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When Seemingly Smart Buyers Make Fatally Not So Smart Decisions!

Christina Lazuric


Contributed by Christina Lazuric

I once closed a deal where the seller was like any other seller, wearing 6 hats at once and doing his best to survive. For any of us who have owned our own businesses that had employees, rent to pay, fussy clients to appease, books to deal with, accounts to balance, checks to write, suppliers to pay, etc… you get the picture. We learn early on that rocking the boat means having to deal with the ramifications. I’m not saying that sometimes it isn’t necessary but not on the first day you take over a business.

If you are buying a business, you probably have really good ideas about changes you would like to implement and ideas to sell more, be more efficient and more organized. All great, except that I caution you to be careful about the toes you are stepping on today they will be attached to the feet that will walk out on you tomorrow.

This is exactly what happened to my buyers. On the first day they took over they were so critical of the previous owner and the way the business was set up and being run, they managed to offend almost everyone in the business on the first day. As a new owner of an existing business your primary job on day one is to observe and silently note the changes you would like to see over a reasonable period of time.

In this case, the buyer thought she was criticize the seller but in fact it was a key employee that had organized much of the front office and this employee is critical in the success of this business and well known in the industry for being very good in her field. If you take over a business and you aren’t happy with one or some of the employees, please exercise some common sense! You will need to fully understand the business you just took over and find a suitable replacement, this takes time!

These buyers displayed intelligence throughout the deal but something went very wrong when they took over and they felt that they had to show everyone “who’s boss”. They insulted the manager who is an excellent sales person and drives most of the business, decided to change the contract of another key person who now doesn’t want to be associated with them and reduced the pay of another skilled key employee who performs one of the most popular services.

The bottom line is it’s very easy to criticize people from an ivory tower but until you walk a few miles in their shoes I suggest you keep your attitude friendly, your ears open and your mouth closed until your ready to deal with the ramifications.

About The Author:  Christina Lazuric is an Orange County Business Broker who shares her broker experiences with BizBen readers and has had varied direct small business experience in the past but now assists small business owners sell their business and offers business buyers find their dream business to operate. Phone Christina direct at 949-257-7823.

Posted on May 23, 2011  |   Email This Blog Post   |   Print This Blog Post   |  All Contributions From Christina Lazuric

 Categories: BizBen Blog Contributor, Buying A Business, How To Buy A Business
 

Comments:

As a non-bussiness person I have always been interested in why some retailers last for years and why some fail. as an employee I have witnessed management persons with the same attitude, they either destroy an existing work enviornment or they enhance it. IT HAS ALWAYS BEEN MY OPION THAT (EACH) HAPPY CUSTOMER IS WORTH "10" NEW BUYERS BY WORD OF MOUTH, AND (ONE) ON UN-HAPPY CUSTOMER IS WORTH "100" THAT MAY HAVE WANTED TO PATRONIZE YOUR STORE AND WERE CONVINCED NOT TO.

Posted by: Joe H., N/A

Any of us who have been around for a while see this fatal mistaken by buyers. I've had it happen too many times over the years even after explaining to the buyers this pitfall. Some people just can't help themselves. I still tell every buyer to leave it alone for a month or 2 before making changes. Understand your new business first.

Posted by: Lee Petsas, UBI Business Brokers

Very sensible advice. I also have seen buyers acting very foolishly by the way they march into their new business and "take over." It's so important to work with the seller after the close of escrow. Sometimes you can weed out people who won't be successful because they just don't know how to behave in business. That can be part of the qualification process when you work with client prospects. Ask them not only do you have the money to buy this business? but also do you have the business experience to operate intelligently?

Posted by: Steve C.

I liked what you had to say here. It reminded me about a buyer I worked with who was not like your buyers who seemed to be intelligent about business. This guy didn't have a clue how you run a business. What he did have was enough cash. And he had the attitude he could do anything he wanted to. His problem wasn't aggravating the employees so much. Or even the customers. The problem was buying a distribution business that was very dependent on its suppliers. He really alienated them. He was fortunate the seller stepped in and saved the relationship and got the buyer to understand he'd better change his ways if he wanted to make the business work.

Posted by: Lawrence Ing

Your article is dead on. Unfortunately, I have also seen business buyers come in and make significant changes or create personnel issues way too early after the transaction is completed. There are many things that a buyer needs to learn after the transaction and who is better to educate than the existing employees. I equate it to buying a new car and flooring the gas pedal as you leave the dealership. It takes time to break in the vehicle for it to run optimally. At least drive a few miles at a reasonable speed before accelerating to high speeds. The last thing a buyer needs to do in addition to learning the operations is to try to hire a replacement employee that was essential in creating the revenue and profit that the buyer just paid for. You may not even know what type of employee you need to hire at that point because you haven’t had time to evaluate your needs.

Posted by: Kipp Krukowski, Confidential Business Sale, Inc.

Great article. I think many buyers overlook the value of existing employees to a business. Buyers should go out of their way to immediately make the existing employees feel secure and appreciated. I've seen very successful businesses struggle and even fail soon after acquisition because of preventable high employee turnover or the loss of key employees. An acquisition is a very stressful event for employees, and buyers that ignore this fact will pay a high price.

Posted by: Joe Sandbank, Law Office of Joe Sandbank


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About This Blog
Peter Siegel, MBA is a nationally known consultant and author - with over 25 years experience on the topic of selling, buying, and niche financing (the purchase of), small to mid-sized businesses. His clients include: business buyers, business owners/sellers, small business advisors, and business brokers.
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