Start-Up a Business by Buying a Business – ‘Real Life’ Practical Advice Shared
Start-Up a Business by Buying a Business – ‘Real Life’ Practical Advice Shared

Start-Up a Business by Buying a Business – ‘Real Life’ Practical Advice Shared

This is a quotation from Ray Thomas who started his own business by buying an being one. He chose to buy a ballot resale for reasons you’re about to learn. These are his first wise words of advice and bones that are precious to anyone thinking of buying a business as a way to start their own business, whether in the UK, North America or anywhere in the world.

“When buying a business, check and recheck your ‘due industriousness’ there is always commodity that you miss, commodity that is not obviously apparent when you first launch accommodations- do not rush- take your time to understand the business you are buying into”

Ray was veritably careful in his choice of business. He took the buying process step by step over a number of months. He’d like to partake this experience, captured in these crucial points with you.

  • Choose a business that relates to your Buying a business marketable experience and your own business chops
  • Buying a ballot resale has a number of benefits. Two of these are the training and support you will admit from the franchisor; another is acquiring a going concern with an being client base
  • Get the rearmost trading numbers to see how the business is performing and whether any circumstances have changed since the business was valued for trade.
  • Check the client base to check the number of active and dormant accounts
  • Examine the client profile to see how the business is spread between accounts-if the business is reliant on one or two accounts, the loss of these accounts could dramatically damage your unborn income.
  • If possible, agree a hand-finished period in which the former proprietor introduces you to the customer base and explains the’ back- office’ systems and day-to- day handling of the business.
  • Make a generous provision for working capital to cover running costs-and keep an redundant fiscal contingency for the unanticipated.

To understand Ray’s story then is some intriguing background. Ray trained as a mechanical mastermind. This gave him a career long capability to punish his thinking and develop his logical and organisational capacities. His gregarious personality and communication chops came into play as he moved into deals. Over time, he came a indigenous director with a transnational company, originally looking after the South West also extended his home responsibility across to Wales and up as far as Birmingham.

As demands increased without a commensurable increase in his payment package, Ray started to explore openings where he and his family would admit a lesser return for his sweats by getting his own master. He delved a number of different business avenues and narrowed the options down to franchising. The question was whether to start from scrape with a’ abecedarian’ ballot home or to buy an being operation. The other question was which ballot to elect

As Ray had experience of the motor trade, at one time being the deals director of a chain of auto dealerships, he examined a ballot involved with supplying garage shops with tools and another specialising in bodywork repairs. He also explored votes that were related to his more recent experience in the Health & Safety and Personal Protection Equipment (PPE) sector. Eventually he chose a business-to- business (B2B) ballot that specialises in the force and servicing of cleaning and hygiene products.

The ballot head office donated two launch-up homes within reach of his Swindon base, and one resale ballot in Swindon his home city. Buying a resale ballot meant a advanced investment but gave him a completely running business with an established clientele and an established character.

The Purchase Concession

Ray communicated the being franchisee and spent a day with him to find out further about his home and guests. The franchisee wanted the business to be transferred to someone who would manage the business well and look after his being client base. He would decided to emigrate to France as part of his own life plan.

On near examination Ray saw the business had been losing deals and development had drooped in the last time. Another fussing aspect came to light. One client was responsible for 50 of deals. If that client withdrew his business the whole fiscal picture would change dramatically. These important factors demanded a revaluation and price renegotiation.

A revised price was agreed and on 26th April 2010 at the age of 60, Ray Thomas came a business proprietor. A new, instigative but grueling chapter in his life had begun.

Looking back, Ray would like to partake these studies with you

  • Put away those rose-tinted spectacles when buying a business. They are always effects that aren’t incontinently apparent when first literacy about a business, not because they have been designedly hidden but further to do with your ignorance with the business operation.
  • Try to identify the risks- get expert help to review the company’s trading record and client base.
  • Examine in fine detail the base of any’ goodwill’ attributed to the company. Remember that’ people buy people’. It’s potentially dangerous to buy a business that has been erected substantially on the’ personality’ of the contestant proprietor. When the business changes hands, guests may not want to keep their business with you.
  • No way rest on your laurels. Look for new business every day. It’s ineluctable that for one reason or other you will lose guests. You need to bring in fresh business to compensate for business lost.
  • Make sure you ‘over-deliver’ on the quality of service you give. You may not be suitable to contend on price these days-but an attentive, professional service not only wins business but builds client fidelity. You’ve heard the saying that some people’ know the price of everything but the value of nothing’. Due to cost pressures guests do switch to get a better fiscal deal but frequently return when they realise they have ropped quality, trustability and product performance.
  • Produce a fiscal buffer to fund unanticipated costs. For us, the rise in diesel prices has hit our van delivery costs. Unanticipated events are another reason why you should grow your deals from being guests and put time away to communicate and win new guests.

‘Success before Start-Up’ is a book everyone should read before starting their own business. It contains precious advice from 18 different small business covering numerous of the most popular business options, from franchising to opening a retail shop, to offering trade or professional services or buying an being business.