If you are one of the 90% of business owners who will rely on the proceeds of their company to fund their retirement or one of the 75% who would like to sell their business in the next ten years, then having a strategy in place to build scale and future transferable value should be a priority.
That strategy should focus on identifying and developing the real drivers of value in your company. That value is what your business is worth to someone else, without you in place, and so will include a stable management team, good operating systems, sustainable recurring revenue, the ability to scale and much more.
Strong value drivers increase cash flow and therefore the price that a buyer or investor will attribute to your company. Getting these drivers in place however can take time, so the sooner you start the more you will benefit and a good business strategy will help make that happen.
our business strategy process
The starting point to building future scale and value in your company is a review of its current structure, activities, people and performance. We facilitate that review with initial observations and recommendations.
We use the findings of the business review, industry context and SWOT together with our experience to help you determine your long term goal for the business and over what time-frame you need to achieve it.
To ensure the strategy you embark on is not prepared in isolation, we look at your company against its industry in terms of products or services, trends, competitors, performance, key differentiators and all other relevant factors.
Achieving your goal will involve putting in place objectives to develop the key drivers of transferable value in your company. These will likely affect many aspects of your business so we agree and document these in detail.
SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. We analyse your business under those headings to identify the key elements needed to deliver future value and the current barriers to achieving that.
There will be important stakeholders including staff, customers and suppliers that you should inform about any planned business changes before you begin so we help you identify and constructively engage with them.
Building Scale & Value
Some Key Business Value Drivers
A stable and motivated management team will need to be developed and incentivised to stay in place after the owner leaves.
Good Operating Systems
Well designed repeatable processes coupled with standardised documented procedures are essential together with technology harnessed for efficiency.
A sustainable recurring revenue model drives the most value. This is achieved through hard contracts, retainers, subscriptions and many other techniques.
Each industry is different but the ideal is less that 10% revenue from any one customer, less than 25% from five and less that 50% from any individual sector.