Serving clients nationally from offices in Fairhope, Alabama and Baton Rouge, Louisiana. Contact William at Will@WilliamBruce.org or by phone at 251-990-5934 (Fairhope) or 225-465-5799 (Baton Rouge). We look forward to hearing from you!
SmallBiz-Resources.com has an excellent article out by Bill Aimone on how to manage your data security while on vacation.
The three issues discussed in the article are:
Technology Setup
If you take a laptop on vacation, make sure it’s protected by upgrading to the latest release of your operating system and is password protected. Also, use a backup product like DropBox which minimizes the amount of information that could be mined by thieves. Furthermore, it allows you to wipe the correlating data if the laptop is stolen.
The Connection, Virtual Private Network (VPN)
The author points out that connecting to the internet via unknown networks while on vacation is risky. An easy way to access a secure connection is via a Virtual Private Network (VPN). VPNs create a secure connection between the laptop and a server in the cloud. It is almost impossible to hack this type of connection.
It’s also easy to set up a hotspot connection from your iPhone which is more secure than connecting through your hotel or the airport’s unsecured networks.
Support for Small Business Owners and Employees to Stay Connected During Vacation
Technology issues happen, and when they strike it can easily turn into a desperate situation without the right IT support.
Most small businesses cannot afford to hire internal resources to provide 24/7 support to vacationing employees, especially factoring in potential time zone differences.
Small businesses can consider finding remote-access, 24/7 on-demand IT support from companies like EVAN®, which can help traveling employees when in a pinch.
In summary, these three tips from SmallBiz-Resources will help you stay compliant with the old Boy Scout motto of “Be prepared.”
William Bruce is an Accredited Business Intermediary (ABI) and Senior Valuation Analyst (SVA) assisting buyers and sellers of privately held businesses in the transfer of ownership. He currently serves as president of the American Business Brokers Association. His practice includes consulting services nationally on issues of business valuation and transfer. With offices in Fairhope, Alabama and Baton Rouge, Louisiana, he may be reached at (251) 990-5934 (Fairhope), 225-465-5799 (Baton Rouge) or by email at Will@WilliamBruce.org.
William Bruce Accredited Business Intermediary, Senior Valuation Analyst
You’ve probably spent years building your business. And so, when it comes time to exit, how can you increase the chances of a successful transition?
Retaining an experienced business broker is a good place to start.
Our friends at Hatchit.us have written an excellent article discussing seven reasons why a business seller should consider bringing an experienced business broker on board for the project. The seven points discussed are:
Our practice since 1986 has included business valuation, mergers, sales, and acquisitions. If we can assist in your project, please don’t hesitate to call or email with the contact information below. Confidentiality is assured.
x x x
William Bruce is an Accredited Business Intermediary (ABI) and Senior Valuation Analyst (SVA) assisting buyers and sellers of privately held businesses in the transfer of ownership. He currently serves as president of the American Business Brokers Association. His practice includes consulting services nationally on issues of business valuation and transfer. With offices in Fairhope, Alabama and Baton Rouge, Louisiana, he may be reached at (251) 990-5934 (Fairhope), 225-465-5799 (Baton Rouge) or by email at Will@WilliamBruce.org.
In the complex area of small business valuations, are you confused about which earnings valuation multiple to use? There are at least six earnings computations, including:
SDE – Seller’s Discretionary Earnings
EBIT – Earnings Before Interest and Taxes
EBITDA – Earnings Before Interest, Taxes, Depreciation, and Amortiztion
Adjusted EBITDA – Normalized for other expenses
DCF – Discounted Cash Flow
Net Profit – What you show Uncle Sam on your tax return.
A widely used valuation methodology for privately-held businesses is applying an industry specific valuation multiple to a company’s earnings. But which earnings number should you use? For a particular business, the use of the wrong earnings metric could result in a wildly inaccurate valuation.
In addition to selecting the right earnings computation, there is also often some difficulty in choosing the proper valuation multiple to apply to earnings for a particular type and size of business.
The two most commonly used multiples for the majority of small to medium size privately-held businesses are Sellers Discretionary Earnings (SDE) for the smaller businesses, and Earnings Before Interest, Taxes, Depreciation, and Amortization (EBITDA) for the larger businesses where Private Equity Groups are among the buyers.
In an excellent article, my fellow business intermediary, Barbara Taylor, co-founder of Alan Taylor & Company, clears up the confusion.
Our firm performs written, fully documented valuations of small to medium size businesses. If we can assist with any of your business valuation or ownership transfer issues, please don’t hesitate to contact me at Will@WilliamBruce.org or by phone at the numbers listed below.
For further reading, here are additional related articles:
William Bruce is an Accredited Business Intermediary (ABI) and Senior Valuation Analyst (SVA) assisting buyers and sellers of privately held businesses in the transfer of ownership. He currently serves as president of the American Business Brokers Association. His practice includes consulting services nationally on issues of business valuation and transfer. With offices in Fairhope, Alabama and Baton Rouge, Louisiana, he may be reached at (251) 990-5934 (Fairhope), 225-465-5799 (Baton Rouge) or by email at Will@WilliamBruce.org.
Who will be potential buyers for your family business?
As a business broker and valuation specialist, I’m often asked about the issues involved in selling a family business.
Ideally, family business owners should start planning for ownership transition well before the event. One of the first steps in planning an exit is to understand who the potential buyers might be and the different characteristics of these buyers.
Here, we will briefly discuss both internal and external sales of the family business.
Internal Sale
In an internal sale of a family business, the buyers are likely to be family members of the next generation or possibly family members in combination with key non-family employees.
Various financing options may be employed by the buyers of the business including seller financing after an acceptable down payment. Many times the older generation in a family business will finance the sale of the business to a promising member(s) of the younger generation. When this option is employed, a word of advice is in order. Have a very clear understanding as to how the debt is to be handled and put it in writing in the form of a legal note and security agreement.
Bank loans guaranteed by the Small Business Administration (SBA) may also be available for around 75 to 85 percent of the appraised value of the business. If the business is of sufficient size, an Employee Stock Option Purchase (ESOP) plan might be an attractive option with tax advantages.
External Sale
External buyers of family businesses may come from several distinctively different categories. But most will fit into one of the following three descriptions
Job Buyers
These buyers will be individuals who are essentially buying a job for themselves. This buyer will usually be looking for a small to medium-size business. Buyers will have the financial ability to make a down payment of 15 to 30 percent of the acquisition cost of the business and will have a sufficient credit rating to obtain financing for the balance.
The financing will most likely be an SBA 7(a) guaranteed business acquisition loan amortized over 10 years, or 15 years if real estate is part of the purchase price of the business. The key for this buyer is that (1) the business must be able to pay the new owner a decent salary and, (2) then make the monthly payments on the business acquisition loan. This allows the buyer to make living from the business while he/she builds equity in the entity.
If your business has enough cash flow for both of these obligations, then you have a good chance of selling your family business to a buyer from this category.
Financial Buyers
Financial buyers are generally looking for somewhat larger businesses than the above-described buyer. Buyers who fall into this category will include private equity groups and other sophisticated investors. Most of the time, these buyers will not be owner-operators of the business, but rather will retain the current management of the business or send in a management team.
The buyer is investing for the projected financial returns. They will usually have a plan for significantly growing the business which may include such things as additional capital investment, specific management talent, adding products and services, and expanding the market geography of the business.
The plan will usually include an exit strategy after the growth and improvements have been realized. This time frame is typically three to seven years.
These buyers may employ various sophisticated financing options for the initial purchase of the business.
Strategic Buyers
Strategic buyers usually are firms that are already operating in the industry of the potential acquisition. They may be looking to increase their geographic footprint into new areas, and they may also be looking for the economies of scale usually found in such opportunities.
A strategic buyer can be either a horizontal or vertical player in the industry looking to realize specific synergies that the acquisition will create.
Financing for these buyers is varied and sometimes includes an earnout component in which the seller is paid over time according to specified financial benchmarks being achieved by the new owner.
In Summary
Depending on the size and type of your family business and your goals, you may have interested buyers from several of these categories. Our firm is experienced in dealing with all types of buyers.
If you think we might be of service in planning or executing the transfer of your family business, please don’t hesitate to contact us.
For our article discussing the top three issues involved in the sale or purchase of a business, please click here. And to review our article on how to quickly estimate the value of a business by using rules-of-thumb, please follow this link.
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William Bruce is an Accredited Business Intermediary (ABI) and Senior Valuation Analyst (SVA) assisting buyers and sellers of privately held businesses in the transfer of ownership. He currently serves as president of the American Business Brokers Association. His practice includes consulting services nationally on issues of business valuation and transfer. He may be reached at (251) 990-5934 or by email at Will@WilliamBruce.org.
America’s Small Business Development Centers offer valuable – and free – advice.
“You have the best coach, business advisor, analyst and mentor I’ve ever had in any business,” says businessman Reed Rogers Of Lillian, Alabama, when talking about the assistance he received from the local Small Business Development Center.
And the good news for aspiring and current business owners is that there is probably a Small Business Development Center (SBDC) near you. In partnership with the U.S. Small Business Administration, there are nearly 1,000 Centers across the country.
However, less than half the funding of the Centers comes from the SBA. The balance comes from a variety of sources including donations from successful businesses.
SBDC advisors provide current and future small business owners a variety of free business consulting and low-cost training services including business plan development, manufacturing assistance, technology development, funding assistance, exporting and importing support, disaster recovery assistance, procurement and contracting aid, market research help and more.
Nationwide, small businesses employ 60 million people, which is nearly half of all American workers. With deep roots in their communities, small firms and their employees are the engines driving the American economy. Small Business Development Centers provide these local businesses and entrepreneurs with the resources they need to thrive, compete, and succeed.
Lest you think this is another wasteful government program, ponder this: In my home state, for every federal dollar invested in the Alabama SBDC program, $2.35 is
returned to the state, and $3.79 is returned to the federal government in tax revenue.
In other words, this dog will definitely hunt!
A common thread running through the accolades from clients of the SBDC is that the assistance received is real-world and spot-on. Maria Richard, a client of the Mobile, Alabama SBDC related, “My business advisor, Mel Washington, has been the most supportive, encouraging, and innovative person I’ve spoken with about my business. He has helped me fine tune my processes and identify my company’s position in the marketplace.”
Often located on college campuses, SBDC offices successfully combine private sector know-how with the educational background of universities in order to provide entrepreneurs with the resources they need to feel confident in starting and running a business.
For additional information on the services available, please click here. And to find the Small Business Development Center near you, visit this SBDC office locator.
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William Bruce is an Accredited Business Intermediary (ABI) and Senior Valuation Analyst (SVA) assisting buyers and sellers of privately held businesses in the transfer of ownership. He currently serves as president of the American Business Brokers Association. His practice includes consulting services nationally on issues of business valuation and transfer. He may be reached at (251) 990-5934 or by email at Will@WilliamBruce.org.
We’re living in strange times with the pandemic, a record number of hurricanes and a change of residents in the White House. So if you’re considering exiting your business, it’s natural to wonder if you should sell your business now or wait a while.
Among the many issues you must weigh, probably the most important consideration in making the decision to sell your business now or wait for a while longer is the question of valuation. In short, business owners are wondering what effect the pandemic has had on the valuation of small to medium size businesses?
The answer is, “It depends.”
It depends almost entirely on the type of business, with bars and restaurants suffering the most. I’m advising my restaurant and bar clients who are considering selling their businesses to wait. Valuations are down critically in the category because earnings have been so dramatically reduced. If these owners can survive until the country is vaccinated — big “if” — then they will realize more from their years of hard work.
Other categories of businesses are more fortunate. In most other categories, valuation specialists, myself included, are not penalizing the business for a dip in earnings if experienced during the pandemic, realizing that it’s not a trend. And any dip is likely to be dramatically less than in the restaurant/bar sector and easier for business buyers to overlook.
In addition, there are at least three other issues for a business owner to consider when trying to decide whether to sell the business now or wait. These are (1) market availability, (2) the accessibility of buyer financing and (3) the time frame from the decision to sell until you get to the closing table.
By market availability, I mean what businesses are on the market and available for a business buyer to consider. A lot of businesses on the market favor the buyer; fewer options favor the seller. Right now, there is a scarcity nationally of businesses posted to the business-for-sale websites compared to normal times. I’m in touch weekly with business brokers around the country and almost to a person, they tell me they have fewer offerings in their portfolios now than they have had in a long time. Some say the fewest ever.
Regarding buyer financing, banks with the federal government’s encouragement are now aggressively making loans, especially under the SBA 7(a) business acquisition loan program. I have bankers calling me frequently soliciting referrals of business buyers seeking financing.
The last consideration I’ll discuss is the time it takes to sell a business. It’s not an overnight process. Selling a business versus selling a home is more complicated and it takes longer. Four to eight months is a reasonable time frame.
Because of this, a business seller should start planning ahead. There is more seasonality to business sales than most folks would realize, with January through April being the busiest months. It’s not dramatically busier, but in my 34 years of business brokerage, I’ve noticed it.
No doubt, you as the business owner, have more issues to consider than just those discussed above. After all, you have successfully operated your business over many years and you are the ultimate decision maker.
You’ve seen, haven’t you, photos of President Truman seated in the Oval Office behind the desk plaque, “The Buck Stops Here.” It also applies to you, the business owner.
If you think I might be of assistance with your business planning, please don’t hesitate to call or email. All communications are strictly confidential. If you would like to have it, I can email you a digital copy of my 40-page booklet, “How to Sell Your Business While Avoiding Costly Mistakes.”
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William Bruce is an Accredited Business Intermediary (ABI) and Senior Valuation Analyst (SVA) assisting buyers and sellers of privately held businesses in the transfer of ownership. He currently serves as president of the American Business Brokers Association. His practice includes consulting services nationally on issues of business valuation and transfer. He may be reached at (251) 990-5934 or by email at Will@WilliamBruce.org.
Are you considering buying a small business but are not quite sure how to analyze it? Here we set out the clear steps of how to analyze any business for sale the way that the professionals do it.
How to Analyze a Business for Sale: First, The Need for Confidentiality
Your checklist for how to analyze any business should include these items.
Confidentiality is critical to the successful transfer of a business. If word gets out that a business is for sale, several things start happening and none of them are beneficial to a prospective buyer. First, key employees start looking for other jobs, fearing that a new owner may not retain them. In the uncertainty, customers start looking around and begin shopping elsewhere. Suppliers get nervous.
This is why a seller or business broker will ask you to sign a non-disclosure agreement. In this agreement, you confirm that you will not disclose the fact that the business is for sale — except to your professional advisors. And yes, your spouse is considered a professional advisor. After all, he/she consults with you often on a professional basis, right? Just caution your advisors on the need for extreme confidentiality.
If you show that you take the need for confidentiality seriously, you will be regarded as the professional that you are.
The Anonymous Customer
The next step in analyzing a business for sale is a visit. If you’re working with a business broker, he will probably have furnished you with a summary profile of the businesses. The profile will contain the salient points of the business including gross revenue and earnings. The first step in analyzing the business might be an anonymous visit posing as a customer. We call this a reconnaissance run.
As you visit, first, note the location. Is it appropriately located for the type of business? As you’re driving into the parking lot, what does the business look like from the street? What about signage and street identification? Then as you walk to the entrance, what kind of an impression do you receive?
Once you’re inside, take a close look around. If it’s a retail establishment, are the shelves full? Is it clean and neat Are there customers there? Are the employees helpful?
What is the general feeling you received from your visit? If you decide this is a business you want to follow up on, make a list of questions for the owner. Make this list while your visit is fresh on your mind. Include anything and everything you’re curious about.
It’s great if the image is good, but don’t despair if it’s not. As one of my astute clients reminded me recently as I was lamenting the poor street image of one of my offerings, “It’s an opportunity for a new owner to make a difference.”
A word of caution: While on this visit, don’t talk to anyone in the business about the fact that the company is for sale. Chances are the employees don’t know it’s for sale. And even the owner would not be free to talk about it at this point within earshot of customers and employees. Chat pleasantly about the weather … or college football! (‘Tis the season, you know.)
The Meeting With the Owner
The next step in this logical sequence of how to analyze a business for sale will be a meeting with the owner. If you’re working with a business broker, he will set up the meeting at a time convenient for both parties. He will attend the meeting with you and facilitate the exchange of information.
Be sure to bring your list of questions. Ask anything you want to. However, it’s usually best, at this point, not to discuss the asking price of the business or the possibility of owner financing. That comes later. But ask anything else that comes to mind. Nobody knows the business better than the owner. If you’re meeting at the business, ask for a tour of the facility.
It’s important that this meeting remains informal and cordial. Remember, you are both checking each other out. If the owner is going to finance a portion of the selling price, he’s looking at you as much as you’re looking at the business. It’s a two-way street.
At the end of the meeting, you don’t have to express any commitment. Simply say something like: “Well this has been very informative. Thanks for your time. Let me consider this new information.” It might also be a good idea to convey to the owner that the information will be kept in the strictest of confidence. He’ll appreciate your sensitivity to that issue.
Computing Discretionary Earnings
The next step, and a critical one in how we analyze any business for sale, is to determine the owner’s discretionary earnings. After all is said and done, what you will be buying is the ability of the business to produce profits.
So first let’s define discretionary earnings. Some professionals refer to it as adjusted cash flow. Discretionary earnings are defined as that amount of cash left over after only the necessary operating expenses have been paid that is available for (1) owner’s remuneration, (2) return on investment, and (3) debt service, if any.
Another way to express it is that discretionary earnings are the total owner’s benefit from owning the business regardless of how the owner takes the money out of the business.
Discretionary earnings are not the same as net profit shown on the business tax return. It’s not the same because of the bookkeeping practices of most business owners. Simply stated, most business owners make strenuous efforts to reduce any taxable income by running some expenses through the business that are not really necessary to the operation of the business. This practice reduces tax liability but it also oftentimes masks the true earnings record of a business.
In considering a business, your challenge is to determine its true discretionary earnings. CPAs sometimes refer to this exercise as the recasting or normalizing of the financial statements. If you are using a business broker, he has probably already prepared a recasting worksheet on the business.
Now That You’ve Analyzed the Business: To Pursue or Not to Pursue
After computing the discretionary earnings of the business, the next step is to determine if the cash flow is enough for you.
To do this, you need a fairly close approximation of what your debt service, if any, will be on the amount borrowed to buy the business. After all, it’s the amount left over after debt service that will be available for you and your family to live on.
Your broker will have amortization tables available for debt calculation. Business loans without real estate generally run seven to 10 years. With real estate, the term of the loan can be up to 20 years.
The arithmetic from this point is fairly simple. Just take the yearly bottom line discretionary earnings of the business and subtract the annual debt service. If the remaining balance is enough to support you and your family, then this business might be one that you would want to pursue.
It probably should be mentioned that the above calculations do not consider any increases in revenue and earnings resulting from new ownership. Historically, a business will experience a revenue increase of between ten and fifteen percent due solely to a change in ownership. Nor does this calculation account for any new products and services or other changes that a new owner may plan to introduce.
Now it’s decision time. If the business is of interest to you, and if it returns the amount of cash flow you need (or can be made to do so), and if you can envision yourself successfully running the business, then you may be ready to move on to the next logical step.
To subscribe to this blog and get notices of updates, please find the subscribe button top right. We will not spam you!
If you’re ready to pursue this business, my next blog post will outline an important step: The Contingent Offer.
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William Bruce is an Accredited Business Intermediary (ABI) and Senior Valuation Analyst (SVA) assisting buyers and sellers of privately held businesses in the transfer of ownership. He currently serves as president of the American Business Brokers Association. His practice includes consulting services nationally on issues of business valuation and transfer. He may be reached at (251) 990-5934 or by email at Will@WilliamBruce.org.
Here’s how to quickly estimate the value of an HVAC business.
Updated July 2024 with the most recent information.
The valuation of privately held businesses is sometimes confusing. But fortunately for heating, ventilation and air conditioning – HVAC – businesses, we have valuation formulas that will yield a pretty close approximation of value. In determining how to value an HVAC business, let’s take a look at two valuation formulas.
Two frequently used formulas that professionals use to value an HVAC business involve (1) a percentage of gross annual revenue, and (2) a multiple of discretionaryearnings.
First, let’s consider the formula that uses a percentage of gross annual revenue. One widely respected reference source says that HVAC companies are worth somewhere in the range of 35 to 50 percent of annual revenue plus inventory stocked for resale at cost. Where within this range a particular business falls depends on several factors discussed below.
The other formula maintains that HVAC businesses can be valued by using a multiple of yearly discretionary earnings. What are discretionary earnings? The number is sometimes also sometimes referred to as adjusted cash flow.
One easy way to define discretionary earnings is to explain that it is the total financial benefit to the business owner from his/her ownership of the business, regardless of how he/she takes that benefit out of the business. For a more detailed description of the term, take a look at this article.
So with the term defined, let’s again quote a respected industry source which asserts that HVAV businesses are valued at 2 to 3.5 times discretionary earnings plus inventory for resale at cost. This valuation based on a multiple of discretionary earnings is generally considered more accurate than the formula that uses a percentage of revenue. After all, earnings are more important to value than revenue.
The formulas do not include the value of any real estate. Any realty included in the transaction should be added to the final formula result, and as stated above, the cost of any inventory which is on hand for resale should also be added.
So where in the two ranges quoted above would a particular business fall? Listed below are some of the factors to consider:
Location in a growing area with a strong local economy adds value.
A clean set of books and tax returns bring value to the company.
A trend of growing revenue and profits definitely creates value.
A good staff including a general manager and well-trained technicians adds value.
Conversely, an overreliance on the owner for management lower value.
A large number of annual maintenance contracts for recurring revenue adds value.
A significant portion of income derived from new construction lowers value.
Higher revenue and profits command higher multiples of discretionary earnings for valuation purposes.
However, an HVAC company, like any business, is worth what a willing seller and a willing buyer, with no undue pressure on either party, are able to agree upon as the market value of the company.
To subscribe to this blog and get notices of updates, please find the subscribe button top right. We will not spam you!
If we can assist you with your valuation or transfer of ownership processes, please don’t hesitate to contact me. Our firm offers written, fully documented valuations on HVAC businesses. We also represent HVAC businesses for sale. My office is 251-990-5934 and my email is Will@WilliamBruce.org.
Here are three additional articles that might be of assistance:
William Bruce is an Accredited Business Intermediary (ABI) and Senior Valuation Analyst (SVA) assisting buyers and sellers of privately held businesses in the transfer of ownership. He currently serves as president of the American Business Brokers Association. His practice includes consulting services nationally on issues of business valuation and transfer. He may be reached at (251) 990-5934 or by email at Will@WilliamBruce.org.
There are important differences in EBITDA and Seller’s Discretionary Earnings (SDE).
Updated July 18, 2025
The differences between EBITDA and Seller’s Discretionary Earnings (SDE) cause confusion. Sometimes the two terms are incorrectly viewed as interchangeable, but there are important differences.
First, some definitions. Both are business performance benchmarks that are widely used in valuing a business for sale or acquisition. However, there are critical differences in EBITDA and Seller’s Discretionary Earnings, and if you use the wrong one in valuing the company under consideration, you could calculate a grossly inaccurate appraisal of the business.
EBITDA
EBITDA is defined as earnings before interest, taxes, depreciation and amortization. In other words, to compute EBITDA you take the net profit of the business as shown on the company’s tax return or P&L and add back the interest, taxes, depreciation and amortization. Only these four items are allowed to be added back. The resulting number of this calculation is EBITDA. It’s by far the easiest benchmark to compute because the adjustments to net profit or loss are limited and well defined.
Seller’s Discretionary Earnings (SDE)
In computing Seller’s Discretionary Earnings (SDE), you again start with the net profit or loss of the business and add the items listed above for EBITDA. Then for SDE, you also add back some other items. Those additional items are the business owner’s salary and perks, any one-time expenses not likely to recur (ie: a major remodeling expense), and any expenses that will disappear for the new business owner.
As just one example, let me tell you about the sale of a restaurant that I handled as a business broker several years ago. The profit and loss statement from the business was actually showing a small loss.
However, the owner’s wife drove a Lincoln Navigator which was listed on the books of the business as a company vehicle. The company also paid for all her gas and maintenance on the Navigator although she had no role in the operation of the restaurant. Same for the daughter’s Honda which she drove back and forth to college. The daughter was also on the payroll as an employee of the restaurant which furnished her with spending money at college, although she never actually worked at the restaurant.
The family’s week-long ski vacation to Colorado was charged to the business because the owner attended a business meeting for a few hours while in Aspen. You see where I’m heading here, don’t you? By the time all these items plus any non-cash expenses (eg: depreciation) were accounted for, the restaurant was actually producing a nice yearly discretionary income for the family.
DISCLAIMER: Hey, I’m not with the IRS and don’t render an opinion on these sorts of things!
Simply put, the calculation of Seller’s Discretionary Earnings is an attempt to determine the business owner’s total financial benefit derived from owning the business.
With the differences between EBITDA and Seller’s Discretionary Earnings, which one to use?
So with the differences, which one of these benchmarks do you use when buying or selling a business? More than anything else, it depends on the size of the business.
For large businesses, usually with a professional non-family CEO running the company, EBITDA will yield a more accurate result of market value. These businesses are usually the ones being sought by private equity groups or considered by publically traded firms as a merger candidate.
But for smaller businesses, usually run by an owner-operator and with annual revenues below, say, $5 million, the calculation of Seller’s Discretionary Earnings will be much more meaningful.
More Information
For additional information on related topics, these articles may be helpful:
Please don’t hesitate to call or email if my office can be of assistance.
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William Bruce is an Accredited Business Intermediary (ABI) and Senior Valuation Analyst (SVA) assisting buyers and sellers of privately held businesses in the transfer of ownership. He currently serves as president of the American Business Brokers Association. His practice includes consulting services nationally on issues of business valuation and transfer. He may be reached at (251) 990-5934 or by email at Will@WilliamBruce.org.
The Fed has budgeted $600 billion for the new loan program.
For some reason, this new loan program for businesses has not received much attention. But $600 billion has been allocated for the project, so if you’ve been hit hard by the pandemic, it might be a lifesaver.
The name of this new program, The Main Street New Loan Facility, is somewhat of a misnomer. The maximum allowed annual revenue that business can have and still qualify for a loan is $5 billion. I’m not aware of any “Main Street” business that has that kind of revenue!
But regardless, it’s a new program by the Federal Reserve to assist businesses that are trying to recover from the Coronavirus pandemic.
As the Fed explains it, the Main Street New Loan Facility (“Facility”) is intended to facilitate lending to small and medium-sized Businesses by lenders. An eligible lender is a U.S. federally insured depository institution (ie: banks, savings associations and credit unions). The Fed will buy 95 percent of the loan from the lending institution.
An eligible borrower is a business that
was established prior to March 13, 2020,
is not an ineligible business (ie: banks; life insurance companies but not independent agents, finance companies; factoring companies; investment companies, bail bond companies; and any other businesses whose stock in trade is money),
meets at least one of the following two conditions: (1) has 15,000 employees or fewer, or (2) had 2019 annual revenues of $5 billion or less,
is created or organized in the United States with significant operations in and a majority of its employees based in the United States, and
does not also participate in the MSPLF, the MSELF, or the Primary Market Corporate Credit Facility; and has not received specific support pursuant to the Coronavirus Economic Stabilization Act of 2020. (PPP loans are OK.).
Loan terms:
5 year maturity
principal payments deferred for two years and interest payments deferred for one year (unpaid interest will be capitalized)
adjustable rate of LIBOR (1 or 3 month) + 300 basis points
principal amortization of 15% at the end of the third year, 15% at the end of the fourth year, and a balloon payment of 70% at maturity at the end of the fifth year;
loan size can be from $250,000 to $35 million
is not, at the time of origination or at any time during the term of the loan, contractually subordinated in terms of priority to any of the borrower’s other loans
prepayment permitted without penalty.
Other requirements and conditions:
Borrower must commit to not repaying principal or interest on other loans until the Facility loan is paid in full unless the debt or interest payment is mandatory and due.
Borrower must commit that it will restrict compensation, capital distributions to owners per the issued guidelines.
Each borrower that participates in the Facility should make commercially reasonable efforts to maintain its payroll and retain its employees during the loan term.
A lender will pay the Fed a transaction fee of 100 basis points of the loan amount at the time of origination. The lender may require the borrower to pay this fee.
A borrower will pay a lender an origination fee of up to 100 basis points of the amount of the loan at the time of origination. The Fed will pay a lender 25 basis points of the principal amount of its participation in the loan per annum for loan servicing.
There are many other details. Speak to your banker to see if you qualify. You’ll be dealing with the government so a word of warning: expect some confusion and delay.
Please don’t hesitate to call or email if my office can be of assistance.
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William Bruce is an Accredited Business Intermediary (ABI) and Senior Valuation Analyst (SVA) assisting buyers and sellers of privately held businesses in the transfer of ownership. He currently serves as president of the American Business Brokers Association. His practice includes consulting services nationally on issues of business valuation and transfer. He may be reached at (251) 990-5934 or by email at Will@WilliamBruce.org.
