A Smart Buyer’s Guide to Evaluating a Business Opportunity
A deal may first look attractive on paper. However, without digging deeper, you may risk problems that are not immediately visible. We recommend always being curious. Ask direct questions, as this will give you a clearer picture of what you are actually buying and help you avoid surprises later. Let’s take a closer look at how to best evaluate a business through asking questions.
Examine the Asking Price
It is a good idea to consider how the seller determined the asking price. The explanation should be clear and supported by solid financial data. If the reasoning feels vague or unsupported, it could be a strong signal to proceed carefully. Transparent and well-documented financials are at the basis of any sound acquisition, and reviewing them thoroughly should be a priority from the outset.
Understand Seller Motivations
You will also want to try to understand the seller’s motivations. If the business does not sell, what will the owner do next? If you can get answers to these kinds of questions, it can reveal how flexible sellers may be during negotiations and whether they feel pressure to close the deal. This insight can be useful when structuring an offer.
Assess Fit and Capability
Beyond numbers and strategy, consider whether the business is the right fit for you. Every company requires a specific mix of skills and experience. Understanding what it takes to run the operation successfully helps you evaluate whether you are prepared to step in and lead effectively. Even a profitable business can struggle under the wrong management.
Identify Risks and Dependencies
Another important area to ask about is whether or not there are any past or potential legal issues. If so, you will want to evaluate these as well as other issues that could threaten stability, such as reliance on a single major customer or vendor. These factors can significantly impact the long-term success of the business and should not be overlooked.
Review Operations
If the business has well-documented procedures, this can make transitions smoother and reduce the likelihood of disruption after the sale. It is also important to understand what employees plan to do once ownership changes hands. This way you can anticipate staffing challenges and maintain continuity.
Learn From the Seller’s Experience
Exploring the seller’s perspective can be very valuable. You might want to ask what they would have done differently. This simple question can uncover missed opportunities, inefficiencies, or lessons learned over time. When you ask the seller questions, this can highlight areas where you might improve the business. You may also gain insight into pitfalls that could repeat under new ownership. If a seller is open about their experiences, these insights can greatly benefit you.
The more information you gather during the sales process, the better. Each question you ask will strengthen your understanding of the opportunity in front of you. Taking the time to investigate is not just due diligence. It is the foundation for making a confident and informed decision.
Copyright: Business Brokerage Press, Inc.
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The Evolving Realities Around Succession in Family Businesses
A decade ago, research suggested that only about 28% of family businesses had a formal succession plan in place. While awareness has improved, the underlying challenge remains remarkably persistent. Recent studies from organizations such as PwC indicate that today, only around 30–35% of family businesses have a documented succession strategy. This means that most family businesses are still figuring out their transition planning path without a clear roadmap.
This lack of preparation is rather striking. Consider the fact that family-owned businesses continue to account for roughly 70–90% of businesses globally. This figure has remained relatively stable over the years. Yet continuity across generations has not improved at the same pace. Those figures reveal how difficult it remains to sustain a business beyond its founder.
If you are a family business owner considering a sale, the fact of the matter is that the complexities are often greater than they are in non-family firms. This is true both on an operational as well as an emotional level. Financial outcomes are typically only one part of the equation. Many families must value relationships alongside valuation. In some cases, this means accepting a lower purchase price in exchange for assurances that family members will retain roles or that the company’s culture will be preserved.
Another area that has come into sharper focus over the past decade is the importance of transaction expertise. Longstanding family legal or accounting advisors may bring valuable knowledge, but they are not always equipped to manage the complexity of an actual sale. Increasingly, families are turning to business brokers or M&A advisors. These are experienced professionals who can guide negotiations and help avoid common pitfalls that derail deals.
Disagreements among family members over valuation, timing, or future roles can quickly stall or even collapse a transaction. That is why early communication and decision-making is key. In many cases, successful family businesses designate a single decision-maker or small leadership group to represent the family’s interests. This shift reflects a trend toward more professionalized management within the family enterprise.
Confidentiality has also taken on new importance in a more connected and transparent business environment. Information leaks can spread faster and have more immediate consequences than they did ten years ago, affecting employees, customers, and competitors alike. As a result, disciplined communication and controlled processes are essential throughout a sale.
While awareness of the importance of succession planning has evolved in the last ten years, the core challenges are still the same. Many owners still hope to pass their businesses to the next generation, yet relatively few take the steps necessary to make that outcome possible. The families that come out on top are typically those that plan early and approach the process with strategy in mind.
Copyright: Business Brokerage Press, Inc.
PwC – Global / U.S. Family Business Survey https://www.pwc.com/us/en/services/audit-assurance/private-company-services/library/family-business-survey.html
https://www.pwc.com/gx/en/services/family-business/family-business-survey.html
KPMG – https://kpmg.com/us/en/articles/2025/global-family-business-report.html
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Why Early Exit Planning Matters for Business Owners
New business owners often are thinking about growth and working to increase revenue. While this is no doubt important, many people overlook a critical part of long-term success, and that is planning how they will eventually leave the business. The truth is that exit planning is most effective when it becomes part of your strategy from the beginning.
A common assumption is that selling a business is simple. But in reality, it can take years to find the right buyer. Without proper preparation, owners may feel like they have less options down the line. They may feel stuck or even forced into decisions that do not meet their goals and expectations. The good news is that planning ahead gives you the opportunity to shape your business into something that is both profitable and attractive to future buyers.
Establish a Business to Operate on Its Own
One of the most important elements in selling a business is making sure it can operate successfully without you. Buyers want confidence that the company will continue to perform after the transition. Oftentimes, small business owners end up being the core of their operations, but that’s far from ideal when they go to sell.
As early as possible, it’s important to consider setting up clear systems and documented processes. Buyers will be looking for a structure that does not rely on a single person. A business that can run smoothly on its own is far more appealing.
Build Ongoing Relationships
Relationships are another key consideration. Strong ties with customers, suppliers, and partners should be stable, and they should seamlessly carry over to the new owner of the business. If those relationships are depending entirely on you, buyers may see that as a risk.
Start thinking about building a reliable management team, as this can also make a significant difference. A capable team helps to ensure continuity. It should come as no surprise that when your business is easier to transition, this will increase its overall value.
Increase the Strength of Your Business Vision
Exit planning also benefits you as the owner by providing clarity. It encourages you to define your financial goals and understand what you need from a future sale. When you know your target, you are more likely to make decisions that support long-term value. This often leads to a more focused and successful approach to running the business.
When you take time to strategize long-term, it will also give you a chance to identify and address potential issues early. Recognizing weaknesses ahead of time allows you to fix them before they become potential problems during a sale. This preparation can help you strengthen your position when negotiating with buyers.
Planning your exit ultimately gives you more control over your future. Whether you decide to transition ownership or gradually step away, having a plan ensures that the process aligns with your goals. Instead of reacting to circumstances, you are making deliberate choices about what comes next.
Selling a business is one of the most important financial decisions most people will ever make. Taking the time to prepare ahead of time can lead to better outcomes all around. More importantly, this process allows you to fully realize the value of the business you have worked hard to build.
Copyright: Business Brokerage Press, Inc.
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