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Essentials of Entrepreneurship and Small Business Management 9th Edition Scarborough Solutions Manual
Essentials of Entrepreneurship and Small Business Management 9th Edition Scarborough Solutions Manual
Introduction
While the entrepreneurial experience always involves risk, buying an existing business
(buying a franchise is another way that is covered in Chapter 8) can help reduce the risk
for an entrepreneur. The primary motivation for business buyers purchasing an existing
business is the same as it is for entrepreneurs – the desire for independence, to be their
own boss.
Before buying any business, an entrepreneur must thoroughly analyze the opportunity
presented by the business. The questions should deal both the type of business one is
buying as also the price that one pays for it.
The process of evaluating a potential business acquisition is standard, and requires a due
diligence process that involves analyzing and evaluating an existing business. If done
correctly, this due diligence will reveal both the negative and the positive aspects of an
existing business. A prospective owner must ask several key questions before buying an
existing business.
Is it the right type of business for sale in a market in which you want to operate?
What experience do I bring to the venture?
Consider using You Be the Consultant: “The Power of Seller Financing” at this
point.
Consider using You Be the Consultant: “Would You Buy This Business?” at this
point.
The negotiation process should not be “If you win, then I lose.” Instead it will go much
more smoothly and faster if both parties work to establish a cooperative relationship based
on honesty and trust and an attitude of “we both will win.” Both parties should examine
and articulate their respective positions while trying to understand the other party’s. A
buyer should go into the negotiation with a list of objectives ranked in order of priority, and
anticipate what the seller’s priorities are in order to determine where the two mesh and
where they conflict. The key is to use this analysis to look for areas of mutual benefit and
use them as the foundation for the negotiation.
Conclusion
Rather than launching a business from “scratch,” some entrepreneurs decide to take the
faster route by buying an existing business. The five-stage process described in this
chapter ensures that not only will the entrepreneur find a business to his or her liking, but
also successfully negotiate a sound deal to purchase it.
2. Do you notice any “red flags” or potential problems in either of these deals?
Explain. (LO 5) (AACSB: Analytical thinking)
Potential “red flags” include:
For Corbin-Pacific, a red flag could be the reason for the significant drop in
cash flow – from $2.73 million to $722,000.
A second red flag for Corbin-Pacific could be the high valuation for patents –
an intangible asset.
For the Indiana machine shop, a potential red flag could be the highly
fragmented nature of the business – 21,000 of them across the nation.
A second red flag for the Indiana machine shop could be technological
obsolescence.
3. What techniques for estimating the value of these businesses would be most
useful to a prospective buyer of these companies? Are the owners’ asking price
reasonable? (LO 5) (AACSB: Application of knowledge)
It appears as though Corbin-Pacific is simply adding up the value of the assets and
making it the sale price. In contrast, the Indiana machine shop is using a multiples
approach.
Links to additional online resources are available on the companion Web site at
www.pearsonhighered.com/scarborough.