boost profits and increase efficiency. By documenting your strategies and procedures, you’ll reassure potential buyers that your success can be replicated.

Even if you don’t anticipate trying to sell for a few decades, these efforts will pay dividends.
When the owner is relieved of daily responsibilities and can focus on big-picture, process-oriented improvements, the possibility for real growth blossoms. Additionally, unexpected circumstances can confront any of us at any time, and having the option to sell your business keeps you flexible. Lastly, by the time many owners are ready to sell, they’re often too burned out to transform their business, so they’re forced to accept a lowball offer, or to shut their doors entirely.

Even if you’re convinced your business is one-of-a-kind, embracing a franchise mentality will boost its value and make your exit a financial success.

The Psychology of Selling a Business

Deciding to sell a business is no small beans. It’s a decision a business owner labors over for months or even years before finally pursuing. Whether the owner built the company from the ground up or purchased it from another owner and grew and nurtured it over the years, there are a whole gamut of emotions that come into play. After all, you don’t pour blood, sweat and tears into something and persist through perilous times without becoming emotionally attached to that which you fought so hard for, right? These emotions come into play both in the motivation behind the sale of a business as well as throughout the process. It’s vitally important to anticipate varying emotions while at the same time remaining objective and focused to ensure the best outcome.

Psychology behind the sale

Whether an owner recognizes it or not, there are three primary factors that drive the sale of a business: timing, health and divorce.

Timing: You’ve heard the saying, “Quit while you’re ahead.” Well, that’s precisely what many owners do. Afraid they can’t surpass their best year ever, they decide to sell and end strong.

Health: As a human on this planet, each one of us is vulnerable to personal tragedy. Whether it’s the sickness or death of a spouse, family member, friend or co-worker, there are numerous earth-shattering moments that bring close the reality that life is indeed short. It’s often out of this awakening that business owners decide to sell and pursue other dreams or endeavors.

Divorce: Whether it’s motivated by the determination of a divorce decree or from a desire to start fresh, divorce is a major factor in the decision to sell a business.

Psychology throughout the sale process

According to a 2013 article in the Scientific American, titled “Negative Emotions are Key to Well-Being,” the author, Tori Rodriguez, states that:

In fact, anger and sadness are an important part of life, and new research shows that experiencing and accepting such emotions are vital to our mental health. Attempting to suppress thoughts can backfire and even diminish our sense of contentment. “Acknowledging the complexity of life may be an especially fruitful path to psychological well-being,” says psychologist Jonathan M. Adler of the Franklin W. Olin College of Engineering.

Allowing yourself to feel your emotions and to ride the waves they come in on is an important key to mental health and contentment and will serve you well long after your business has changed hands. Be it sadness, anger or a sense of loss, remind yourself that these feelings are all a part of saying goodbye to something you truly cared about. The challenge is maintaining objectivity in your decision-making in the midst of these feelings. Various professionals (accountants, attorneys, brokers) that assist you throughout this process will help you stay focused.

Having an exit strategy in place prior to the sale of your business will also help you to remain objective and keep your emotions in check. Will you stay on as a consultant and help the next owner through his or her transition or will you make a clean break and pursue another business endeavor altogether? Although a business sale can seem lengthy and all-consuming, nothing breeds anxiety like waking up one day and realizing you don’t have a plan. Spend some time discussing your post-sale plan with your spouse, a trusted friend or a professional you respect. Then move forward confidently into the next chapter of your big and beautiful life.

If you are thinking about buying or selling a business, we would be happy to connect with you. We can be reached at 612.331.8392 or by email at info@oibmn.com.

Case Study: Real Estate Services

The Opportunity

In the mid 1980’s, an enterprising young farmer couple saw a need and capitalized on it. One of the many responsibilities on real estate agents’ plates is signage: putting signs in yards for listings and removing them after closings. This young couple started marketing this signage service for a fee and their business took off. Real estate agents were delighted to financially compensate this couple in order to offload this tedious task.

Sale #1

In a short span of time, their business was booming to the point where it was interfering with farming so this couple contacted Opportunities in Business about selling their startup. They sold the business to another farmer who went on to grow it by adding more realtor-oriented services such as storing signage, painting sign posts etc.

Sale #2

After a few years, this farmer and second owner decided to sell the business and contacted Opportunities in Business. With the help of OIB, he sold the business for 4x the original sale price. Realizing his passion for buying and selling businesses, the seller then joined the OIB team as an agent.

Sale #3

A few years after acquiring the business, this third owner was diagnosed with a serious medical condition and was no longer able to maintain it. He reached out to OIB and together we sold it for double what he bought it for.

Opportunities in Business had the privilege of selling this business a fourth time – this time for over 10x the original sales price. By this time, the business enjoyed over 65% of the market share statewide.

This is just one of many real life examples of how Opportunities in Business harnesses our experience in real estate to the tremendous benefit of each of our clients.

Case Study: Legal Subscription Service

While Opportunities in Business usually just helps people sell businesses, we often tell the story of when we helped create one. It happened when Bob Griesgraber and Tom Green, owners of OIB, learned of a change taking place at the Minnesota Supreme Court.

Court Provides Documents to Law Firms

It was the early 1980’s, before the digital revolution, and like many enterprises the court system generated vast quantities of documents. Some of these papers documented important changes in the law at local, state, and federal levels each year.

Historically, the Minnesota Supreme Court administered this information. A team of three employees were in charge of organizing these documents, which they compiled in three-ring binders. The court itself relied on these records, and attorneys and law firms also needed to stay up-to-date on these changes in the law. When legal professionals needed access to the information, they requested copies and paid a fee for the service.

Court Divests from Business

Eventually, the court concluded it was inappropriate for the courts to engage in this for-profit activity, and proposed that the enterprise no longer continue under the auspices of the court.

Griesgraber and Green got wind of this effort to privatize this vital service, and recognized the value of it. Here was an existing system satisfying an existing need for an existing market.

Meanwhile, they knew of someone seeking a new business to run. A local accountant (full disclosure: the accountant for Opportunities in Business) had an underutilized office and an underutilized wife. The wife had the skill set to manage such a business, and they had asked OIB to be on the lookout for a business which would be a good fit.

Family Buys and Expands Business

The wife-and-husband team bought the “business” for less than $50,000. They improved the systems by refining the collection and codifying the information, assembling it into a handbook for lawyers. Annual subscriptions were offered to the legal community, which responded positively: within a short time most law firms in Minnesota subscribed. Then they expanded to other states.

OIB Helps Family Sell, Very Profitably

Within seven years they had grown to 13 states. Ready to downsize their stake in the business, they asked OIB to sell about 80% of the states’ copyrights interests. OIB found qualified buyers and made the deal, netting well over a million dollars. They also sold the accounting practice.

With OIB’s help, this talented team got into a fledgling business for a relatively small investment. In seven short years, they boosted the business value by a factor of over 20 times. When they were ready to step back from their project, OIB was on the job again, helping them capitalize on their investment.

Why CEOs Must Take a Granular Approach to Overseeing Sales

CEOs have broad, big-picture responsibilities. While responsibilities will vary from firm to firm, CEOs typically rely on a number of division heads to manage the details while they take a wide, long-term view.

Why A Granular Approach to Sales is Important

While being a good manager and delegator is key, there’s a valid argument that CEOs need to take a more granular view of sales. McKinsey, a global management consulting firm, concludes that “CEOs who prioritize sales management outstrip their peers by as much as 80% in terms of revenue and profitability.”

80% — that’s quite a margin. What fuels this success?

Predict Revenue More Accurately

A CEO who takes a hands-on interest in monitoring the sales pipeline will be better positioned to predict revenue more accurately, and more effective at taking action to improve sales outcomes or revise expectations. Sustainable growth depends on both of these factors. Further, having firm numbers to reflect sales functions is crucial to attracting interest from venture capital.

What Sales Number Does a CEO Need to Track?

Every leader needs to resist falling down the rabbit hole of micro-managing, so what sales numbers does a CEO need to closely track?

Michael Sala, managing director at private equity firm LLR Partners, identified four sales pipeline metrics CEOs should monitor in a recent article.

His advice: Know the answer to these four questions:

  • What’s our average deal size?
  • What’s our average sales cycle?
  • What’s our conversion rate?
  • How many leads do we need in the sales pipeline?

What’s our average deal size?

Calculate the average deal size of your closed won deals over the last 12 months. Let’s say the average deal size is $50,000 and you intend to hit $2 million ACV. In July, the sales team would have to close 40 deals to hit the target.

What’s our average sales cycle?

Asses the time it takes to move from creating a qualified sales prospect to actually closing the deal. Check out data from your CRM and calculate the average from the last 12 months. Apply that number to what’s actually in your sales pipeline to anticipate what is likely to close in the year.

What’s our conversion rate?

Once again, rely on your CRM to assess your past conversion rate. If your rate is 10% and you want to close 100 deals, you need 1,000 opportunities in the pipeline.

How many leads do we need in the sales pipeline?

This one’s a bit trickier, because it varies across different lead-generation channels. Client referrals might have a high conversion rate, while leads generated by automated emails might be a fraction of the rate. So apply the conversion rates channel by channel—you ARE tracking how you got your leads, right?—to calculate how many leads you need to get the conversions you require.

Revenue Forecasts Based on Concrete Data

By having a handle on these metrics, you demonstrate to potential investors and buyers that your revenue forecasts are based on facts and past performance, not wishful thinking. Keep an eye on these figures, and you’ll know when the pipeline isn’t supporting projections, at which point you can step in to correct the situation.

When buyers have confidence your revenue is predictable, that translates into confidence in your business. When CEOs can state specific figures backed up by fact, they’re in a much stronger position than if they offer general ball-park figures.

Even if you’re not focused on attracting investors, it’s still a valuable strategy for scaling up your business. If you’ve got questions about buying or selling your business or how a granular approach to sales can help increase your business valuation, please give us a call!