WEBVTT

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You have to be willing to walk away from the table in order to get the best deal,

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which is why you win negotiations before you start them by having options.

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Welcome to the game where we talk about how to get more customers, how to make more

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customers, how to keep them longer in the many failures and lessons we have learned along the way.

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I hope you enjoy and subscribe.

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I'm going to talk to you about how to sell a business and if you're wondering who is this dude

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in his mama's basements closet wearing a wife beat or have anything to do with talking about

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how to sell business, how does he even have the right, the audacity to talk about these things?

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Let me first make a quick intro. I've sold eight businesses. My name's Alex from azion acquisition.com

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which is a portfolio of companies that does over $100 million a year. I make these videos because

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I was once broke and were these beaters out of necessity rather than out of choice and was in my

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mama's basement out of necessity rather than actually I'm not in her basement. This is a $5 million

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condo in Vegas, but that's not the point. I just like working in places that have no windows.

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So I have sold eight businesses over my career just to name a few of them. I sold Allen,

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which is a software company that did 12 million in trailing 12 month sales. I cannot disclose

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the price that I sold to, but that was the top line revenue. The NDA is actually fairly common

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in sales agreements, especially of an appreciable amount of money. And the reason for that is because

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they don't want a potential new acquirer in terms of if you were to roll in other companies after

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they buy your company to know what you got for yours because then it hurts their negotiating power.

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Now that being said, the next two companies that I sold in 2021, I sold $46.2 million and I was

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able to do that because I negotiated that in because I was tired of not being able to talk to the

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other one. And so there's the press release from that. And on top of that, you might be like, well,

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I don't have businesses that big. That's okay. Fear not. I also sold five brick and mortar

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locations prior to this. And so I've sold actually that seven. I don't know why I said eight. I shut

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down one. There you go. There's eight. I had five brick and mortar locations that I sold. And here's

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what's even cooler. I've actually sold those businesses to six different types of buyers. I sold

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to financial buyers for private equity. I sold to and family offices. That's what FOS for private

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equity or family offices, which is all forms of private equity, but institutional buyers or family

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offices. Second, I've sold to strategic buyers, which is the one who bought my software company. I

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sold to friends. I've sold to competitors. I've sold to customers and I've sold to partners.

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All right. So I've done a lot of these deals and interestingly enough, as it was going on, I never

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thought, wow, this is somebody going to come in handy. And then I can help other people go through

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this as well because I've gone through all these kind of weird scenarios. All right. And so I've

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learned a lot in the process. And I would like to make this because I get questions all the time

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about valuing companies and buying companies. And we have companies that reach out to us for acquisition.com.

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We work with specifically service-based companies, especially internet,

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service-based businesses, guru businesses, e-learning businesses, course business, etc. And we

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purchase minority stakes in those companies to help grow them, which is what the portfolio does now,

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which is why it does over a hundred million. That being said, we're very familiar with this

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process. And so I wanted to walk you through this because a lot of people have questions about it.

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All right. And so I'll walk you through the overarching process and then I'll dive into each of

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them in more detail. Sound good? Awesome. Say yes. Fantastic. So phase 00 is the prerequisites. These

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are the things that must be done or even even are required for you to be able to sell or have any

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kind of enterprise value to begin with, which I'm going to be really rude with you. Most companies,

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most businesses are not valuable at all. All right. Most of them are just assets. You might have

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equipment, you know, of your physical presence. And if you're in online business, you've very little

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value unless you have a lot of these things in place. All right. So most people want to try and go

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in business, sell their business, and find out that no one actually wants to buy it because people

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are not stupid. All right. So next is once you have these prerequisites, which I'll go over,

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you have to find a banker or broker. All right. And this is something that I've gone back and

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forth on. I sold some of them without. I sold something with. I'll go pros and cons. And I'll explain

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to you kind of how to negotiate that process and figure it out. After that, now we can actually start

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the selling process. We have a bank. We have somebody representing us to help us go sell our stuff.

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All right. And so this is the prep. This is phase one. All right. Phase two is now that we have

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a prepared all the stuff. Now we go market the thing so that we can sell the thing to somebody.

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All right. Phase three is now that we have people who want to buy the thing. Now we got to close the deal.

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All right. And so I'll walk you through each of the intricacies of these. And there are honestly a

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lot of steps in this process. If you want to have a big number money in the millions for a deal.

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All right. So let us start at the top. All right. prerequisites. So these are deal killers. These

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are things that make a deal not actually happen, which I'll be with you is the vast majority of the time.

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Okay. Most companies are not that big. And when I say this, mind you, I'm talking about institutional

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sized businesses. So like if you want to have a deal that's, you know, five million dollars plus,

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which is about the smallest deal that any like real institutional investor private equity family

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office will look at is there has to be, you know, a big enough size for it to make sense right now.

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You can have tons of people who do a lot of private investors and retail investors. People who

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just have a little bit of money saved up, they, you know, they might want to buy a dry cleaning business.

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They want to drop by by a GM or they might want to buy a whatever, right? Like there's,

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those are normal businesses, but those are, that's not what we're talking about here because those

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are all one off and they're not going to make you rich. All right. And so that's why I'm focused on

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the how to make you rich type sale because these are much more difficult to understand and the process

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a little bit more nuanced. All right. It took me a long time to learn this. And guess what? No one

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taught me this. I didn't see this anywhere. And it took me a long, long time took me a year to just

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kind of understand how the entire process worked ended. So that is what I'm trying to save you

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is a year of painstaking effort. And I have nothing to sell you. So like all the people were trying to

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tell me had a vested interest in trying to take something from me. And I don't know who you are. So

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I'm making this so that there you go. All right. So the biggest one though is that people are too small.

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The next one is that there's a customer concentration, meaning you have two few customers that equate

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to the business, right? If you have like 10 big customers, if two of them leave or three of them leave,

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all of a sudden you lose like a 30 or business, that is very risky. All right. People don't like that.

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And so they will give you a massive discount on the value of the business or not even be interested

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because it's too risky. All right. And especially if that's like those relationships are there because

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of you and they, you know, they like you and you're the kind of like relation manager, which happens

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really commonly in small businesses. Next one is no defined sales process. A lot of times people don't

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really have an acquisition process for getting new customers. They don't know how they get customers.

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They just kind of come their way. And so if you don't have a repeatable or reliable way of acquiring

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customers, ideally through multiple channels, which are covered in a second, you will probably not get

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a very good multiple or even want to get any kind of deal at all. Next is that when people do start

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this process, a lot of the mistakes that they make is they don't go through enough potential

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acquires. They're not trying to target enough people. They're like, I talked to 10 people and

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no one wanted to buy. Well, no shit. You talked to 10 people. You got to talk to 500. Right.

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And that's how you can get somebody is going to give you the right kind of multiple on your business

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if you want to sell to an institutional investor. Okay. Next one's getting timing wrong. So everybody

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always thinks that's like, man, if I said another 18 months, I cannot tell you the amount of times.

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Like it's almost like the standard response of entrepreneurs is I'll be ready in 18 months because

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a year they know they're not ready. But 18 months for some reason feels like it's far enough out

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that they'll like somehow magically have we have their one and all their problems will be done,

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which is not true. All right. So getting the timing wrong is a huge issue and a lot of people sell

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too late. Very few people sell too early. Most people sell too late in my opinion. And in so doing,

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they can't sell it all. And so the thing is is I heard this quote from the the managing partner of

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APG Frazier Preston, really, really bright guy. He said this on one of our calls. He said, well,

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business is always going to go up in value over time except when it doesn't. And in case it becomes

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unsalable. And so it was very, very interesting to hear that because that is kind of the truth. It's

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like either people see this thing as like, oh, wow, this is a growing asset that's increasing in value.

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And even if you stay the same for a period of time, just more years under your belt makes it

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actually more reliable. So it's less risky. So literally the older a business gets, even if it stays

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the same, it becomes more valuable, right? That being said, if you get the timing wrong,

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as it starts going down, no one wants to catch a falling knife, all right, especially in private

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deals like this, stocks and whatnot, people are trying to time it. It's a big enough company. It's

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been around long enough, et cetera. It's different than small businesses, which is what that's

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majority of people who are watching this video have. Small business being defined as less than 100,

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I think, employees. Okay. So next one, you think it's worth more than it is. And this is a big one,

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right? A lot of people are like, man, I heard that, you know, so and so got 20 times top line.

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It's like, yeah. And that's because that's why it's newsworthy because it's weird, right? It's not

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common. If there's a completed sale, I think I just can't remember I pulled this step from. So

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the median number for M&amp;A deals for for this was, I think the median was $5 million. I can

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screw that. The point is that the multiple was 6.7 times trailing 12 months. And that is for

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institutional buyers, right? Now, you might not have an institutional buyer, which is why the

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vast majority of businesses that get sold get sold in private deals for like 1x, 2x, 3x. And it's

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because they're not really reliable businesses. For the most part, they're just kind of asset sales.

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Like I'm handing, you know, a handful of employees over with some kind of working model and I'm

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just moving on to do other things, which is honestly the vast majority of businesses that get sold

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get sold for almost nothing. All right. So we hear about the big wins, but that's not the majority.

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All right. So I want to be clear in that most businesses either don't get sold or get sold for

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very, very little money. And so the point of this presentation is how to sell it for lots of money.

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All right. Which you have to meet these requirements to even be considered. Okay. Now the next,

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next little doodad that we have on our listicle here is not growing big enough tam or growth

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stores. There's three different things I put in one books. I needed to fit in one place. All right.

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So if the business isn't growing, you're going to get a big discount on it. Now I said earlier that

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the longer business is in place, the more valuable is which is true. But if you're not growing

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you don't have like a waste of growing it or it means that like the strategy you're doing is no

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longer working, people will see that as a risk. So if you have even a tiny amount of decline,

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people will see that as a big red flag because then they'll extrapolate that into infinity.

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On the flip side, if you have a tiny amount of growth, people do extrapolate that out further.

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So like flip it around and sustain that growth for 12 months, 18 months prior to the deal

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to get a much better number. Big enough tam. So people might think, oh, this is this business is

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cool. It's a niche, but it can't expand beyond this niche. So you need to have a good growth story

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as in how are we going to really 10x this thing? Because people are buying not to buy your business.

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They're buying your business for what they think the business will become. All right. That's what

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kind of private equity is all about. No one's really trying to buy the thing. They want to try

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to buy with things what it become. All right. And so that's when you make great deals, right? That's

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on their side. So you have to tell them or explain to them the story of how it's going to work, right?

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And the more they can believe that story that it's likely to occur, then the more valuable your

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business will become. Next one, and this is a huge one for small businesses is a key man risk.

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As in like, are you the one who's the rainmaker? Are you the one who's bringing in, you know,

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all the deals? Are you the one who's, you know, the special man who does all the fulfillment?

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All that kind of stuff like are people coming for you? If they're coming for you, then they're not

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going to come for your business, which means that when you leave, business is worthless, right? And so

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you're a big risk. And a lot of times, I'll be frank with you, in acquisition.com, we work with

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companies that have key man, and we work them over the next three to five years to help them not

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have key man risk, which is how we were able to exit gym launch, which was started as kind of a more

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guru-esque business and then transformed into just a true licensing business at an enterprise

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level. And so there is a process of getting through that, and you have to take the time to do it. If

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you don't, your business will not be valuable, okay? And then finally, single, and there's more risks,

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these are just some of the big ones. Single channel dependence, meaning you only have one way of

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getting customers, you have no other way, and if tomorrow that shut off, you be screwed, right?

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People will just imagine, well, if it shut off, then I would lose my money, and good investors

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don't take risks like that. They don't want to go to zero. And so that will massively impact

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the value of your business, all right? So these are deal killers. These are things that get you

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not sell yourself for very, very little money. And so you must check off these boxes before you

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can get big institutional money. All right? So this is the big bottom line of that section, which is

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enterprise value is a discount applied to future sales, which means you have to take the total

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amount of sales that a business takes between now and the end of time, and then you apply a

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discount to it, which basically means risk. What's the likelihood that occurs? All right? And so

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if you can show that you have a lot of future sales are going to happen, and it's very, very likely

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that they are going to occur, then you have a very, very valuable business. If you have a small

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amount of future sales or a declining amount of sales, then the likelihood that it happens is low

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and the amount is also low. All right? So that gives you low enterprise value. So that's the

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bottom line. That's what we want to show is we want to show that we're going to make lots of

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sales and continue to grow. And the likelihood of occurring is very, very high. They should be

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asking you why are you selling this business and you need to have a good reason for it. Okay? So

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checked off that box. Let's go to face to you. Let's say you check all those boxes and you're like,

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okay, I think I have all those things. I now want you to find a banker or broker, right? And

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quick difference here. Bankers are what you're going to need to sell to an institutional for the most

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part. Brokers are usually when you're selling for less than five million. You get a broker and

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they have different fee structures because the amounts are lower and they have to do more deals,

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all that kind of stuff. All right? And to be fair, I think sometimes broke being a broker is

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even harder because you're selling shit. Let's be real. Okay. So the way that I did this and so I'm

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just being real like the way that I did this is that I network for interest. It's very hard. I think

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you can try it. Go, you know, Google investment banks, Google top, whatever investment banks,

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and specifically, you'd want them in your market and your size. So there's two components. It's,

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you know, do they have to have they sold some businesses? Have they sold e-commerce businesses?

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Have they sold software businesses? Have they sold e-learning businesses? Have they sold whatever

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type of business you have? Number one, and in particular, have they sold them of your size, right?

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If someone, you know, has sold lots of e-commerce, but they've only done deals that are like 500

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million and up and you're doing like 10 million top line, you're not going to be a fifth of them

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because the buyers that they already know are not going to want to buy your thing because the

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check is too small. All right. And so these guys write a proportion, like checks proportional to

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the fun size that they have of the capital, right? Like if you have a billion dollars, you're not

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going to make a thousand dollar investment. It just doesn't make sense. The time investment makes no

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sense. All right. So I use my network, which means I just called everybody I possibly knew and said,

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hey, do you know anybody who knows anything about this? And so you can start with entrepreneurs,

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you can start with people, you can start with your actual bank where you go, like actually to do banking,

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and you just pull threads. And this is what took me a long time. Is it like now working to try

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and find these introductions was a pain? I didn't, I don't know anybody. You know what I mean? Like I

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was born into an investment bank. So I have no clue. And so you network for introductions to these

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banks. Okay. Once you have some introductions, right? You then give them a one page summary document.

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You send them because they'll be like, okay, well, send me a teaser, right? It's like a sizzle,

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sizzle page of like all the sexy things about your business. The assets, your lists, how you,

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you know, it's just literally a one page summary that should look really sexy as someone can look at and

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be like, I would like to take another call with these people. That's it. That's the objectives.

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Just to get them to say yes, I'll take a call with you. Once they say yes, I'd like to take call with

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you, you then basically sell them on selling your business, right? So you sell them on selling your

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business. And then if they do like that, they will usually fly out to you and meet with you in

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person with the team. And then they will sell you on why they should sell your business. And so

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the process here goes like you network for as many introductions you can to bankers who are relevant

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to your size and your space. You send them the one page teaser so that you can get them

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interested. They then, a certain percentage of those will take a phone call. Of the phone call,

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you sell those people on why it's a good deal. They will then fall out with you and say yes,

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I think it's a good deal. Let's talk. Let's talk in person. You'll then probably meet with, you know,

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four to six bankers to tell you why they think they would be the best ones to represent you and get

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you the highest enterprise value. And that's where you're going to negotiate their fee structure.

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And you're going to be asking them questions around what other deals like yours they have sold and

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what their network looks like. Now they're all going to say they know all the people and all the

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decision makers and all the things, right. But the real thing you want is people who have sold

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businesses similar to yours in terms of market and size in recent history. All right, because that

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means that they are they it's recent. They're in the know. It's not like they sold something three

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years ago. That was similar because they're way out of way out of touch. All right, you want people

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who do this type of deal all the time. Now, the typical fee structures, what else what to watch out for?

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So the their fees and agreements, they usually have an upfront amount. Sometimes that's all

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these things are negotiable. You can negotiate that out. You can negotiate it in. They usually

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ask for upfront if they if the number is lower. So if they don't think that it's likely that they're

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going to sell the last for an upfront, which you can use a negotiating point, which is like,

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do you don't think you can sell it because then it gives you a point to argue back to somebody

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else, right. They'll give you targets for what they think they get sell for and then they will

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give you ratchets, which is like, and if we sell for over X, we get X percent and we sell for over Y,

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we get Z percent, right. What bankers will actually do is once they will help you package the

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business and they will go out to market and they will pound the pavement and they will talk

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to hundreds of buyers and they will walk you through this process. But it's good to have an

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understanding of this process by and large so that you can not sound like an income poop when

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you're talking to them. All right. There's usually also a breakup fee, which you can negotiate

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out of the deal or at least decrease it. And you can also on the flip side have minimums, which

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is like, if you guys don't sell me, if you don't get an offer above X, then you don't get paid at

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all, right. And so we had minimums in our deals so that they wouldn't actually get paid. So there

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are super incentivized. So the things that like you really want to be cognizant of is the minimums

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and especially how they're going to get paid like what number they're getting paid off. Are they

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getting paid off the total enterprise value? Are they going to get paid off the cash you receive?

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Right. And you want to negotiate off the cash you receive not the enterprise value because let's

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say you sell 10% of the company for a billion dollars. All right. I'm just saying for, you know,

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silly math. So you get a hundred million bucks. If let's say they got four percent of enterprise

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value, right, they would get 40 million of the hundred million. All right. So there's little things

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like this that they will use to fuck you. All right. So like be cognizant of these things.

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And the targets and the ratchets that they put in place, it sounds like it's like you want,

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you want them to be really excited to push it. But the things that I really would want you to pay

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attention to are going to be the minimums and what they're getting paid off of and break up fees

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and up fronts. All right. Because at the end of the day, you know, the ratchets and targets, hopefully

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you're happy with this on the front end because what happens sometimes is the reverse, which is

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people as all of a sudden start hearing the LOIs and whatnot start getting greedy. And I don't think

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that's why it's like decide write down a number before you start the process and talking to all

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these guys because they'll blow your mind out and they'll tell you that they're going to sell for a

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billion dollars and then you sell for not a billion dollars. Okay. For much less less than that.

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So write down the number, write it to a letter to yourself and say, I would accept this for this

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reason. All right. Because this is one of the most emotional processes you can possibly go through

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selling a part of yourself, selling part of your identity. And so you can get tied up in it. Okay.

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Now you will sell your company better than almost any banker. All right. So they are going to be

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experts in the process. You will be the one who's going to be an expert at selling your company,

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especially if you're a promotional entrepreneur. You know how to sell, right? And so you want to be

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very instrumental in giving them the selling store because they're going to be the ones who are

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doing the selling, but you're also going to be doing selling as well. So you need to be giving

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them the salient points. You think that they're going to say that their experts at this, they're not

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that like even though they've sold a handful of companies, they've only sold a handful, right?

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They just sold five like yours. That's still a time just like yours, but you want to have the

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really selling points that only you will know because they don't know your business. You got to

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give them the really sexy stuff. All right. And as a reminder, these people are like real estate

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agents. They're trying to sell both sides. They're trying to get a deal done more than the best deal,

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even though they have ratchets, even though they have these things, the big thing they're trying not

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to do is not close a deal. And so they will do everything they can to get both sides to just meet

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in the middle and sell, but that's not necessarily in your best interest. Okay. So I just

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remind you here, it's not necessarily your best interest. All right. Now this was the false belief

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that I had, which is they will know what they're doing and we'll get you the best deal, which is

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not true, which I just explain this. And so this is the negotiating point. This is a writer downer

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for you. They only responded. And I had to learn this the hard way to if I don't get this point,

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the deal is off. Otherwise, they basically just steamroll you. And you might say like, well,

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maybe you had bad banking experts, who knows? But I'll just tell you, this is my experience,

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is that you have to be willing to walk away from the table in order to get the best deal. All right,

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which is why you win negotiations before you start them by having options. All right. You want to

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have an amazing business. You want to have a business you don't want to sell. That's the best way

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to sell a business is to not want to sell it. Right. And you have to get there. If you're like, I

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would just get rid of this thing for nothing, then prepare, be prepared to get rid of this thing

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for nothing because it's because it's going to get there because they're going to drill you because

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these are professional negotiators on the other side table. This is what they do all day long.

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You might have sold your business one time. They buy businesses every fucking day. All right. So they

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know exactly how you feel. They know exactly how to manipulate your emotions to get you to say yes

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to the lowest price. Okay. So what you want to say here is that if I don't get this, the deal is off

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and it took me a really long time to learn this and then all of a sudden, I want to start speaking

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in this language, the beggars started responding to me like, oh, no, this is really a big deal for

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them. Like if they don't get this and then all of a sudden, they start negotiating for me because

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what will happen in this world of institutional is they just saying no to everything. Unless you say

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you're going to walk, then they're like, okay, fine. We'll give you that one. Right. So they will

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just say this is our deal structure and unless you take it or leave it, unless you say I'm willing

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to walk on these points. All right. And then they will start moving just my observation. Now,

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I'm telling you, I'm sharing this stuff because no one shared this with me. All right. So we covered

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fighting the banker, how to negotiate the fees, what to look at in terms of how to interface with

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them to negotiate on your behalf. Now let's start the actual process. All right.

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Amos and Asian quick break just to let you know that we've been starting to post on linked in

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and want to connect with you. All right. So send me a connection request and note letting me know that

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you listen to the show and I will accept it. There's anyone you think that we should be connected

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with tag them in one of my or Laila's posts and I will give you all the love in the world. All right.

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So let's get back to the show. So there's the prep and this is a big, big picture of what the

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what this whole process looks like. Once you've got audit of financials, once you've got a sim,

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which is a shoot, I don't even know if it's something model, I think. But basically it's like this

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100 page plus thing of really in depth of the financials and the story and the competitive

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analysis and the marketplace and the growth trajectory and all the stuff. That's what they

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should be doing for you. All right. They should make that thing and they will send the teaser out to

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all the 500 people of those people. A certain percentage will sign NDAs, which is not

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disclosure agreements because then because it's anonymous. They won't they won't when you're

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sending out the teaser. It doesn't disclose what the company is that way, you know, employees and

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things like that don't get scared by you just shopping the company. All right. So this is how I

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recommend doing it. So you have 500 buyers contacted and you'd want to ask these questions. How many

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buyers will be contacting? How big is your list? What are what are your potential acquires, right?

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98 NDAs from there. You'll usually get like 14 or so I OIs 15% right from there about half of those

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you'll do kind of like management presentations from there. You'll get two to four L OIs and I OIs

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the indication of interest, which is non binding and L OIs is also typically non binding. But it's a

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letter of interest, which is like this is what we're prepared to pay for the business from there.

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You negotiate them against each other and then you get one deal, right? And then you you sign the L OI

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and then you go through the deal just process and then you close. Okay. That is how these sales

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numbers break down. If you've talked to 10 people, then lo and behold, you probably are not going to

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get a good number, right? And so that's how this process works. And thing is a lot of these guys are

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lazy. So you have to push them on these numbers to send out more like repeat follow up with these

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people. And I'll be honest with you on the deal that we ended up doing. It wasn't the first set of

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buyers that we got to the table. It was actually somebody that my CFO pushed our bankers to follow

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back up with again, that ended up being the final acquires. All right. So like you want to push

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them because at the end of the day, they're going to try and do as little as possible to get paid.

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All right. I'm just being real with you. That's the real world. All right. So let's do it.

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So now that we have no understanding how the sales process works, this is now you're working with

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the bankers. You got to get this prep stuff done. So you got to get your due diligence in,

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you got to get organized. A lot of people don't have this stuff drafted the sim there. It is

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confidential information memorandum. All right. So you got to complete that. Get a review. That's

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a huge amount of work. All right. And these weeks are just rough. All right. These are rough

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amount of weeks. All right. I'm going to show you 20 weeks in this presentation. But like that whole

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pre-process of getting the bankers took another like three months. So I would say roughly from the time

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you want to, from the time you start this process, the time you get a check in your bank account is

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usually 12 to 18 months. All right. I'll say 12 is a nice like, if you're like, if today you decided

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you wanted to buy, it would take a year before that actually you'd have a check in your bank

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account. All right. So then they're going to put together the list of potential buyers or investors.

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Then they're going to have the summary fact sheet and the NDA is agreed upon. And then that's it.

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That's the prep phase. All right. That's it. Simple, simple. All right. Now we start marketing because

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we got all the materials done. Now we market them. Okay. So now we contact this perfective virus. We

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go need a teaser, then NDA, then which is the one to three page blind description of the business,

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then the data room, which is basically like they have to put the stuff like in the cloud so that

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people can always have access to it. So all these potential buyers and we sifting through all your

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your resources to come up with questions that they're going to ask you or say that's not a good deal

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for them, right? This is when you have your kind of your pitch deck, right? Of what you were going

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to present to them, right? You're going to dry run, practice it, et cetera. Potential investors will

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then submit their IOIs. All right. That's the indication of interest that they're like, we might

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be interested in buying this business and they'd give a rough range, right? And then you have

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people who are I'm trying to go through this part faster because it sounds boring, but this is

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the stuff. This is how it works, right? So potential investors visit company. They provide you

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provide access to the data room of all the the diligence stuff that they're going to need. So they

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have a cursory idea of what they need. And you do the data room so you don't have to do all this

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interaction. Just put all the shit up there and they can all have access to it. And then when you start

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in the the actual offers, which is here week 18, final offers received and evaluated strategies

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determined for moving forward with final parties, right? So this is where you bid them back against

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each other and then you get final offers, which is LOIs, okay? Letters of intent, okay? Now,

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once you have the letters of intent and you've bid them back together, you're going to have different

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deal structures again, and we're presented to you, which I think is covered here, okay? So you start

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to go shading those, you go back and forth, et cetera. Now, here's the thing. There's the price

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and then how it's paid. It's price and terms. And I can't tell you like getting good terms is

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worth discounts, right? Now it depends on why you're selling. You just want to sell to have a story

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than that's one thing, but if you're starting to get rich, then the terms matter a lot, all right?

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So people share a big number. Like, for example, if I wanted to say I sold, you know,

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Jim Launcher received us for $100 million, I could have gotten $100 million in paper, all right?

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So hear me out. So if I said, hey, pay me $25 million earn out. If we do a billion dollars this year

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in sales, sure, they'll sign it. And then I could say that added $25 million to my enterprise value

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on the sale. I will be transparent with you. I had no seller financing. I had no earn out. I had no,

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I did, I've did all equity because I sold 66% and I had no transition services and no consulting,

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all right? And that was because that was the, that was the agreed upon way that I wanted to sell

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this business. And I said that up front to everybody. I said, this is a full leadership exit. I will

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not be involved. I will not have transition because the thing is if they're like, sure, if you just

369
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keep working for the business for two years, yeah, we're fine selling to you. It's like, well,

370
00:25:35.920 --> 00:25:40.080
that might as well as own the different thing, right? And I'll just grow up myself. And so this is

371
00:25:40.080 --> 00:25:44.560
where this is important. Now mind you, acquisition.com, for example, for our business, we only do

372
00:25:44.560 --> 00:25:49.440
minority investments because we want the leadership team there. So we actually want to just participate

373
00:25:49.440 --> 00:25:53.120
in the growth and help grow the companies from three million to 10 million to 20 million to 50 million

374
00:25:53.120 --> 00:25:57.120
and beyond, right? We want to participate in the growth and we're happy taking a smaller life of

375
00:25:57.120 --> 00:26:00.720
what we consider to be a bigger pie, rather than ripping out the management, right? So we're,

376
00:26:00.720 --> 00:26:05.600
we work with people who are like not not really ready for institutional yet, but want to get that

377
00:26:05.600 --> 00:26:10.960
$20 million, $50 million, $100 million plus exits. I'm going to get them ready just for context, all right?

378
00:26:10.960 --> 00:26:16.720
So these are the things that will discount you. So if you had $100 million, for example, for an exit,

379
00:26:16.720 --> 00:26:21.040
they might say, okay, well, we're going to put 25 million in and earn out. 25 million is going to be

380
00:26:21.040 --> 00:26:26.640
seller financed. You're going to roll 20%, which is 20 million. So there's $30 million left. And so

381
00:26:26.640 --> 00:26:30.640
we'll give you $30 million in cash. And you say, oh, I saw my company for $100 million, right? And

382
00:26:30.720 --> 00:26:35.760
then of the 30, you've got the bonuses and you've got other equity partners if you have those.

383
00:26:35.760 --> 00:26:39.200
And then you've got the tax man. So all of a sudden, let's say you've got 20% that's given to your

384
00:26:39.200 --> 00:26:45.360
team. So now you're at 24 million and then tax man takes his 30, right? And you've got closing

385
00:26:45.360 --> 00:26:50.080
fees and things like that and escrow fees. And so now you're at $18, 17 million. So you sold your

386
00:26:50.080 --> 00:26:55.680
business for $100 million, but you only got $17 million, right? That's why this stuff matters, okay?

387
00:26:55.680 --> 00:27:00.160
So you want to make sure that you know why you are selling and what the most important things

388
00:27:00.160 --> 00:27:06.400
are for you. And you need to ruthlessly, ruthlessly communicate that to the bankers, okay? Very

389
00:27:06.400 --> 00:27:10.480
important point because they will negotiate on those points for you. Now, the things that they're

390
00:27:10.480 --> 00:27:14.960
also looking for for them is it's a fit within their portfolio. Like a family office, for example,

391
00:27:14.960 --> 00:27:18.560
it's just going to buy something that they think is a good cash flow investment. And the price is

392
00:27:18.560 --> 00:27:22.560
going to be very important to them. A strategic buyer would be somebody who's going to be, let's say,

393
00:27:22.560 --> 00:27:27.840
let's say you own a car wash, you know, chain or whatever. If there's a bigger car wash chain that

394
00:27:27.840 --> 00:27:31.840
just wants to buy yours, they'll give you a better multiple because they already have all these

395
00:27:31.840 --> 00:27:35.040
systems in place. So they're going to make more money from your business than just a generic buyer

396
00:27:35.040 --> 00:27:39.440
will. So the ideal way to exit is to a strategic is you get the best multiples. But to be fair,

397
00:27:39.440 --> 00:27:43.040
there are more financial buyers than there are strategic. So that's kind of the tradeoff. And you

398
00:27:43.040 --> 00:27:46.720
want to make sure that your business is in good hand so that you want people who have relevant

399
00:27:46.720 --> 00:27:50.880
experience. We were very fortunate that the people that we felt were most equipped to buy the company

400
00:27:50.880 --> 00:27:55.360
were also the ones who ended up giving us the best offer. And so that doesn't happen. We were

401
00:27:55.360 --> 00:27:59.440
very fortunate and it worked out that way for us. But it doesn't always happen that way. And then

402
00:27:59.440 --> 00:28:02.080
this is a really simple one. Do I like these people? Well, my team like these people because

403
00:28:02.080 --> 00:28:04.880
ultimately the team's going to be working with them, right? So you want to ask those questions as

404
00:28:04.880 --> 00:28:08.240
you're going throughout. All right. So like you can have assholes who pay you a little bit more and

405
00:28:08.240 --> 00:28:13.280
then really nice guys who pay you a little bit less life shortman. So like I would go with people who

406
00:28:13.920 --> 00:28:18.560
a lot of people were grit just taking the highest offer rather than 10% less and having a much better

407
00:28:18.560 --> 00:28:24.960
life. Okay. Now at this point you would sign your L.O.I. All right. Most of the time it's going to be

408
00:28:24.960 --> 00:28:29.040
exclusive saying like if you have a tremendous amount of interest, you might be able to sign

409
00:28:29.040 --> 00:28:32.480
L.O.I.'s and have them not be exclusive and they still bid all the way up to the purchase

410
00:28:32.480 --> 00:28:36.720
agreement. Most times that's not the case. They don't want to they don't want to expend the money.

411
00:28:36.720 --> 00:28:41.280
So like the so APG when they bought us spent probably about a million bucks in diligence. Just

412
00:28:41.280 --> 00:28:45.680
in diligence, right? To figure out whether our company was worth buying, right? And again, you're

413
00:28:45.680 --> 00:28:48.720
not going to track guys who are going to write a hundred million, you know, do a million dollars

414
00:28:48.720 --> 00:28:52.160
of diligence for a five million dollar deal. It makes no sense, right? So like if you want big money

415
00:28:52.160 --> 00:28:57.200
numbers, you have to, you know, got to follow the big money process. All right. So at this point,

416
00:28:57.200 --> 00:29:00.960
you sign an exclusive L.O.I. meaning you can't shop the business to anybody else during the period

417
00:29:00.960 --> 00:29:05.360
of the of the due diligence. Now I'm going to say it at the end, but I'm going to say it again.

418
00:29:05.360 --> 00:29:09.440
All right. And I've got a special tree free which I'm now remembering. At the end of this video,

419
00:29:09.440 --> 00:29:15.360
I'll actually I videotaped us actually having the the escrow hit and the final signing and you can

420
00:29:15.360 --> 00:29:20.320
actually see it go down for real. All right. It's very anticlimactic. But you can see it for real.

421
00:29:20.320 --> 00:29:24.640
And now see what a 50 million dollar shell looks like. Okay. So the due diligence will begin.

422
00:29:24.640 --> 00:29:28.080
They're going to try and negotiate time saying like, oh, we can get a faster close if blah, blah,

423
00:29:28.080 --> 00:29:31.120
blah. If you accept this lower pride bullshit, they're going to take as long as they want.

424
00:29:31.120 --> 00:29:35.200
Literally ignore it. They seriously, they will try and you speed. I had every single person try to

425
00:29:35.200 --> 00:29:40.640
you speed as a selling point. I thought it was legit the first time they said 30 day clothes and

426
00:29:40.640 --> 00:29:46.160
it took 112 days. And I I accepted worth. This is on one of the other companies we sold. I

427
00:29:46.160 --> 00:29:49.440
stated worst terms on them. Right. So the next time I came around, this is why I'm giving you

428
00:29:49.440 --> 00:29:52.480
this stuff. Next time I came around, they were like, oh, we could do a fast because I was like,

429
00:29:52.480 --> 00:29:56.880
whatever, take your time. My company's grown. Do it everyone. Right. And when you do it that way,

430
00:29:56.880 --> 00:30:01.120
you're in the position of power. Okay. So they're going to audit your quality of earnings,

431
00:30:01.120 --> 00:30:04.400
which is something you have to get the bankers. So explain how to do that, which is to make sure that

432
00:30:04.400 --> 00:30:07.360
your numbers are legit that they are what you say they are. Right. Anybody can put numbers in

433
00:30:07.360 --> 00:30:11.200
an accessory, but are they for real? Right. Then they'll do legal diligence. So they're going to

434
00:30:11.200 --> 00:30:14.240
make sure you actually own the company. Do you have any lawsuits against you? Are you breaking

435
00:30:14.240 --> 00:30:18.720
any laws? Which actually is fairly common when it comes to claims and things like that for like

436
00:30:18.720 --> 00:30:22.560
FTC, things like like it's it's actually fairly common. So you want to make sure that stuff's

437
00:30:22.560 --> 00:30:26.480
all right. And that stuff can blow deals up. I had an acquaintance of mine that had two different

438
00:30:26.480 --> 00:30:31.680
deals blow up that were like nine figure deals multiple years apart because they were not compliant.

439
00:30:31.680 --> 00:30:34.880
All right. So like and they thought that the lack of compliance was one of the reasons that they

440
00:30:34.880 --> 00:30:39.280
were so successful. And so they didn't want it too risky. All right. What they'll then do is they'll

441
00:30:39.280 --> 00:30:42.320
start interviewing your customers. All right. This may sound freaky, but that's what they're going to do.

442
00:30:42.320 --> 00:30:44.320
They're going to talk to your customers. They're going to talk to your employees. They're going to

443
00:30:44.320 --> 00:30:48.160
interview them. The firm that they purchased has been like $250,000. I'm pulling that number out

444
00:30:48.160 --> 00:30:53.200
of air, but it's a lot on research to see what the what your customers think about you. So if

445
00:30:53.200 --> 00:30:56.720
you're terrified to think about what your customers who who are past customers who no longer pay you

446
00:30:56.720 --> 00:30:59.680
think about you, you prepare it. Right. They're going to talk to them be like, should I buy this

447
00:30:59.680 --> 00:31:04.320
company? Is this a good company? Right. What's your experience been like? Right. And same thing with

448
00:31:04.320 --> 00:31:07.120
your employees. Now they're not going to ask them, but the that stuff they're going to only talk to

449
00:31:07.120 --> 00:31:11.040
people already know about the deal, but they're going to interview them really heavily to see what's

450
00:31:11.040 --> 00:31:15.280
your involvement. Is he really? Is he really passively involved? Like, what do you do on our daily basis?

451
00:31:15.280 --> 00:31:17.520
What do they do on the day of it? Because they want to know that if you leave, it's still going to

452
00:31:17.520 --> 00:31:21.440
keep going and growing. Then you've got background checks of you and your management team to make sure

453
00:31:21.440 --> 00:31:26.400
knowns, you know, convicted criminal or something sketchy, which more realistically is like financial

454
00:31:26.400 --> 00:31:30.480
fraud, employment contracts to make sure that if you leave, they don't all leave with you or they're

455
00:31:30.480 --> 00:31:34.800
like only there for you, et cetera. And you're like, okay, I feel like I'm done. Not there's more.

456
00:31:34.800 --> 00:31:38.720
Okay. So once you've gone through this whole diligence process, which takes 16 to 90 days. Now if

457
00:31:38.720 --> 00:31:42.880
you're tracking with me, there was like three months, you know, of looking for bankers and figuring

458
00:31:42.880 --> 00:31:46.560
that part out and making sure that your business is ready, you may take much longer than that. But

459
00:31:46.560 --> 00:31:50.720
like assuming your business is ready, right. And you have met the prerequisites. It might take you 12

460
00:31:50.720 --> 00:31:54.880
weeks to find the right bankers from there. It's 20-ish weeks to get to this point. And then you might

461
00:31:54.880 --> 00:31:59.200
have another 60 to 90 for diligence. Now, bankers will say that it's going to take less time. They're

462
00:31:59.200 --> 00:32:03.120
incentivized to tell you that it takes less time. So I was talking to a good friend of mine who was

463
00:32:03.120 --> 00:32:07.120
like, hey, man, I got, they said there are 30 day diligence and then it quit closed and I was like,

464
00:32:07.120 --> 00:32:13.360
dude, it's not going to happen. And it was for a nine figure number, right. And lo and behold, 90 days

465
00:32:13.360 --> 00:32:19.040
later, he was like, yeah, fast. They said wrong. They were, right. He's like, why didn't you tell me?

466
00:32:19.040 --> 00:32:24.000
This was going to be so much fun, right. And he's now, I think like five months into his process

467
00:32:24.000 --> 00:32:28.960
of post, post agreement sign, right. So like, I'm not saying that that's typical. But I'm saying

468
00:32:28.960 --> 00:32:33.120
like, you need to prepare it for a year. Like, it's going to be a year slog. And a lot of your

469
00:32:33.120 --> 00:32:37.440
focus is going to go to this process. So like, you really need a strong management team in place

470
00:32:37.440 --> 00:32:41.280
who can continue to grow the business without you. All right. And that'll prove the point. And

471
00:32:41.280 --> 00:32:47.360
this is a note. The longer the process takes, it is in the buyers advantage that it take a long time.

472
00:32:47.360 --> 00:32:53.600
All right. So you want a fast close. They want a slow close. And being real, the only way to speed up

473
00:32:53.600 --> 00:32:58.080
the close is to keep growing like crazy because they then they're going to realize that all of a sudden

474
00:32:58.080 --> 00:33:02.880
the valuation from the beginning to the end will have changed. And then you will have much more

475
00:33:02.880 --> 00:33:06.880
negotiating power and you can break the agreement and get other offers, right. So important point

476
00:33:06.880 --> 00:33:11.120
there. So once you've gotten to that point, you'll get a purchase agreement. Inside of the purchase

477
00:33:11.120 --> 00:33:14.560
agreement, you will have these different pieces that you have to watch out for indemnities are the

478
00:33:14.560 --> 00:33:17.600
things that you were liable for. These are the things that will keep you up at night. You need to

479
00:33:17.600 --> 00:33:22.560
go shade hard on these things. Now, give the things that are reasonable. Like, yes, like fundamental,

480
00:33:22.560 --> 00:33:26.400
you know, in order to get warranties, I think is the name of the clause, whatever. It's like,

481
00:33:26.480 --> 00:33:29.680
you actually own the company. You actually own the trademarks. Like, yes, you have to,

482
00:33:29.680 --> 00:33:33.120
like, yes, otherwise the whole purchase is off, right. And you can be liable for the total

483
00:33:33.120 --> 00:33:37.600
total purchase amount for that stuff, right. Now, that's the indemnities. But the other indemnities are

484
00:33:37.600 --> 00:33:40.720
things that like are completely out of your control. So you want to make sure you negotiate those

485
00:33:40.720 --> 00:33:44.480
things out. And again, with all these negotiations, you have to be willing to walk away and say, like,

486
00:33:45.120 --> 00:33:48.960
I don't like, if this bullet's in there, the deal's off. Like, and if you can't say that,

487
00:33:48.960 --> 00:33:54.080
you're going to get raked over the calls, okay. Now, non-compete, depends on why you're selling and

488
00:33:54.080 --> 00:33:57.760
what you want to do next. But you want to be very specific. And this is one of the hardest things

489
00:33:57.760 --> 00:34:00.800
that that you're going to get into negotiating, especially if you have a skill. If you're really

490
00:34:00.800 --> 00:34:04.720
good at, you know, trash compacting, then they're going to not want you to touch anything

491
00:34:04.720 --> 00:34:09.920
trash-related for a long period of time, all right. And what's really tricky about this is that

492
00:34:09.920 --> 00:34:14.000
if you roll equity into the new company that they're going to be buying your your company in or

493
00:34:14.000 --> 00:34:17.920
whatever, they will write in the articles of incorporation that none of the people who have that

494
00:34:17.920 --> 00:34:23.280
can compete. And so even if you have a purchase non-compete, you may have a non-compete as long as

495
00:34:23.280 --> 00:34:26.800
you are an equity holder in that other company, which means that if you want to breach your

496
00:34:26.800 --> 00:34:30.800
non-compete, you would have to give up the equity that you rolled, all right. That's once the

497
00:34:30.800 --> 00:34:35.600
other non-compete expired. So you have to be very, very careful about how these non-compete are

498
00:34:35.600 --> 00:34:39.760
written. And the definitions that you have around this is so important. Like, I can't tell, like,

499
00:34:39.760 --> 00:34:45.920
so for example, if you were selling, let's say a skincare line, they might say, the first

500
00:34:45.920 --> 00:34:49.200
one you get might just say, like, you can't be in beauty anymore. Well, that'd be freaking

501
00:34:49.200 --> 00:34:52.320
ridiculous, right? Because you know the space and you're not competing with your company if instead

502
00:34:52.320 --> 00:34:56.320
of skincare, you start getting into makeup, right? And you have to make that argument, right?

503
00:34:56.320 --> 00:34:59.040
And it depends on the size of the deal and what you're willing, like, if this is the one deal that's

504
00:34:59.040 --> 00:35:02.480
going to seal all deals for you, then maybe it will be willing to give more, right? And be like,

505
00:35:02.480 --> 00:35:05.920
all right, I'm not going to touch the space for a long time, right? On the flip side, if you're like,

506
00:35:05.920 --> 00:35:09.760
I already know what my next thing's going to be and this is the best thing to do with the non-compete

507
00:35:09.760 --> 00:35:12.480
is know what you're going to do next. Because if you know what you're going to do next, then you can

508
00:35:12.480 --> 00:35:15.840
be very specific with the language and you can make sure that you're 100% covered and just tell them,

509
00:35:15.840 --> 00:35:19.200
this is what I plan on doing next. I just don't want that to be affected. And if you say that,

510
00:35:19.200 --> 00:35:23.200
and I'm telling you guys, the best way to negotiate these things is to be honest. Just tell them what

511
00:35:23.200 --> 00:35:27.120
you want. And a lot of times it's much easier than trying to guess and ascribe blame and all that kind

512
00:35:27.120 --> 00:35:31.200
of stuff. Schedules is all the stuff that you provide. It's basically another word of like proof,

513
00:35:31.200 --> 00:35:34.800
right? We're doing all this based on these assumptions. And the assumptions have to be true.

514
00:35:34.800 --> 00:35:38.800
For some reason, the schedules are not there. Like we did this based on this, you know,

515
00:35:38.800 --> 00:35:42.400
culture segmentation analysis. If you mentioned it in the selling process of getting them to say yes

516
00:35:42.400 --> 00:35:46.320
and negotiating, but then you don't include it in the agreement as a schedule, it's as though it

517
00:35:46.320 --> 00:35:50.400
didn't happen. And then they can come back and screw you. Now, this all sounds scary. Most of

518
00:35:50.400 --> 00:35:53.680
times these agreements don't get repealed. All right. But you want to make sure that you include

519
00:35:53.680 --> 00:35:56.560
all the stuff and that stuff sucks. But you got to do it. You got to have a good lawyer for it.

520
00:35:56.560 --> 00:36:03.040
All right. Definitions. This is kind of interesting as a total philosophical point. The agreement itself

521
00:36:03.040 --> 00:36:07.440
is almost as long as the pages of definitions for the terms that are used in the agreement. And

522
00:36:07.440 --> 00:36:12.160
I think Socrates said wisdom begins with the definition of terms. And so like fundamentally,

523
00:36:12.160 --> 00:36:20.240
the agreement is like party A as defined by X agrees to pay Y according to these terms to party

524
00:36:20.240 --> 00:36:25.520
Z according to these terms. So it's like all these things are just terms that have to get defined.

525
00:36:25.520 --> 00:36:30.400
And so I'll give you an example, a term that we were able to redefine. I think it was actually,

526
00:36:30.400 --> 00:36:35.040
I think we redefined a term within the non-copy that dramatically changed the the meaning of the

527
00:36:35.040 --> 00:36:39.920
document and made it much better for us to do whatever we wanted to do next. And so like just

528
00:36:39.920 --> 00:36:43.840
changing the definition of a single word can run through an entire agreement. And sometimes

529
00:36:43.840 --> 00:36:48.880
it, rather than fighting on clauses, it's better to really narrow down the definition of what you're

530
00:36:48.880 --> 00:36:54.160
trying to define. So the scope might be geography for a non-copy or it might be like there's a

531
00:36:54.160 --> 00:36:58.000
million things they define in these documents, but making sure that you read the definitions

532
00:36:58.000 --> 00:37:02.400
for what these words mean is really important. Now, the few points, and this is just the points

533
00:37:02.400 --> 00:37:05.200
that you want to negotiate. There's a zillion other things. These are the main the big headers.

534
00:37:05.840 --> 00:37:08.640
Networking capital says the very end. You've already agreed on everything. You already agreed on

535
00:37:08.640 --> 00:37:12.000
the terms. You already agreed on the price. Now you have to agree on networking capital,

536
00:37:12.000 --> 00:37:14.960
which is how much money you're going to leave in the business. And this is we're going to try

537
00:37:14.960 --> 00:37:18.320
it. You're going to try and get you there too. It's like, hey, let's see. You've got a million

538
00:37:18.320 --> 00:37:20.880
bucks of working capital in the bank account. They're going to be like, well, you've had a million

539
00:37:20.880 --> 00:37:23.840
dollars sitting there for a whole year. So that comes with the business. You're like, well, I've just

540
00:37:23.840 --> 00:37:28.720
had it there because I didn't take dividends out of it. Which why, by the way, is a good reason to

541
00:37:28.720 --> 00:37:31.920
dividend out stuff and keep little in the bank account if you're a smaller business. Now,

542
00:37:31.920 --> 00:37:34.720
if you're reinvesting and buying and doing M&amp;A and stuff, then that's a different question,

543
00:37:34.720 --> 00:37:38.720
which most of you guys are not doing that right now. So that being said, networking capital is

544
00:37:38.720 --> 00:37:42.080
what, how much money is required to run this business so that when we have this transition,

545
00:37:42.080 --> 00:37:45.440
it can continue to work as normal, right? And you want that to be as little as possible so that

546
00:37:45.440 --> 00:37:48.800
as so that you can take as much of that cash to the bank account in addition to what they're going to pay

547
00:37:48.800 --> 00:37:53.520
you, all right? And then finally is the escrow amount. So let's say you've got that $100 million

548
00:37:53.520 --> 00:37:57.200
deal, like I said earlier, and they might say we want to keep 20% in escrow. All of a sudden,

549
00:37:57.200 --> 00:38:01.840
you've got $20 million escrow. And again, we still have the escrow. We've got the seller

550
00:38:01.840 --> 00:38:05.360
financing. We've got the earn out. We've got the splits that you have. We've got taxes. We've got

551
00:38:05.360 --> 00:38:08.640
all these other things that are going to come out of it, all right? As you got to make sure it makes

552
00:38:08.640 --> 00:38:13.200
sense. And so escrow amounts, like if you can keep it under 10%, you're rocking, all right? Now,

553
00:38:13.200 --> 00:38:17.360
they're going to probably keep some of it there. And that's because they keep that as insurance.

554
00:38:17.360 --> 00:38:20.880
Like if something else comes up or there's some bill or blah, blah, that's your fault. Some back

555
00:38:20.880 --> 00:38:24.560
taxes, whatever they take it out of the escrow. All right. That's how they do it. And then usually

556
00:38:24.560 --> 00:38:28.880
they will release that. And again, when they release it, they can release it in phases. I think

557
00:38:28.880 --> 00:38:32.720
there was like a 90 day and then a one year for ours. But like it can change. Some people

558
00:38:32.720 --> 00:38:36.400
have escrow that holds for two years. Some people don't have any escrow, but it's a negotiating point.

559
00:38:36.400 --> 00:38:40.800
All right. And I'm repeating this. Don't let speed be negotiating tool used against you. All right.

560
00:38:40.800 --> 00:38:43.680
It doesn't matter. They're going to take as long as they want. So don't let them use that against you.

561
00:38:43.680 --> 00:38:49.200
All right. Finally, you've done all this stuff. You've negotiated all the hard points. You've

562
00:38:49.200 --> 00:38:55.200
gotten here. And it's now payday. All right. So first off, it's very ethical. I'm acting because it

563
00:38:55.200 --> 00:38:59.440
takes all this time. And then all you do see is just like a big deposit in your bank account.

564
00:38:59.440 --> 00:39:03.040
You're like, oh, well, I guess I am the same. So I'm just telling you that's what's going to happen.

565
00:39:03.040 --> 00:39:07.440
All right. That being said, you actually don't even sign papers. There's so many papers that you

566
00:39:07.440 --> 00:39:10.480
actually have to pay someone to sign it because it takes so darn long. So we actually paid our

567
00:39:10.480 --> 00:39:14.560
attorneys. And I think it took them like six hours just to sign on our behalf for all the documents

568
00:39:14.560 --> 00:39:19.120
and do that for us. All right. Now, once all the documents have received by the escrow company,

569
00:39:19.120 --> 00:39:24.240
both parties have signed everything at that point. They initiate the deposits to the parties that

570
00:39:24.240 --> 00:39:28.000
have already been predefined. So if you have payouts that go to, let's say, your bankers or brokers

571
00:39:28.000 --> 00:39:31.600
that comes off the top. If you have payments that go to the escrow company, comes off the top.

572
00:39:31.600 --> 00:39:35.600
If you have distribution that come to your employees or other equity holders or investors,

573
00:39:35.600 --> 00:39:40.640
that then all comes and then you get your piece. And just hold on because I'll show you the actual

574
00:39:40.640 --> 00:39:45.440
video. It's only like I think 30 or 40 seconds of the actual signing moment for us. And you can see

575
00:39:45.440 --> 00:39:49.520
what it really looks like to close a $50 million deal. But just a few closing thoughts on this is

576
00:39:49.520 --> 00:39:53.920
that they're going to treat you like you don't know anything. All right. And so you got to get smart.

577
00:39:53.920 --> 00:39:58.720
You got to read stuff, watch this video, rewatch it, and understand the pieces that someone's

578
00:39:58.720 --> 00:40:03.120
going to try and do to screw you over. All right. And, you know, a trust is going to be a big

579
00:40:03.120 --> 00:40:06.800
component of this. Right. So like you have to trust the people that you're going to do business with.

580
00:40:06.800 --> 00:40:10.560
And if you don't, it's going to be really difficult. Now, that being said, you can trust them, but

581
00:40:10.560 --> 00:40:14.000
you still want to verify. Right. You still want to make sure that the words say what they say they say.

582
00:40:14.000 --> 00:40:19.600
And a lot of times that's not the case. All right. And so big picture. If you do get to this point,

583
00:40:19.600 --> 00:40:23.440
congratulations. It's very, very hard to grow a business, do all this stuff and sell to an

584
00:40:23.440 --> 00:40:27.760
institutional buyer who will pay, you know, tens of millions or hundreds of millions of dollars

585
00:40:27.760 --> 00:40:31.280
for a company. These are just some of the lessons that I learned. And this is the process that took

586
00:40:31.280 --> 00:40:35.840
me a long time to even just figure out how it worked. And for most of the nation, I make these videos

587
00:40:35.840 --> 00:40:40.720
because I know and told me this stuff. And so I'm hoping that for you guys this helps you out. And

588
00:40:40.720 --> 00:40:44.400
if you're doing over three million, you can hit us up. And we'll see what we can do to help you out and

589
00:40:44.400 --> 00:40:48.320
help walk you through the process. So it's lots of love, everybody. Keep being awesome.
