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Author:  Kelly Finnell, President of Executive Financial Services, Inc.

When business owners consider selling their company, they often fall into one of two distinct categories. There are those who seek to maximize the sales price and receive as much cash upfront as possible, driven primarily by financial gain. And then, there are those who aspire to a more comprehensive vision. Beyond the desire for a good selling price, these business owners aim for a transaction that not only rewards them but also safeguards their employees and preserves the cherished company culture. These individuals can be aptly described as Compassionate Capitalists.

Capitalism and Compassion: An Age-Old Debate

The debate surrounding Capitalism and its relationship with greed has persisted since the very inception of the economic system. Philosophers, historical figures, and ordinary people alike have all weighed in on whether Capitalism inherently relies on unchecked self-interest, or if it can coexist with compassion and societal responsibility. Some argue that Capitalism thrives on self-interest, while others contend that it can function harmoniously with compassion, benefiting not just business owners but society as a whole.

Historical Perspectives on Capitalism

To delve deeper into this debate, let’s examine the views of two iconic figures from history: Karl Marx and Andrew Carnegie. Marx, a 19th-century German philosopher and economist, viewed Capitalism as inherently exploitative. He believed it created social and economic inequalities, with Capitalists profiting from the labor of workers who received less than the value of their contributions. Marx advocated for wealth redistribution and worker ownership of production means to address these issues.

In contrast, Andrew Carnegie, a Scottish-American industrialist and philanthropist, believed Capitalism could be a force for good. He argued that the accumulation of wealth was a natural part of the economic system but emphasized that wealthy individuals had a moral obligation to use their riches for the betterment of society. Carnegie donated millions of dollars to support causes such as education and public libraries, viewing philanthropy as a means to address inequality and poverty within the existing economic system.

Employee Stock Ownership Plans (ESOPs): Bridging the Gap

The emergence of Employee Stock Ownership Plans (ESOPs) in the mid-20th century represents a practical manifestation of both Marx and Carnegie’s ideals. ESOPs empower workers through ownership while operating within the framework of Capitalism. Developed by Louis Kelso, ESOPs aimed to align the interests of employees and owners, enhancing motivation, productivity, and shared success.

The History of ESOPs

ESOPs trace their roots to the mid-20th century when the concept of employee ownership gained traction as a response to labor challenges and changing economic landscapes. In the 1950s, economist and lawyer Louis Kelso developed the framework for ESOPs, believing that employee ownership would lead to increased motivation, productivity, and commitment to a company’s success.

The Employee Retirement Income Security Act (ERISA) in 1974 provided legislative support for ESOPs, establishing guidelines for their administration, funding, and fiduciary responsibilities. Subsequent amendments to the tax code enhanced the tax advantages of ESOPs, making them more attractive to business owners seeking socially responsible ownership transitions.

The Benefits of ESOPs

ESOPs offer compelling advantages for both business owners and employees. Owners can defer or eliminate capital gains taxes when selling shares to the ESOP, making it an attractive exit strategy. Employees, on the other hand, gain an ownership stake in the company and benefit from tax-deductible contributions made by the company to the ESOP. As the ESOP allocates shares over time, employees enjoy the appreciation of those shares, enhancing their financial well-being and sense of ownership.

Furthermore, ESOPs motivate employees by giving them a genuine stake in the company’s success. The sense of ownership fosters higher engagement, increased morale, and a broader range of workplace benefits. This model aligns the interests of workers with those of management, creating a more collaborative and equitable workplace.

A Compassionate Capitalist Case Study

A real-world example illustrates the power of Compassionate Capitalism through ESOPs. In 2011, a defense contractor with 1200 employees, considering an ESOP transaction, transitioned to an employee-owned model. Over the next decade, it experienced significant growth, and in 2020, it sold for $1.6 billion. This resulted in hundreds of millionaires among the ESOP participants.

One poignant story from this transition involved a long-tenured mailroom employee who, after the sale, learned he would receive over $4 million from his ESOP account. Overjoyed, he planned to use this windfall to establish a fund to pay for his grandchildren and great-grandchildren’s college tuition.

Want to learn more from the firm who carried out this transaction? Click HERE to register for an upcoming webinar with our partners at Executive Financial Services, Inc.! 

The Essence of Compassionate Capitalism

In the ESOP model, business owners do not need to sacrifice a fair purchase price to protect their employees, preserve company culture, and create generational wealth opportunities. Compassionate Capitalism, as exemplified by ESOPs, demonstrates that Capitalism and compassion can coexist harmoniously. It’s about centering employees, nurturing a thriving company culture, and providing opportunities for financial prosperity while still achieving a fair market value for the business.

In the words of Andrew Carnegie, “The man who dies thus rich dies disgraced.” Through Compassionate Capitalism and ESOPs, business owners can realize their vision of wealth and success while uplifting their employees and contributing to a more equitable and sustainable economy for all. As we reflect on the age-old debate between Capitalism and compassion, ESOPs provide a compelling answer that bridges the divide and propels us towards a more compassionate and prosperous future.

Join us for an upcoming webinar with guests from our trusted partners at Executive Financial Services, “ESOPs: How Successful Advisors Participate and Benefit,” where you’ll gain valuable insights into the world of ESOPs and discover how to leverage them to benefit your clients and your own practice. 

Exit Planning is a critical component of financial advisory services, helping business owners prepare for the successful transition of their businesses. However, despite its importance for owners, many advisors face several pain points and challenges when introduced to the concept of Exit Planning and the idea of adding it as a service to their professional practice. In this blog post, we’ll explore the various hurdles and obstacles that advisors encounter when considering Exit Planning and how these can be overcome to ensure success in this vital area.

Advisor Pain Points & Solutions

• Limited Budget Availability

One of the primary challenges advisors face when looking to incorporate Exit Planning into their practice is the perception that it requires a substantial budget. The cost associated with training and planning tools can deter advisors from taking the first step.

Solution: Contrary to popular belief, effective Exit Planning doesn’t always require a massive financial commitment. Advisors can start small and gradually invest as their practice grows. We’re confident you will see the long term benefits of offering Exit Planning as a service, even with a foundational level of Exit Planning knowledge. 

• Compliance Approval

Advisors often encounter hurdles in obtaining compliance approval to offer Exit Planning services or use the associated tools and content. Regulatory constraints can slow down the process and create frustration.

Solution: Collaborate with service providers of these solutions to streamline the approval process. Ensuring that all materials and processes meet regulatory standards makes it easier for advisors to obtain the necessary approvals. The BEI Team has worked with several compliance departments to get solutions approved for advisors. 

• Lack of Bandwidth

Many advisors have limited bandwidth due to their existing client commitments and workload. Adding Exit Planning services can seem overwhelming.

Solution:  Integrating Exit Planning into your  practice can be a gradual process. Delegate tasks when possible and make use of tools and resources that can simplify the process. With the right tools in place, you can clear up some of the bandwidth challenges through streamlined communication among team members, project timelines and deadlines, and automated systems for data entry and report creation. 

• Certification Misconceptions

Some advisors believe they must be certified in Exit Planning before offering it as a service. This misconception can be a significant barrier to entry.

Solution: Certification is not always a prerequisite. While certifications such as BEI’s Certified Exit Planner Designation (CExP) can enhance credibility, advisors can begin offering Exit Planning services with the right training and tools. Further, as in the case with the three-step training program that leads up to the CExP designation, advisors can begin practicing Exit Planning while they are working through training. You do not need to be an expert in all aspects of Exit Planning in order to start offering services to clients. You simply need to have an understanding of what an owner’s goals are today and what team members are needed to get them there. 

• Perception of Complexity

Exit Planning is often perceived as a complex and daunting field, deterring advisors from diving in. It’s seemingly much more logical and comfortable for you to “stay in your lane.” 

Solution: As many BEI Advisors can attest, after just a few client engagements, business owners and advisors alike are often able to demystify Exit Planning. With BEI’s tools and resources designed for this very hurdle, you can break down the process into manageable steps and receive ongoing support to address any complexities that may arise. Many advisors find success in looking inward to see if there is a specific niche market or industry they can focus on that will set them apart from their competitors. Every business is different, but every business owner will need an exit strategy, regardless of industry or audience. 

• Already Successful

Advisors who are already successful in their line of work may hesitate to add Exit Planning to their practice, thinking they don’t need it.

Solution: Consider the added value that a business owner receives when your core services are coupled with Exit Planning services that they may not even know they need. Likewise, offering this service positions you as your client’s most trusted advisor, ultimately deepening client relationships and opening doors to new opportunities and success. 

• Time Constraints

Advisors often cite time constraints as a reason for not engaging in Exit Planning. They may feel too busy or think it’s the wrong time of year.

Solution: A good tip to consider, when adding any additional responsibility, is to revisit how your time is spent. Many BEI Advisors schedule dedicated time for Exit Planning and have a separate strategy of communicating its importance to clients. That’s why with a BEI Growth License, you’re given access to hundreds of content pieces, plus newsletter automation to easily allow for incorporation into existing processes without overwhelming your schedules.

• Uncertainty About Fees

Advisors may be unsure about how to charge fees for Exit Planning services, which can deter them from getting started.

Solution: Charging fees and determining fees structures vary across the board. There is no harm in testing a few methods to see which strategy works best for both you and your clients. Regardless of pricing structures, adding Exit Planning allows for the additional and recurring revenue that you may not otherwise receive if not providing the long-term, comprehensive planning that is Exit Planning.   

• Staying Active with Tools and Resources

Advisors who join Exit Planning programs like BEI may struggle to stay active and engaged with the provided tools and resources.

Solution: BEI provides ongoing training, webinars, conferences, and various means of support to keep advisors motivated and informed. It is an emphasis at BEI to provide advisors with opportunities for continuous learning and improvement. Additionally, it’s our goal to continuously enhance and update the planning software to improve ease of use and capabilities.  

Hurdles in the Learning Process

Advisors may find it challenging to learn a new approach and framework for Exit Planning.

Solution: BEI has been working tirelessly to develop user-friendly software and resources that simplify the planning process. With a BEI Planning or Premium License, there are videos and articles that offer tips to help advisors like you quickly grasp the essentials. In the event that you find yourself needing more support on how to engage a client and build a plan, BEI can put you in contact with a planning consultant to guide you through each step to ensure success.

Combination of Services

Advisors often seek a combination of services, including tools and resources, to complement their Exit Planning efforts.

Solution: Collaborate with complementary services offered by our industry partners to provide a comprehensive suite of tools and resources that address various aspects of Exit Planning. 

Conclusion

While advisors may face numerous challenges when considering Exit Planning, these obstacles can be overcome with the right strategies, support, and resources. By addressing budget concerns, simplifying the process, and emphasizing the benefits, advisors can successfully add Exit Planning to their practice and provide valuable services to business owners seeking to transition their businesses effectively.

Ready to learn more? Schedule a meeting with us so we can walk you through some of the most common pain points and disprove some common misconceptions so you can be on your way to the next level.

In the world of entrepreneurship, change is inevitable, and business owners often work on their own schedules. Every business owner at some point, with or without a plan, faces a crucial juncture in their journey—the transition or exit from their business. Whether it’s retirement, a strategic sale, or passing the torch to the next generation, this transition is a pivotal moment in their life that comes with heavy financial and personal decision.  

What many fail to realize is that the success of this transition hinges on something far more profound than just paperwork and negotiations: it’s about the relationship between the business owner and their advisor(s). Engaging business owners before, during, and after their transition is of paramount importance.  

Let’s delve into why. 

Before the Transition: Building Trust and Understanding their Mission

As an advisor, it’s crucial to engage with business owners before they even begin to contemplate their exit. This phase is about building trust and understanding the unique circumstances surrounding their business. Business owners are often emotionally invested in their enterprises. They’ve poured their heart, soul, and countless hours into making it a success. By engaging early, you can develop a deep understanding of their goals, values, and aspirations.  

This understanding of mission is invaluable when helping them move through the planning process. The more you learn and uncover, the more customized you can get in the creation of a transition plan that aligns with their vision. Moreover, by building trust, you can ensure that the owner feels comfortable and supported throughout the process, especially since it is bound to change along the way. This is not merely a transaction; it’s a life-altering event that should be handled with care and ongoing advice and support from a trusted advisor.  

Engaging with Business Owners During the Transition: Guidance and Support 

The transition phase is the most critical and potentially tumultuous period for a business owner. It’s the time when the carefully crafted plans must be executed, and the owner must navigate the complexities of relinquishing control. Engaging business owners during this phase is like being their guiding light in the dark tunnel of uncertainty. 

Effective communication is key during this stage. Business owners need to feel they have a reliable partner who can answer their questions, address their concerns, and provide strategic advice. Whether it’s negotiating terms with potential buyers or ensuring a smooth transition of leadership, your involvement can make all the difference in the success of the transition. 

Another key element to this stage is adaptability. Leading up until this point, the plans and goals have likely changed a handful of times, meaning that the owner is going to rely on you to stay the course and be flexible as much as possible. The role of the Exit Planning Advisor is often related to the role of a quarterback. Working with the owner each step of the way, relaying information to and from the team of advisors, and keeping everyone involved on track is the job that you take on.  

After the Transition: Ensuring Long-Term Success 

Many advisors make the mistake of thinking their job is done once the transition is complete. However, the post-transition phase is just as crucial. This is the time when the business owner is adapting to their post-exit reality. They may be facing a newfound sense of purpose or grappling with the emotions of letting go. Your ongoing support is essential to ensure the long-term success of both the business and the individual. 

Staying involved after the transition can help address unforeseen challenges, capitalize on opportunities, and ensure a smooth transition of power or ownership. It also reinforces the trust and rapport built during the earlier stages, which can lead to enduring partnerships and future opportunities. It’s often found that after leading a client through a transition, they will then come to you for things such as wealth planning, estate planning, investment management, family governance, and more. For you, that means more work with the client as well as the potential for referral business resulting from the trust you spent so much time building.  

Conclusion

A longtime BEI Advisor, Nick Niemann, shared in a 2023 BEI National Conference session the four key mindsets that come to play in engaging clients and staying involved with them through their business owner lifecycle.  

1. Begin with the End in Mind. As an Exit Planning Advisor, a business owner will rely on you to provide the big-picture view and keep the end goal in mind throughout the process.  

2. Start with Simple. Some owners will only comply to an Exit Planning engagement if they can see results first. Perhaps starting with a small piece of the puzzle – such as business continuity instructions or a buy-sell agreement, will create a sense of urgency and clarity for the client.  

3. Go For Great – Not Perfect. Advisors make mistakes too. When engaging business owners on such an important planning event, it’s helpful to be open and vulnerable with the owners as you would like them to be with you. If you keep the mission of the owner, as well as the scope of the engagement in mind throughout the process, you are bound to find solutions to any hiccup that might come up along the way.  

4. All Plans are Firm… Until They Change. Adaptability is a key quality of a good advisor. Knowing that plans will change along the way, and being open to re-visiting goals and reassuring clients is all part of the all-important engagement process. 

The importance of engaging with business owners before, during, and after their transition cannot be overstated. It’s not just about securing a deal; it’s about honoring the legacy of the business and the dreams of the owner. By building trust, offering guidance, and providing ongoing support, you can help ensure that this significant life event is not just a success – but a fulfilling and transformative experience for everyone involved.  

Marketing is the lifeblood of any business. It’s how companies connect with their target audience, build brand awareness, and ultimately drive sales. In today’s tech-savvy world, marketing has evolved significantly, and there’s an ongoing debate about which approach is more effective: traditional or digital marketing. In this blog post, we’ll delve into the strengths and weaknesses of both traditional and digital marketing to help you make informed decisions about your marketing strategy. Further, we’ll highlight the importance of marketing strategy in the professional services space and why personalizing your approach to client-engagement as an advisor will differentiate you from your competitors and boost credibility and trustworthiness among clients and prospects.  

Traditional Marketing: Time-Tested Strategies 

Traditional marketing encompasses the tried-and-true methods that businesses have been using for decades. This includes print advertising, television and radio commercials, billboards, direct mail, and events. Here are some key points to consider: 

1. Tangibility: Traditional marketing materials like printed brochures, flyers, and business cards offer a tangible presence, allowing potential customers to physically interact with your brand. Oftentimes, a physical interaction sticks with a client or prospect longer than a digital interaction.  

2. Local Reach: Traditional methods can be especially effective for local businesses, as they can target specific geographic areas effectively. Advisors are more likely to be able to meet face-to-face with someone in their local area, than with a prospect across the country.   

3. Trust and Credibility: Many consumers still find traditional marketing materials to be more trustworthy and credible, especially when compared to online ads that might be seen as intrusive. 

However, traditional marketing also has some downsides: 

1. Limited Metrics: Tracking the ROI (Return on Investment) can be challenging with traditional marketing. It’s often difficult to measure how many people saw a billboard or read a flyer. While word-of-mouth is certainly of high value, it can sometimes be hard to put a number on that value.  

2. Cost: Traditional marketing can be costly, especially for advisors with small firms and limited staff and resources. Printing materials, running TV ads, or hosting events can require a significant budget compared to some methods carried out online.   

3. Limited Targeting: Traditional marketing methods often lack the precision of digital marketing when it comes to targeting specific demographics or interests. 

Digital Marketing: The Power of the Internet 

Digital marketing leverages the internet and technology to reach and engage with your audience. It includes strategies like social media marketing, content marketing, email marketing, pay-per-click (PPC) advertising, and search engine optimization (SEO).  

Here are some advantages of digital marketing as a professional advisor: 

1. Precise Targeting: With digital marketing, you can target specific demographics, interests, and behaviors, ensuring your message reaches the right people at the right time. 

2. Measurable Results: Digital marketing provides in-depth analytics and metrics. You can track website traffic, conversion rates, email open rates, and much more, allowing you to make more accurate, data-driven decisions.  

3. Cost-Effective: Compared to traditional marketing, digital marketing often requires a smaller budget. Pay-per-click advertising, for instance, means you only pay when someone clicks on your ad. As another example, running a social media campaign or creating email sequences can produce organic traffic and leads that cost you little to nothing.  

4. Global Reach: The internet knows no boundaries. With digital marketing, you can reach a global audience, making it ideal for advisors looking to expand their clientele beyond local markets. 

5. Relevance: Someone who attends a live event may forget the takeaways after a few weeks. However, content on the internet can always be found. For example, if you post a thought-provoking article on your website or social media channel, someone searching for that topic could stumble upon it weeks, months, or even years later.    

However, like traditional marketing tactics, digital marketing has its challenges: 

1. Information Overload: The digital space is crowded, making it challenging to stand out. Users are bombarded with ads and content, which can lead to ad fatigue and inboxes are so full many users opt to mass-delete without reading.  

2. Constant Evolution: The digital landscape is always changing, requiring businesses to stay updated on the latest trends and algorithms. For many advisors, they simply do not have the bandwidth or staff to keep up with the latest and greatest.  

3. Privacy Concerns: With increasing concerns about data privacy, advisors need to be cautious about how they collect and use customer data. Business planning is personal. In creating long-term plans for an owner, it’s required of you to gather a large amount of private and financial information in order develop and work towards goals. Sometimes owners can be averse to sharing this information over a screen or phone. 

Marketing Overlaps as a Professional Business Advisor  

As a business planning advisor, you are already juggling the needs, concerns, and goals of your clients. Marketing your practice and focusing on your client-engagement techniques may often fall by the wayside. In considering the pros and cons of traditional and digital marketing strategies listed above, it’s important to consider how both affect the other in a client-advisor relationship and in a long-term planning engagement.   

1. Business planning is a competitive marketplace. Whether you are competing for clients against other advisors in your area, or are up against the oversaturation of the digital landscape, competition is high. The key to staying top of mind is to focus more on relationship management than acquiring clients, at least in the beginning. Establishing trust and credibility will go a long way in sustaining a long-term business relationship.  

2. Dedicate a budget for marketing. Many advisors don’t have the time or expertise to do marketing at all. For an advisor, your expertise and time lies in the work of business planning and managing client portfolios. However, hiring a contractor to help produce content or a larger marketing firm to guide strategy and automation will help take some of the marketing tasks off your hands, and really pay off in the end.  

3. Keep in mind generational shifts and preferences. There can be an argument made that both traditional and digital marketing is preferred depending on who you ask. It is important to acknowledge the generational changes in communication styles when determining your strategy. For example, a younger client might respond more quickly to an email or LinkedIn message over lunch than they would to a voicemail. Or, a long-time client nearing Retirment might prefer a meeting over coffee to discuss plans over an email or software management system. 

4. Find a balance. Personalization is still key, in both realms of marketing. Regardless of the means in which you connect with clients, the messaging and storytelling is what will stick with them. 

Conclusion  

In the battle of traditional vs. digital marketing, there’s no one-size-fits-all answer. Both have their strengths and weaknesses, and the best approach often depends on your business goals, target audience, and budget. Many successful marketing strategies today incorporate elements of both traditional and digital marketing, creating a comprehensive approach that reaches a broader audience and provides measurable results. 

Ultimately, the key is to understand your audience of business owners, stay flexible, try new tactics, and adapt your marketing strategy as needed to meet the ever-changing demands of the market. Whether you choose traditional, digital, or a combination of both, effective marketing remains the cornerstone of business success in the digital age. 

Business value is important to all businesses, but it is transferable value – what a business is worth to a buyer without the owner’s presence and involvement in the business – that drives a successful exit. Transferable Value can be increased by having strong Value Drivers. Strong Value Drivers are what make a company a desirable acquisition to buyers. Buyers will pay top dollar for a company with well-functioning Value Drivers because Value Drivers inherently contribute to increased cash flow.

To help guide you toward the kinds of Value Drivers your clients should aim to install in their companies, we’ve compiled a list of the nine most important Value Drivers. As you read through this list, remember that it is not exhaustive. Depending on who your clients are and which types of businesses they run, there may be other Value Drivers that create and increase transferable business value. However, these Value Drivers are nearly universal. 

9 Value Drivers

1. Next-Level Management 
2. Operating Systems that Improve Sustainability of Cash Flows
3. Diversified Customer Base 
4. Proven Growth Strategy 
5. Recurring Revenue that is Sustainable and Resistant to Commoditization
6. Good and Improving Cash Flow 
7. Demonstrated Scalability 
8. Competitive Advantage
9. Financial Foresight and Controls 

Next-Level Management

Next-level management is the mother of all Value Drivers. It is the most critical Value Driver because in the end, management oversees the installation and growth of all other Value Drivers. 

As the name implies, next-level managers usually work in companies that are larger than your clients’ companies. Next-level managers will know how to grow the company at least to the level of the larger companies they’ve worked for. These managers have worked with customers, vendors, advisors, consultants, and others in the market at levels to which your clients aspire to grow their companies. 

This isn’t to say that your clients’ existing managers can’t grow the company to the level needed to bridge any Asset Gaps your clients might have. Whether current managers can do that is a determination you must help your clients make, using either your own expertise or the expertise provided by your Advisor Team. Existing managers certainly can drive growth at the pace necessary if your clients’ companies are currently growing at a pace that will bridge any existing Asset Gaps. If growth isn’t on track to achieve your clients’ goals, then their existing managers, with additional training (perhaps working with outside consultants and coaches), may be able to improve to the degree necessary to achieve the results your clients require.

Operating Systems  

Establishing and documenting standard business procedures and systems demonstrate to buyers that your clients’ businesses can maintain profitability both after the sale and after your clients have exited. Properly established and practiced systems create cash flow and increase its sustainability. As an advisor, having tools and systems to document your clients’ business procedures goes a long way in assuring that they can show potential buyers what those procedures are and that those procedures work.

In short, savvy buyers—without exception—look to this Value Driver. If it is absent or weak, buyers move on. We cannot understate the importance of this Value Driver: Creating and documenting systems and processes is crucial to building your clients’ business value to the point at which they can leave their businesses on their terms without fear that they will fall apart without them. 

Diversified Customer Base 

Buyers typically look for a customer base in which no single client accounts for more than 10% of total sales. A diversified customer base insulates companies from the loss of a major customer. For example, if you are working with a client whose three top customers generate 40% of all sales, a buyer would be concerned if one or more of them left upon learning that your client sold the company. To a lesser extent, this may also be a concern to key employee, co-owner, or family buyers if the biggest customers are loyal to the business owner rather than to the business itself or other employees. Thus, customer concentration is a risk factor to avoid, regardless of the Exit Path your clients choose. While it may be difficult for your clients to consider new and/or profitable markets for their products and services, if you have clients who rely on only a handful of customers, it’s a topic you must broach.

Proven Growth Strategy

Even if your clients expect to retire tomorrow, it makes sense for them to have a written plan describing future growth, and how they will achieve that growth in the context of industry dynamics and demand for their company’s products. This growth plan may include developing new product lines or augmenting existing ones, market plans, growth through the acquisition of other companies, expansion into new territories, or increasing manufacturing capacity. A detailed and properly communicated growth plan helps attract buyers, especially if your clients’ previous plans have allowed them to successfully attain their goals. Combining next-level management with a written growth plan that details business value is a powerful one-two punch. Top management, with input from your business-owning clients, will create the plan for how goals will be accomplished and assign responsibility and deadlines.

If your clients have not created a written plan, you must help them evaluate the resources within their companies to create a plan that, at a minimum, bridges the existing value/cash flow gap. This is an area where collaborating with members of your Advisor Team, or even bringing experts from the outside onto your Advisor Team, may be essential.

Recurring Revenue

You may want to view this as two Value Drivers:

1. Recurring, sustainable revenue.
2. Having products or services resistant to commoditization.

The reason that revenue is a Value Driver is evident: If you were a buyer, you’d much prefer to buy a business that makes money hand over fist than one that struggles to eke out a profit. The question you should ask your clients is, is there a way for their companies to create one or more recurring revenue streams? Whether your clients can think of ways to create recurring, commoditization-resistant revenue or not, getting them thinking about this question opens a door for you to help them, either with your own expertise or through your Advisor Team.

The first step in installing this Value Driver is to find out whether your clients’ companies have recurring revenue streams to begin with. Another question to ask your clients is whether their products and services are viewed as commodities by customers.

It’s difficult to create any useful product or service that can’t be quickly imitated and commoditized by competitors, so continuous innovation in addition to the other strategies mentioned above is crucial when it comes to building transferable value.

Good & Improving Cash Flow 

Ultimately, all Value Drivers contribute to stable and predictable cash flow. You can help your clients increase their companies’ cash flow today by focusing on ways for their management teams to operate their businesses more efficiently: increasing productivity and decreasing costs. However, this alone may not create sufficient growth to allow your clients to achieve their objectives on time. Additionally, this Value Driver depends on the effective operation of other Value Drivers.

Growth throughout the entire infrastructure of your clients’ companies is pivotal to growing cash flow. For example, growth in the number of customers your clients serve requires growth in customer service. When the quality of your clients’ customers increases, or when your clients add or change product and service offerings, the entire organization must grow in lockstep. This means more—or better—management, more training, and more accountability. As an Exit Planning Advisor, you can search for, find, and introduce your clients to the people and programs necessary to make the improvements a reality, ultimately improving transferable value.

Demonstrated Scalability 

Under the right circumstances, increased revenue can lead to increased profit margins for your clients. Consider a gaming app on a phone. There’s a fixed cost to design and test the app, but additional sales don’t necessarily increase those costs. While scalability may be a bit more difficult if you’re representing the owner of a hardware store, it’s not impossible: If your hardware store owner enjoys high profitability and strong revenue growth, it’s likely that the company has many of these Value Drivers in place, including a competitive advantage. If these Value Drivers can be replicated, your client can scale the business by establishing new stores in different locations using the same Value Driver model, similar to the model Apple uses with its Apple Stores.

Scalability should be a major focus for your clients. It is perhaps the quickest way to grow cash flow and increase business value because scalability is based on something the company is already doing.

Competitive Advantage 

The competitive advantage your clients provide is the reason their customers buy from them instead of from their competitors. How do you help your clients identify any competitive advantages their companies might have? It isn’t easy, especially since your clients may have a competitive advantage that they don’t even know they have. A good way to determine whether there is a competitive advantage at all is to compare your clients’ profit margins and growth rate to their competitors’. If they are considerably higher for your clients, it’s a good bet that they have a competitive advantage. If so, you and your Advisor Team must help them determine what it is and protect it.

It’s possible that your clients have a competitive advantage and know what it is. However, if they don’t, they’re likely competing on price alone, which means that they’re susceptible to commoditization. In either case, it’s worth spending time on this Value Driver with your clients, their management teams, and your Advisor Team. If the company has a competitive advantage, you’ll want to help your clients protect it and more importantly, promote it.

Financial Foresight 

Like recurring revenue, this Value Driver also has two aspects. The first relates to financial controls or reporting. Many companies lack reliable financial reporting to such an extent that buyers can’t determine what the company has or track the source of its revenues. Usually, this problem is correctable, but it takes time to do so. More importantly, sloppy financial reporting can indicate to buyers that there’s an underlying problem, the most benign of which is that owners and management lack a clear understanding of their own company’s financial performance. The second aspect is less apparent but more important. If your clients want their companies to grow substantially and quickly, their companies “must be fed.” As you help your clients create a growth plan for their businesses, you must also help them project the cash flow cost of implementing the plan. Generally speaking, giving yourself and your clients a full year allows you, your clients, and your Advisor Team the time necessary to arrange financing.

You must assure that your clients have a firm grip on their companies’ financial condition. This is a critical responsibility because your clients are the ones signing off on all the loans and other obligations of the company. Thus, helping your clients forecast the financial demands that their growth plans will create, with the help of a CFO or CPA if necessary, is important. If growth needs to accelerate substantially and quickly to meet your clients’ goals, it may take more than the cash flow their companies produce to support it. Bank or other financing should be secured before your clients find themselves in the middle of expansion and short on cash.

Conclusion: Timing the Installation of Value Drivers 

The sooner owners begin to install or improve their companies’ Value Drivers, the more their companies benefit. It’s important for you, as your clients’ most trusted advisor, to encourage your clients to install Value Drivers as soon as possible. One of the more common objections you’ll likely face is when owners tell you they’ll start installing Value Drivers (i.e., building transferable value) when they’re ready to exit. But if your clients wait to begin building transferable value until they are emotionally prepared to leave the business, several problems arise. 

First, they will still have to do all the same work necessary to build business value whether they’re emotionally ready to exit or not. The only difference is that if your clients wait until they are emotionally ready to exit to install Value Drivers, there’s a high probability that they will have lost the passion and drive they had before they were ready to leave. Once entrepreneurs lose their drive, the energy and growth of their businesses suffer. Acting to push business value upward is vital and, since owners must do it anyway, why not start today?

Second, if your clients wait to build transferable business value until they are emotionally prepared to leave the business, they will have forfeited years of increased cash flow. Third, by waiting, owners also forfeit a more pleasing ownership experience, because the heart of value building is making the owner replaceable while increasing cash flow. As you help owners install Value Drivers, the first tasks you’ll likely help your clients do will be assigning duties that they find uninteresting or unpleasant to others. 

Finally, when owners wait to build transferable business value until they feel ready to leave the business, they limit their Exit Path options and increase the difficulty of the obstacles they’ll encounter. Allotting extra time to allow owners to pursue alternative growth strategies (e.g., replacing non-performing management) is crucial, and without that extra time, they can trap themselves. Insufficient transferable value is the principal cause of failure in Exit Planning, so the time to act is now, while your clients have the time to create additional business value. Don’t let a lack of time or knowledge curtail your ability to do all that is necessary for your clients.

Overview 

The 2023 BEI National Exit Planning Conference gathered 140 Exit Planning professionals in Denver, Colorado last week. Over three days at the Four Seasons Hotel Denver, attendees connected with peers, thought leaders, and gained insights from business, leadership, and marketing experts through a variety of sessions and networking events.

Professionals from various industries and sectors, including financial and business advisory, accounting, banking, consulting, mergers & acquisitions, and legal, came from all around the country to participate in the conference. With more than 25 sessions led by 33 speakers and in line with the conference theme, “From Engagement to Action,” attendees left feeling motivated to elevate their Exit Planning work to new heights.

Powerful Partnerships  

Our 12 industry partners played a vital role in making the 2023 BEI National Conference a resounding success. These sponsors provide valuable tools and services designed to  enhance the services of any professional advisor. Throughout the main event, the exhibit hall buzzed with activity as attendees connected and discovered innovative solutions to incorporate into their work.

We highly recommend visiting their websites, which are linked below, to explore how their offerings can support and enrich your planning efforts with your clients.

A special thanks again to the following 2023 sponsors:  

• Business & Legal Advisors 
• Capitaliz
• Footprint Capital 
• Executive Financial Services 
• Metlife 
• Madison Fund Service, Ltd. (Madison Tax Advisory)
• BrantHickey 
• CSG Partners 
• BizEquity 
• Currence 
• The ReWild Group 
• Clear Water Insights

Inspirational & Informative Speakers & Sessions  

Tuesday –  

After a powerful kickoff session by returning speaker Stuart Sorkin (Business & Legal Advisors) on successful strategies to maximize company value, a variety of breakout sessions were offered for attendees to enjoy. Some of mention include: 

• A discussion on traditional vs. digital client-engagement strategies led by BEI Members Robert DePalo and Patrick Carroll that focused on modern tactics of email and social media. 
• A popular session put on by Greg Banner of Asset Preservation Strategies, Inc., titled Tax Strategies for Highly Appreciated and Concentrated Stock. Banner broke down the different tax and investment planning recommendations used for these types of transition events. 
• An interactive presentation by BEI Members Todd Feldman and Eddie Drescher on Business Continuity Instructions and the importance of them in kickstarting an Exit Planning engagement. 
• A highly-attended session by BEI Member Terry Staley and his associate on cash flow modeling. 
• Keynote speaker Kevin Knebl concluded the day with a presentation on how to leverage technology to create human connection and conversation.  

Wednesday  –  

Momentum from day one carried into Wednesday, where another impressive lineup of speakers gave impactful presentations, including:  

• An inspiring morning session with Allie Taylor of Clear Water Insights to get attendees inside the minds of their business owner clients to better understand their strengths, ambitions, and challenges. 
• A presentation by David Jean, Cory Tanner, and Nick Niemann on the importance of staying involved with business owners through the various stages of business planning. 
• A pre-lunch session all about AI and the future of planning alongside powerful technological advances hosted by Kelly Finnell and Molly Coyne of Executive Financial Services and their guest, Laura Miller of Shadowing AI. 
• An afternoon presentation by Matthew Pohl with The ReWild Group on how to boost business value using a case study example to illustrate strategies. 
• The conference concluded with a session led by CEO Jared Johnson and Founder John Brown on the future of planning at BEI. They discussed several upcoming developments to service offerings, as well as a sneak peek of the new software and user interface. Stay tuned to learn more!   

Interactive Workshops  

Those attendees who opted into the optional workshops on Monday had two paths:  

1. Client Engagement Workshop

The  client-engagement workshop this year was titled, “LinkedIn, Social Selling, & Relationship Marketing for Huge Sales and Business Success.” With plenty to discuss, facilitator Kevin Knebl kept the day moving by providing interactive discussions about improving social media presence, out-of-the-box marketing strategies, and more! 

2. CExP Workshop  

The second workshop option was provided for those attendees with the Certified Exit Planner (CExP) designation. Led by BEI Founder, John Brown, attendees were placed in groups of their peers, tasked with creating their own Exit Planning recommendations after receiving case study details to work through collectively.  

Relationship Building, Networking & More!  

There were plenty of opportunities to network throughout the conference, including the exhibitor hall, lunch hours, and evening receptions. Many attendees have mentioned that the collaborative atmosphere and the chance to connect with peers are the biggest advantages of attending the BEI Exit Planning Conference. Ultimately, the main purpose of the conference is to share stories, exchange ideas, and discover new systems and processes that can be implemented in attendees’ practices.  

Whether you were in attendance or couldn’t make it this year, we invite you to join us next year. Get ahead of the game and register early at the following link:  

2023 BEI National Conference: August 12 – 14, 2024 at The Four Seasons Denver.  

https://cvent.me/w9XqE9

We also welcome and encourage feedback so we can make next year our best event yet. To give us your suggestions, contact us at ev****@be***.com. 

For business advisors, the multifaceted world of family-run businesses can be as rewarding as it is complex. One of the most intricate aspects of guiding such businesses is ensuring fairness, especially when both business-active and non-business active children are in the picture. But how do you, as a business advisor, offer expert guidance in such scenarios?

Understanding Fairness Beyond Business

When dealing with family-run businesses, the role of a business advisor isn’t solely about dividends, shares, or operations. It’s about understanding and emphasizing the importance of fairness, a crucial consideration, especially when children play different roles within the business. Tackling the delicate issue of fairness in family business transfer is akin to navigating a complex labyrinth, but with the right approach, the journey can lead to collective success.

Recognizing the unique talents and aspirations of each child is vital. Whether they are fully invested in the family enterprise or seeking different paths, their ambitions and contributions should be acknowledged. Such recognition not only ensures individual growth but solidifies the long-term success and cohesion of the family enterprise. 

The Imperative of Open Communication

For any business advisor, communication is essential. Remember, by fostering an environment that values open dialogue, you are laying the groundwork for mutual understanding and respect.

Advisors should actively encourage the allocation of resources and mentorship for business-active children, helping them bloom within the company’s confines. Simultaneously, it’s vital to bolster non-business active children by supporting their ambitions outside the family firm. As highlighted in a previous BEI article sharing eight questions to ask your client as their child takes over the business, it’s crucial for every voice to be heard, acknowledged, and appreciated.

Crafting a Legacy Rooted in Fairness

Incorporating fairness into a family business is not just about the present but is a legacy-building move. A culture rooted in fairness fosters adaptability, collaboration, and resilience. It’s about making the family-run business not just an enterprise but a living ecosystem that thrives on collective aspirations and dreams.

Such a culture enhances the bond within the family, also bolstering the reputation of the business in the wider community. Fairness is, after all, more than equitable distribution; it’s about shaping an environment where every member has an equal shot at success. For a deeper dive into this, check out our blog post on 5 pros and cons of family business transfers! 

The Bottom Line

To business advisors guiding family-run businesses: fairness is not just a principle to uphold; it’s a strategy for long-term success. It’s about recognizing individual paths, facilitating open dialogue, and ensuring that each member feels valued and included. By championing these principles, you’ll be guiding your clients towards a brighter, more harmonious future where both the business and family members can thrive.

Remember, in the intricate dance of family-run businesses, fairness is the tune to which success gracefully sways.