Selling your business as ‘Baby Boomer Tsunami’ builds

KenMatthewsTNA ‘Baby Boomer Tsunami’ is coming, threatening to disrupt the hopes and dreams of business owners relying on a sale, a merger, a managing director succession or indeed any other succession plan in the next few years.

A ‘Baby Boomer Tsunami’ is coming, threatening to disrupt the hopes and dreams of business owners relying on a sale, a merger, a managing director succession or indeed any other succession plan in the next few years.

Consider the scale of this tsunami as estimated by Matthews Steer Chartered Accountants: 70 per cent of people running SMEs are expected to exit those businesses over the next 10 years. That’s more than two-thirds of Australian SMEs in a single decade.

Approximately 80 per cent of Australian businesses are owned by baby boomers, who tend to have most of their assets tied up in their businesses. As more baby boomers enter their 60s and 70s over the coming decade they will need to sell the businesses to unlock funds for retirement – creating the Baby Boomer Tsunami. As the market becomes awash with businesses available for sale, there will be those who won’t attract buyers or achieve fair value. It’s a huge worry for business owners who have dedicated their lives to a business, worked hard and taken risks, yet may end up with little reward.

The problem is most businesses are unprepared strategically or structurally for a happy ending. According to an InformationWeek survey from 2010, only 10 per cent of businesses consider themselves either ‘prepared or well-prepared’ for a sale. I see too many SMEs that would not make it through due diligence. Few appear to have any exit or succession strategy whatsoever, and fewer still have a realistic idea of an appropriate level of investment and liquid assets necessary to fund their retirement. Many are not emotionally ready to let go, and may have successors who are not emotionally ready to take over. All of these issues need to be addressed.

A good start for business owners who deserve the true value of their hard work is to ask these four key questions:

What is our ideal succession?
Every business is different. An outright sale may be the best step for some but for others it could be a merger, a sale of a significant equity interest or a handover to a new Managing Director. You need a clear strategy in place and may need to clear some emotional hurdles before a plan is implemented.

Is our business at risk of being undervalued?
Most businesses over-estimate their value, even when they might be un-sellable, because only they understand the hard work and emotion that has gone into creating it. But with professional help it is possible to de-risk the business and turn it around, so that investors or other partners can also recognise its full value.

Would we pass the due diligence and legal process?
It’s heartbreaking to think that a business sale could fail at the due diligence stage, but a business which does not have its financial and legal affairs in order will often fall at this hurdle, devaluing the business. Those that are prepared and who have sought the appropriate advice will go into the process knowing that these hurdles can be cleared.

Where will our buyers come from?
How will you find the right buyer or merger partner? Being connected to the right people is essential for a dream result.

Ken Matthews is a founding partner and Director of Matthews Steer Chartered Accountants.

 

 

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