Why a minority and operating partner wouldn’t accept the terms of a sale that the majority partner proposed. How four companies that operating as one were sold separately and the challenges of doing so. The importance of a great management team.

Michael VannThe Vann GroupRockland, MassachussetsVisit WebsiteSend E-mail

Why a company with $4.7M in sales sold for more than a company with $12M in sales and in less than 1/5 of the time. How a seller’s dishonesty caused a failure in the buyer. How by not listing the selling price of the business netted a sales price 2.5x greater than the anticipated sales price.

Gary RaybergROI Business BrokersRockland, MassachussetsVisit WebsiteSend E-mail

An owner fails to recognize the leverage his CEO held and incentivize him to sell the business, which costs the owner $500k. Another owner​ lets corporation status lapse and almost caused the deal to fall apart. What to do when a corporate stock certificate is misplaced which represents 45% ownership of a $39 million sale.

Jim BurnsCarson Messinger, PLLCPheonix, ArizonaVisit WebsiteSend E-mail

A retractable screen distributor faced difficulties with a Canadian manufacturer unfamiliar with SBA loans​. A precision metal parts company had 72% of its revenue to one customer.

Jon TichichSunbelt MidwestMinneapolis, MinnesotaVisit WebsiteSend E-mail

Why private equity deals don’t always work out. A company that had poor marketing skills was purchased by a buyer who recognizes it’s potential and lands Oprah Winfrey as a client.

Andy CagnettaTransworld Business AdvisorsFort Lauderdale, FloridaVisit WebsiteSend E-mail

Why the seller not working in the business can hurt a sale. How control over the real estate in a deal can be the most important thing. The difference between being ready to sell on an emotional level as well as having your business ready.

Carol GreshamConfidential Business IntermediariesRogers, ArkansasVisit WebsiteSend E-mail

A buyer discovers during due diligence that a seller gave preferential treatment to a key employee and allowed him to keep customer data on his personal computer. A key employee was discovered not to have a deep loyalty to a company in an industry notorious for job-hopping. A seller who never thought two of his own employees with no money would be able to buy the business, but with smart exit planning was able to capture the full value of the business.

Jim DeShayesColorado Business ExchangeFort Collins, ColoradoVisit WebsiteSend E-mail

The importance of lease issues being resolved early in a restaurant sale. Owner of an upscale restaurant has a dispute with a potential buyer and was ready to walk away from a cash offer deal. How was the seller able to put differences aside, and eventually close the deal?

Jerry DizaPacific Restaurant BrokersOrange County, CaliforniaVisit WebsiteSend E-mail

A business in escrow that a seller managed to sell even after it was hit by a hurricane. A buyer that researched growing his business by acquisition and was prepared when the right fit came along.

Daniel HerringEmerald Coast BrokersDestin, FloridaVisit WebsiteSend E-mail

A successful wholesale distributor of brushes that didn’t sell before an owner’s injury, which cost him greatly. Also, the story of a flower shop that was a staple in the community. The owner stopped showing up once listing the business and cost herself the deal. Followed by a success story of a woman-owned executive staffing firm that strategically planned for an exit by establishing others to run the business successfully without her, in order to transition it to a buyer with continuity which led to a very successful sale.

Shawn DavisLink BusinessLos Angeles, CaliforniaVisit WebsiteSend E-mail