Previous Issues of the Exit Planner

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• Transferring Your Company to a Business-Active Child Selling Ownership Versus Gifting Ownership
• Business Continuity Agreements Even More Reasons for a Well-Crafted Buy-Sell Agreement: Part II
• The Importance of Financial Statements in the Exit Planning Process Identifying Different Types of Statements
• Family Business Transfers: How to Determine When it is Appropriate to Bring in a Family Business Consultant
• Using Short-Term Incentive Plans to Retain Key Employees during the Transfer of a Business Lifetime Stay Bonus Plan Considerations
• Using “Oldco/Newco” to Transfer a Company to Insiders Who Have Little or No Cash: Management Team Transfers
• Using "Oldco/Newco" to Transfer a Company to Insiders Who Have Little or No Cash: The "Oldco/Newco" Technique
• Using Equity (Stock) to Motivate Your Key Employees: The Section 83(b) Election
• Using Equity (Stock) to Motivate Your Key Employees: The Stock Bonus Plan
• Using Equity (Stock) to Motivate Your Key Employees: The Incentive Stock Option Plan
• Six Reasons You Need A Certified Business Valuation
• How Much Money do You Need?
• Key Employees and Covenants Not To Compete Part One: The Problem
• Using a low valuation for lifetime transfer events
• Thinking About Transferring Your Company To Insiders: Part Two
• Thinking About Transferring Your Company to Insiders: Part One
• Family Business Transfers - Part Six: The Recipe For Success - Ingredient 5
• Family Business Transfers - Part Five: The Recipe For Success - Ingredient 4
• Family Business Transfers - Part Four: The Recipe For Success - Ingredient 3
• Family Business Transfers - Part Three: The Recipe For Success - Ingredient 2
• Family Business Transfers - Part Two: The Recipe For Success - Ingredient 1
• Family Business Transfers - Part One: Can Family Business Transfers Succeed?
• Issue 22 - Putting All of Your Eggs in One Basket
  

• FEBRUARY 2000 - WEALTH PRESERVATION PLANNING VIA PRE-SALE TRANSFERS
  PARENTING FOR BUSINESS OWNERS 101
  Using a case study, this issue follows the planning and execution process of a business owner who wants to transfer some-but not all-of the value of his very valuable business to his children. John Brown explains how owners of valuable businesses can use sophisticated wealth preservation techniques, including GRATs-before the sale of the business-not only to transfer their wealth, but also to place limits on its distribution.
  

CREATING VALUE THROUGH COMBINATIONS
Investment Banker Joe Durnford explains how business combinations can create unforeseen value as they exit their businesses

• DECEMBER 1999 -TOP TEN DEAL PITFALLS
  "I HAVE SEEN THE ENEMY AND HE IS US" POGO
  Transaction attorney Ned A. Minor describes the ten most common deal pitfalls that owners encounter when they sell their businesses. This issue is a "must read" for owners who want to know what dangers lay ahead in the transaction process-and how to avoid them.
  

THE END IS NEAR
Investment banker Joseph Durnford describes the impact the elimination of "pooling accounting" will have on the mergers and acquisition market.

• OCTOBER 1999 - KEY EMPLOYEE INCENTIVE PLANS
  "KEEPING KEY EMPLOYEES ON BOARD WHEN YOU ABANDON SHIP"
  How do business owners who plan to sell their companies make sure that their key employees stay motivated and stay with the company during the transition? Author John Brown describes a workable stay bonus plan using case study and step-by-step instructions.

• JULY 1999 - INGREDIENTS FOR A SUCCESSFUL TRANSFER OF A FAMILY-OWNED BUSINESS
  PASSING THE TORCH OR THROWING IN THE TOWEL?
  Transferring a business to the next generation is fraught with peril... unless you know the recipe for success. In this issue John Brown describes the five intergenerational business transfer.

• APRIL 1999 - AVOIDING DISASTER
  DUE DILIGENCE PITFALLS - CAN THEY BE AVOIDED?
  Investment banker, Stephen Dyke, and attorney, Anthony King, collaborate on this article to describe the most typical problems encountered during the due diligence phase of the business sale process. The authors offer business owners suggestions about avoiding or correcting these problems before they become "deal-breakers."

• FEBRUARY 1999 - SELLING OUT TO MANAGEMENT
  SELLING A BUSINESS TO KEY EMPLOYEES
  John H. Brown describes the four possible methods of selling a business to key employees. He uses a detailed case study to illustrate the method that best achieves an owner's objectives.

• DECEMBER 1998 - VALUE DRIVERS
  WHY BUYERS PAY PREMIUM PRICES
  In our most popular issue yet, investment banker, Joseph Durnford, and John Brown describe even key Value Drivers - characteristics of a business that either reduce ownership risk or enhance prospects for future growth. Implementing these Value Driver techniques improve your chances of receiving a premium price for your business.

• OCTOBER 1998 - BENJAMIN FRANKLIN: EXIT PLANNER EXTRAORDINAIRE
  PRESERVE AND INCREASE BUSINESS VALUE THROUGH BUSINESS PLANNING
  Attorney Barbara J. Wells discusses several business planning strategies designed to protect and to increase business value including: examining form of business entity, identifying possible problem areas, motivating and rewarding key employees, ensuring continuity and estate planning for the business owner.

• JULY 1998 - GODZILLA THE CONSOLIDATOR
  WHAT TO DO WHEN THE CONSOLIDATOR CALLS
  Read this vital issue to learn "the rules" that put you - not the consolidator in control of the sale process.
  

• MARCH 1998 - GROWING YOUR BUSINESS THROUGH ACQUISITION
  Done correctly, acquiring a business helps a business owner to build value in his own. This issue discusses how to be a "prepared buyer."

• FEBRUARY 1998 - INEVITABILITIES
  EXIT PLANNING
  At some point, every owner leaves his or her business - voluntarily or otherwise. This issue discusses a proven seven-step Exit Planning process designed to maximize the business owner's financial and other goals.

• NOVEMBER 1997 - WHERE THE RUBBER MEETS THE ROAD
  C OR S CORPORATION: WHAT DIFFERENCE DOES IT MAKE?
  The best form of business entity (C or S) for tax purposes during a business's start up and operational years may not be the best when it comes time to sell the business. Find out why and what you can do about it.

• JULY 1997 - BEAUTY IS IN THE EYE OF THE BEHOLDER
  THE EYE OF THE BUYER
  This issue addresses the part of the Exit Planning process designed to help you hang on to as much of proceeds from the sale of your business as possible. Specifically, we look at the design, pros and cons of a Charitable Remainder Trust (CRT).
  

• MAY 1997 - GIRDING YOUR LOINS AND MORE
  THE TOP THREE QUESTIONS BUSINESS OWNERS ASK BEFORE SELLING THEIR BUSINESSES
  In this issue transaction attorney, Ned A. Minor, answers the three questions most frequently asked by business owners who are contemplating selling their businesses.
  

• MARCH 1997 - SAVING MILLIONS WHILE GIVING IT AWAY
  This issue addresses the part of the Exit Planning process designed to help you hang on to as much of proceeds from the sale of your business as possible. Specifically, we look at the design, pros and cons of a Charitable Remainder Trust (CRT).
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