Article Summary: Maximizing Your Business Value Before a Sale | Axial

Gary Miller GEM Strategy Management, Inc. | November 1, 2017

Background

• Selling a business is very complex.
• Buyers are more cautious and much more rigorous in their due diligence efforts since the Great Recession. 
• Deals fail because owners do not plan early enough to sell their business. 
• Time and planning are required to maximize the sale price. 
• Failure to plan often leads to a lower purchase price or no sale at all.

The key to increasing business value is to understand how a potential buyer views your business. 

• Obtain an independent, professional valuation.
• Engage an objective business adviser to conduct a business audit and assessment to reveal the key business value drivers.

Key business value drivers may include:

• Sales growth trends
• Balanced and growing customer mix
• Strength of sales backlog
• Strength of the market niche
• Strong products and services brand
• Highly skilled, efficient and loyal workforce
• Solid vendor relationships
• Product differentiation
• Product innovation
• Strong management team to transition to the new owner
• Robust management information systems
• Continuous growth
• Barriers to entry
• Strong company culture
• Loyal customer base 
• Company culture
• Existing customer relationships. 

Conclusion

If you are considering selling your company, allow sufficient time to correct issues and build incremental value. Poor exit planning can erode the value of a lifetime of success.

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For additional information regarding Florida business sales, acquisitions and valuations, please contact Eric J. Gall, CBI, CM&AP at Eric@EdisonAvenue.com or 239.738.6227. Also, visit our Edison Avenue website at www.EdisonAvenue.com. To search for Florida Businesses for Sale: CLICK HERE

Article Summary: Using Customer Due Diligence to Chart a Winning Innovation Roadmap | Axial

Anthony Bahr Strategex | October 31, 2017

I have summarized the key points from the article below.  To read the entire article, click the link at the bottom of my summary - Eric Gall.

• Customer due diligence should be done prior to closing a deal.
• Many customer due diligence programs are cursory checks with no added value. 
• It’s a missed opportunity to engage with customers and derive insights for post-close growth.
• A well-designed customer due diligence program should:
• Be based on Voice of the Customer (VOC).
• Include quantitative and qualitative customer feedback. 
• Feedback can help mitigate risk and accelerate value creation post-close.
• A VOC-based customer due diligence program is scalable and customizable. 
• You can determine the strength and stability of customer relationships.
• You can address a variety of deal-specific objectives on the buy- or sell-side.

Case Study

• A PEG was looking to acquire a global manufacturer of specialized chemistry solutions. The acquisition target was investing in the R&D for new products. 
• Customers were not expressing strong interest in new offerings. 
• This led to poor ROI on the  R&D investment and compressed margins.
• The seller suspected customers were not innovating leading to limited demand for a broader portfolio of products.
• If true, the PEG would have confidence to reduce R&D investment post-close. 
• If false, VOC would provide alternative explanations and present opportunities to evolve the company’s new product development approach.
• Strategex partnered with the PEG and developed a VOC program to:

1. Improve market share by measuring and identifying opportunities to improve customer loyalty.
2. Boost customer satisfaction by uncovering opportunities to enhance the customer experience.
3. Reinforce competitive advantages and shore up weaknesses by benchmarking against key purchase criteria.
4. Determine if an ongoing innovation program was worthwhile by validating or invalidating the hypothesis.
5. Develop an approach to innovation more likely to succeed by securing a robust understanding of each customers’ internal innovation efforts, outlook for the category, and unmet needs.

The Approach

• Strategex conducted 49 customer interviews across 34 top accounts. 
• All interviews were conducted by phone and lasted about 45 minutes.
• Interviewers used a discussion guide prepared with the PEG.
• Transcripts were provided to the client after the interviews. 
• The data was aggregated, coded and synthesized. 
• The management report outlined key themes and recommendations. 
• The report also included analysis of the data and customer commentary across a variety of segments.

The Results

In respect to the innovation question, the  revealed that:

1. The hypothesis was false. Customers thought they were being innovative. 16 of 34 accounts considered themselves to be highly innovative.
2. The approach to innovation was out of touch with customer needs.  Customers little interest in new products was because they were not relevant to their needs.
3. There was no shortage of innovation opportunities. Customers identified over 200 potential innovation opportunities.

• Armed with these insights, the PEG:
• Closed the deal;
• Increased the R&D budget; and
• Implemented joint innovation programs with key accounts. 
• This led to the development of new products that were highly relevant and in high demand.
• The deal ended up being highly successful. 
• The customer due diligence provided the management team with a launch pad for value creation. It also bridged the innovation gap between the portfolio company and its most valuable customers.

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For additional information regarding Florida business sales, acquisitions and valuations, please contact Eric J. Gall, CBI, CM&AP at Eric@EdisonAvenue.com or 239.738.6227. Also, visit our Edison Avenue website at www.EdisonAvenue.com. To search for Florida Businesses for Sale: CLICK HERE

Article Summary: Maximize Your Selling Price by Finding the Right Buyers | Divestopedia

Dave Kauppi | October 16, 2017

I have summarized the key points in the article below.  To read the entire article, click on the link at the bottom of my summary - Eric.

Takeaway: Not every offer will be a reasonable one. If you're using business-for-sale websites, you will likely receive lowball offers. Avoid them with these tips.

Most companies deciding to sell have characteristics that drive down their value, such as customer concentration or management all from the owner's family. This article discusses how to minimize discounting by locating the right buyers.

Selling Process

The author discusses the sale of a Human Resources Consulting company. They contacted several industry players, but buyers dropped out because the seller's entire management team was comprised of family members. They took the company off the market and brought in one non-family executive who had the authority to run the company. 

The business is counter-cyclical and grew during the economic downturn. It was difficult to determine how much improvement was due to the new manager.

The business was put back on the market. One buyer was particularly interested and asked to put together his letter of intent.

He started by giving all the reasons to discount the price, e.g., fear of losing key employees, no recurring revenue, etc..  He was provided a chart showing recurring revenue from the top 20 clients to demonstrate consistency and predictability of revenues.

He then focused on the prior year's upward spike and said, "I am just going to use 2015's revenues as my basis for my offer." The author asked how he would have made an offer if last year was unusually bad, but the prior five years were strong. He did not answer, but it is expected he would have made his offer based on the new trend.

Stand Strong

These kind of buyers are common. A famous residential real estate investor wrote a book on investing; his philosophy was to find 100 people with their homes for sale, approach them aggressively, make a lowball offer, and one will take it.

The buyer inquired from a business for sale website - a perfect platform for this philosophy.

Get multiple buyers involved in the process. If you just post on one of the Business-for-Sale websites, you may get multiple buyers interested, but they are the buyers contacting 100 sellers very efficiently in order to make lowball offers.

Six other industry buyers were contacted.  All were looking for acquisitions based on acquiring new customers, adding a product offering, or leveraging their sales force or install base. Their motivation was not to buy a company with a lowball offer.

Encourage Fair Offers

The way to encourage buyers to make fair offers is to conduct outbound marketing to industry buyers that have strategic reasons for making acquisitions.  If a business seller only attracts inbound, bargain seeker buyers from websites, they will be getting low ball offers and waste time. 

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For additional information regarding Florida business sales, acquisitions and valuations, please contact Eric J. Gall, CBI, CM&AP at Eric@EdisonAvenue.com or 239.738.6227. Also, visit our Edison Avenue website at www.EdisonAvenue.com. To search for Florida Businesses for Sale: CLICK HERE

Capital Superabundance is Transforming Middle Market M&A | Axial

Peter Lehrman Axial | October 18, 2017

Bain & Company coined the term “Capital Superabundance” to describe a flush dealmaking environment in which the availability of financial capital is at record highs while the weighted average cost of capital for companies is experiencing record lows. What follows is how this environment is affecting American middle market M&A and its three major participants: private equity and corporate buyers, investment bankers, and exit-ready or “exit-curious” private companies.

To begin, look at the charts below:

The chart from Bain reveals the near 500% growth since 2003 in ongoing dry powder in the global private equity markets.

When demand rises faster than supply, prices tend to rise.

The chart below details U.S. leveraged buyout purchase prices as a multiple of EBITDA for the past 20 years. Source: Capital IQ.

These macro charts provide the framing for a discussion about the most meaningful effects of Capital Superabundance on its participants in middle market M&A.

Top three effects of Capital Superabundance on private equity investors and corporate buyers:

1. A respected and highly memorable brand has become a major advantage. Capital Superabundance is rewarding organizations with differentiated brands aligned to credible value creation strategies. 
2. “Business Development” has gone from an afterthought to top of the strategic agenda. BD excellence has become just as strategic to private equity and corporate development teams as sales and marketing excellence is inside companies. 

   

   Source: BCG

3. Revenue-oriented value creation. It is often easier to cut costs than to find sustainable methods to drive revenue growth. Capital Superabundance’s upward pressure on purchase price multiples is rendering cost reductions insufficient. Buyers have responded to this reality with increased expertise around buy-and-build value creation models. These approaches play to buyers’ transaction expertise and utilize the increasingly popular “operating partner” model.

Top three effects of Capital Superabundance on investment bankers:

1. The “personal Rolodex” approach to winning clients and creating great client outcomes is ancient history. Investment bankers are incorporating modern data services to discover buyers, research real-time buyer intent and engage buyers more intelligently. 
2. Capital superabundance has made investment banking economic for sub-10M EBITDA opportunities. Combining Capital Superabundance with some of the regulatory changes that have eliminated or relaxed broker dealer capital and oversight requirements for the execution of private M&A, establishing one’s own “micro-boutique” investment bank is easier than ever. Growth in micro-boutiques confirms this.
3. The brand of an investment bank is more important than ever. Investment banks are leveraging well-established content marketing strategies to disseminate their expertise, clarify areas of focus, and create an inbound funnel of prospective clients. Similar to PE, sector and transaction specialist bankers are outflanking generalists with more memorable and more focused brands.

Top three effects of Capital Superabundance on middle market companies:

1. It’s the most attractive and sustained seller’s market in at least half a century. Multiples are at record highs for businesses across nearly every sector.
2. Middle market companies have unusually high amounts of strategic choice and freedom. Capital Superabundance has created a new set of choices for entrepreneurs running middle market businesses. They shouldn’t assume conventional approaches are the only way to realize their liquidity goals.
3. M&A educational information is more widely available for entrepreneurs than ever. Free and affordable solutions for entrepreneurs such as BizEquity’s software-powered valuation tool, Axial’s online deal network and The Salability Score are examples of online solutions that educate and serve private companies that are considering a financing or exit event. 

Article LINK 

For additional information regarding Florida business sales, acquisitions and valuations, please contact Eric J. Gall, CBI, CM&AP at Eric@EdisonAvenue.com or 239.738.6227. Also, visit our Edison Avenue website at www.EdisonAvenue.com. To search for Florida Businesses for Sale: CLICK HERE

Fort Myers 7th Fastest Growing City in U.S. For Economic Growth

WalletHub has named the City of Fort Myers as 2017’s seventh fastest growing city in America, based on local economic growth. To determine where the fastest local economic growth has occurred, WalletHub’s analysts compared 515 cities based on 15 measures over a period of seven years. The metrics were based on two key dimensions: Sociodemographics, which includes population growth factors; and jobs and economy, which studied factors like job growth, new businesses, regional GDP and home prices. Fort Myers experienced the nation’s highest decrease in the poverty rate, declining 2.92 percent during the seven-year study period. Fort Myers also earned the nation’s top ranking in job growth and median house price growth, along with a ninth-place ranking in population growth. In total, 40 Florida municipalities were included in the study, including Cape Coral at No. 15.

For additional information regarding Florida business sales, acquisitions and valuations, please contact Eric J. Gall, CBI, CM&AP at Eric@EdisonAvenue.com or 239.738.6227. Also, visit our Edison Avenue website at www.EdisonAvenue.com. To search for Florida Businesses for Sale: CLICK HERE

Article Summary: Biggest Lessons Learned From Selling My Business | Divestopedia

Noah Rosenfarb , September 23, 2013 

   

Takeaway: Cory Janssen, co-founder of Investopedia and Divestopedia, shares his nuggets of wisdom learned from selling Investopedia to Forbes.

Cory Janssen co-founded Investopedia.com in 1999 and helped grow it into one of the Web's largest financial sites devoted to investor education. In April 2007, the company was sold to Forbes Media.

1. We were very careful about not building the company around our personalities so eventually, we could sell it if we wanted to.

2. We interviewed brokers and selected a firm in Silicon Valley who had done some similar deals and started a formal process with them.

3. After two months of preparation, the broker put the offer out to 40 to 50 organizations.  After four months, we narrowed the list to ten firms who came to visit us. 

4. LOIs were requested and we further narrowed the list to three companies.  We visited the three companies at their locations and closed with Forbes in April, nine months after we initiated the process.

5. The biggest lesson I didn’t realize beforehand is you have to manage your team differently at different stages of the process. Early on, the investment banker is your best friend because they are incented to get your idea in front of the right people. However, your lawyer is your worst enemy because he’s just racking up your bill.

6. Later in the process, it flips at the point there where the broker figures they got you as much as they can, so at that point, your lawyer is your best friend because your broker doesn’t care about everything you’re doing in the legal agreement. 

7. You have to manage the exit team, e.g, tax planners, accountant and other exit planners.  They are all on your team, they’re all for you, but you need to treat and manage each differently based on where you are in the deal.

8. You want to align your interests. Before selling my partners and I wrote down our goals for the deal. It helped ground us near the end of the deal when things are going back and forth and you can’t keep your head straight, it grounded us. 

9. We also gave the broker an above-market fee over a certain dollar to incent him. Alignment of interests works for whether you’re trying to hire a sales person or whether you’re trying to sell a business.

10. Looking back, we could have made the deal much smoother by having a better exit plan. I didn't know what an exit plan was at the time, to be honest. 

Article LINK

For additional information regarding Florida business sales, acquisitions and valuations, please contact Eric J. Gall, CBI, CM&AP at Eric@EdisonAvenue.com or 239.738.6227. Also, visit our Edison Avenue website at www.EdisonAvenue.com. To search for Florida Businesses for Sale: CLICK HERE

SOLD: Pet Supply Shop

SOLD

DESCRIPTION
Pet supply shop specializing in holistic/natural/non-GMO frozen and dehydrated foods. Very well merchandised boutique as well as supplements, shampoos and treats. 

OPPORTUNITY
Turn-key operation needing a pet lover with advertising & marketing abilities to achieve the store's potential. Located near multiple affluent communities.

Revenue $251,323; owner benefit $44,595

CONTACT
For additional information regarding Florida business sales, acquisitions and valuations, please contact Eric J. Gall, CBI, CM&AP at Eric@EdisonAvenue.com or 239.738.6227. Also, visit our Edison Avenue website at www.EdisonAvenue.com. To search for Florida Businesses for Sale: CLICK HERE

Article Summary: When Is the Right Time to Exit (Your Business)? | Axial

I've summarized the article down to its key points. If you would like to read the entire article, click on the link at the bottom of my summary - Eric Gall.

By Pete Sokoloff, Peter A. Sokoloff & Co. | August 30, 2017

Business owners often ask “When is the right time to sell my business?”

Selling a business is emotional and stressful. 

The right time is when multiple buyers are interested and the highest price can be commanded. This can happen if:

1. there is a history of financial improvement over the last few years. 
2. evidence revenues and earnings will continue to increase in future years. 
3. market conditions show good upside for your industry segment.

Sellers often ignore these indicators because they want the upside for themselves. The risk is favorable conditions can turn on a dime; often due to events not in anyone’s control.

A great question to ask a seller who can't make up their mind is, “Are you, your family, and your investors emotionally prepared to wait another 5-10 years for the right time to sell?” Economic cycles may require this if you wait too long.

Retirement, family time, lifestyle changes, other interests, or burnout need to be weighed against the possibility of sticking with the business for another decade or take a lesser price at a later date.

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For additional information regarding Florida business sales, acquisitions and valuations, please contact Eric J. Gall, CBI, CM&AP at Eric@EdisonAvenue.com or 239.738.6227. Also, visit our Edison Avenue website at www.EdisonAvenue.com. To search for Florida Businesses for Sale: CLICK HERE

Article Summary: M&A Success Isn’t About Luck — It’s About Taking Control | Axial

I've summarized the key points from the full article. If you would like to read the full article, click at the link at the bottom of my summary -- Eric Gall.

By Ken Marlin | March 22, 2017

• M&A is alive and well in the middle market,
• Values and volumes remain strong. 
• Both strategics and financial sponsors are buying.
• Values and trends information technology sectors remain relatively high.

Two common questions:

1. “When will it end?” 
2. “Is this the right time to be a buyer — or a seller?”

Ken Marlin's response:

• Don’t trust the pundits. They were wrong on Brexit, wrong on Trump, and have no clue when this cycle will end.
• Don’t generalize. Some firms do well in a tough economy; some won’t. Some market niches have room to grow; some don't.
• Take control. Whether a buyer or a seller, the timing of M&A decisions yours. If you are serious about selling, take advantage of buyer interest and momentum.  If you are serious about buying, look beyond recent past performance.
• It’s about the future. Value is driven by perceptions of your ability to drive future growth over the long term; not about past results. 

Article LINK

For additional information regarding Florida business sales, acquisitions and valuations, please contact Eric J. Gall at Eric@EdisonAvenue.com or 239.738.6227. Also, visit our Edison Avenue website at www.EdisonAvenue.com. To search for Florida Businesses for Sale: CLICK HERE

Small Business Resources for Hurricane Recovery | NFIB

Below is information for small business owners affected by Hurricane Harvey.  Much applies to Hurricane Irma - Eric Gall

Rebuilding after a record-breaking disaster will be tough; here's a list of resources plus ideas on how to help.

In the aftermath of Hurricane Harvey, affected individuals and businesses are in desperate need of relief to recover and rebuild. Because of the scale of the destruction, it’s uncertain how long recovery efforts will take to return the area to a state of normalcy, but many are predicting years, according to The New York Times.

And now Florida, Georgia, and the Carolinas are facing Hurricane Irma, one of the most powerful storms on record. What does all of this mean for small business owners?

Around 25 percent of small businesses are unable to reopen after a major disaster like Hurricane Harvey, according to the U.S. Small Business Administration and the Institute for Business and Home Safety. Small businesses are at the heart of communities, bringing neighbors together and inspiring growth in local economies. As we look to the future, small businesses will need to support one another—as they already are finding the courage and resources to do so—in order to heal their community from this natural disaster.

In the immediate aftermath of the hurricane and flooding, affected small business owners are busy supporting loved ones and taking stock of their business losses. With preparedness and knowledge of the aid available, many long-term issues your small business may face can be prevented. For those impacted by the storm, here’s what you should keep in mind (from Huffington Post):

1. The SBA is offering low-interest disaster loans for small business recovery from Hurricane Harvey.
2. You’ll most likely need to address several insurance coverage issues. Here are some steps you can take to navigate the claims process.
3. FEMA provides on the ground assistance and disaster loans. Learn more here.  
4. Contact your congressperson, state, or local representative to ask for support.
5. Avoid using unlicensed contractors. If you need to rebuild any of parts of your business, ensure that your contractor applies for a city building permit.
6. Contact your customers about your recovery and plans to reopen. Being transparent will help you keep customer trust and loyalty.
7. For real-time emergency alerts, updates, and information visit the City of Houston Emergency Information Center.

DOWNLOAD: Hurricane Harvey Assistance Info [PDF] >>

For those not affected by the storm, there are many ways to lend a hand and give small businesses more options for survival. Here’s what you can do, according to Inc.:

1. Access to cash is one of the most pressing and immediate concerns for small business owners impacted by the hurricane. Give money to small businesses to assist in their recovery.
2. Donate to charitable groups providing emergency responses in the area. There are many national organizations, like the American Red Cross and the Salvation Army, and local organizations, like the Houston Food Bank and United Way of Greater Houston. Check out this New York Times list of where to donate money and how to avoid being scammed.
3. If you are located close to the affected area, offer your employees time off to volunteer.

For more ideas on how to provide emergency relief in whatever capacity you can, click here. 

To our members who were affected by Hurricane Harvey and who are staring down Irma, know that our thoughts are with you and your communities.

ARTICLE LINK

For additional information regarding Florida business sales, acquisitions and valuations, please contact Eric J. Gall, CBI, CM&AP at Eric@EdisonAvenue.com or 239.738.6227. Also, visit our Edison Avenue website at www.EdisonAvenue.com. To search for Florida Businesses for Sale: CLICK HERE

Podcast Summary: How Doing a Valuation Early Impacts Your Sale Price | Divestopedia

By Ryan Tansom, July 26, 2017

Source: phongphan5922/iStock

Takeaway: John Carvalho talks about the importance of an accurate and realistic valuation before you position your business for sale.

Many business owners do not know what their company is worth until they go to sell their business. The sooner you know, the sooner you can determine the best exit option.

In this podcast you’ll learn:

• How to structure your company sale
• Who to find as a likely buyer
• How to architect the financing behind the deal
• How to reverse back into what you want out of your exit
• Making a healthier business before sale

Summary

The guest is John Carvalho, founder of Stone Oak Capital a Canadian M&A investment banking firm, and co-founder of Divestopedia.

John got into M&A 15 years ago when he was a CPA. After auditing and doing verification on different clients' books, he realized he was more interested in business valuations and corporate finance mergers and acquisitions.

John went over to a Big 4 accounting firm for eight years until he felt his skills were at a point where he could start his own firm, Stone Oak Capital.

John started Divestopedia while helping business owners sell their business. He felt there needed to be more information available to help entrepreneurs monetize their life work. He looked online and didn't really see much quality so he started writing blogs around important topics in M&A.

Common topics sellers don't know about:

Valuation
Valuation is complex. Sellers may have a general idea of ranges, but until they talk to a professional, they don't know for sure. Seller's may have a totally unrealistic idea or be kind of reasonable.  Having a valuation early is important.

Unrealistic expectations of what an exit looks like.
Business owners often think a massive competitor is going to walk up and write a massive check. Unless they have a proprietary product or double-digit growth, that's not likely. Determining realistic exit options drives valuations. For example, if the management team is the most likely exit, they're not likely to have a massive bank account. Knowing the legitimate types of buyers early is important.

John's keys to a successful exit:

Start early
Pick a timeframe three years out and work backwards. Three years is usually enough time if the valuation isn't where it is needed to be, levers can be pulled to increase value. There is also enough time to find the ideal buyer.

When the valuation isn't where it needs to be
Sellers know where they would like the valuation to be. If short, what needs to put done to get there? That's Planning 101. Some sellers do not believe in my valuation. They get a second opinion with the hope someone will tell them what they want to hear. John is in the business of being realistic on what exit options are and what valuations are.  It doesn't help anybody to give an unachievable expectation. The benefit of starting early is if it's a number you don't like, we can put a plan in place to get there. 

Exit options
The first question to a seller is, "do you want to get out entirely or do you still want to stay involved?" If the seller wants out entirely, a strategic buyer is the best bet, e.g., a local or regional competitor looking for ROI and/or synergies, or a conglomerate willing to pay more because the seller has a product they can really plug into their operations and take it from a local regional company to something that's more global. 

Then, there are family offices and private equity firms for business owners looking for a capital partner to bring to the table. Understanding the objectives of the business owner determine what's realistic. If not realistic, go back to the drawing board. Maybe objectives change. Maybe the business changes. The more time you have, the easier it is to transform to achieve those goals.

Common objectives:

• Maximize sales price. 
• Giving children ownership.
• Preservation of legacy. 
• Keeping the management team intact.
• Maintain some ownership going forward.

Different types of buyers will impact the achievement of each objective and require discussion and adjustment if necessary.

Types of valuations:

John doesn't share rules of thumb because there are no rules of thumb. Anybody that says there is, does not understand valuation.

One valuation he really likes is from the buyer's perspective.

1. A buyer is going to have to get financing. 
2. A buyer is going to be looking for a certain rate of return. 
3. Different buyers look for different rates of return. 

Understanding the deal structure helps to understand the likely buyer and the financing they require. Then, you can work backwards to a valuation based on the equity the buyer puts into the deal and does it provide an adequate return on capital?

Other keys to maximizing return on a sale:

• Get tax planning involved too to also help with the optimal deal structure. 
• Spend some money today to create value tomorrow. Buyers recognize they will have to make investments in the business to get it to another level and will knock that off the price.
• Hire a good advisor.
• Reduce perception of risk.

Podcast Transcript LINK

For additional information regarding Florida business sales, acquisitions and valuations, please contact Eric J. Gall, CBI, CM&AP at Eric@EdisonAvenue.com or 239.738.6227. Also, visit our Edison Avenue website at www.EdisonAvenue.com. To search for Florida Businesses for Sale: CLICK HERE

For Sale: Hair Salon with Private Massage and Facial Rooms in Southwest FL

DESCRIPTION
Hair Salon and Day Spa with private Massage and Esthetician rooms (rented). The salon also has 6 hair, 4 shampoo and 2 blow dry stations. Located on a major highway in a strip center in an up and coming area with great visibility. Owner wishes to move out of town closer to family. Numbers are owner to prove.

OPPORTUNITY
Opportunity to add 3 more stylists and additional products and services as only 3 hair stations are occupied.
Revenue $105,084; owner benefit $60,454

PRICE
$45K

CONTACT

Eric J. Gall, CBI, CM&AP, MBA
Managing Partner/Broker
Edison Avenue-Merger Acquisition Growth Experts
8891 Brighton Lane, Suite 105
Bonita Springs, FL 34135
Ph:  239.738.6227
Fx:  239.344.9515
TF:  866.205.2310
2016 & 2014 BBF #1 Total Sales Volume Southwest Florida 
Certified Business Intermediary
Certified M&A ProfessionalMBA University of Michigan-Ross School of Business


To search for Florida Businesses for Sale: CLICK HERE