Mark Jordan
  Mergers, Acquisitions, & Enhancing Your Business October 2004  

in this issue

Exit Plan Conflicts

Choosing a Business Entity

Three-Pronged Strategic Plan



Exit Plan Conflicts

This is a story about four business owners who attempted to plan and sell their own businesses. This article reviews the basic elements that make up an entrepreneur and the conflicts that occur when he or she exits the business.

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Vercor is a middle market mergers and acquisitions firm with a proven record for success, confidentiality, and integrity. Our mission is to provide global resources and results in the facilitation of business sales, mergers, and acquisitions. We focus on deals ranging from 3 million to 75 million in value.

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  • Choosing a Business Entity
  •   When considering the purchase of an existing business or, starting up a new business, the new owners will have to decide what type of entity will own the business. Each option has varying ramifications regarding legal issues, taxation and capital requirement limitations. It is extremely important that the business owner consider each one separately before determining which entity is most suitable to their business.

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  • Three-Pronged Strategic Plan
  •   Regulators, stockholders and market analysts often resist proposed acquisitions on the basis of history. Specifically, 80 percent of public mergers and acquisitions over the last 10 years have failed to achieve forecasted financial results. In the majority of cases, the failure is directly attributed to the lack of a proven post integration process. Last month we addressed the importance of strategic cultural integration to increase the odds of success. The previous month we discussed how connecting each employee to the strategic plan through compensation could help align people with desired results. In this issue, we consider the importance of aligning strategy and processes to give the newly formed organization a greater chance for success.

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