Question #1 on 50 Questions to Ask a Business Broker When Selling a Business

Additional information on each question from 50 Questions to Ask a Business Broker When Selling a Business

Q1. Are You a Real Estate Agent?#1 question image grid

Why should you ask this?

If you own the property where your business operates, it’s important to choose a broker who holds a real estate license. If you are selling the property or offering a long-term lease to the buyer, your broker must hold a real estate license to properly assist with these negotiations. If not, they’ll need to work with a third-party real estate agent, or they risk violating the law.

If a third-party agent is involved, make sure that they are also experienced in handling commercial real estate transactions for owner-occupied buildings. A broker with real estate knowledge can guide you on market conditions, lease terms (if leasing), and pricing, which are important in a business sale.

Avoid using a real estate agent who only occasionally handles business sales. Business brokerage and real estate sales require different skill sets.

A real estate agent who dabbles in business sales might attempt to sell your business and list the real estate separately, which could compromise confidentiality. It’s best practices to work with a broker who specializes in both the business AND the property to ensure a seamless and confidential process.

If you would like to check the current licensing status of a broker with a real estate license you can visit the Arello Database at https://www.arello.com/search/ (free).

50 Questions to Ask a Business Broker When Selling a Business

This is not legal advice, this is based on information gleaned from experience and pages and pages of notes from working with clients over the last 20 years who have gone through the process of selling their business, and the lessons learned from clients and assisting them in working with good business brokers and sadly, some not so good ones. Plus I promised I would do a follow up post to the blog post on Exit Strategies for Bed and Breakfasts.

 Whether you choose to vet a business broker using all 50 questions or only a few, is entirely up to you. I’ve only come across articles that suggest a couple of dozen questions to ask, but the following are all ones that clients I have worked with over the years did (or should have) asked before dealing with a broker.   When I started writing this article, I was going to do a quick overview/explanation for each question, but in reviewing notes added more questions (you really should ask as many as possible) and also started going more into depth on WHY you should ask each question.   Around page 35, I considered maybe I should find some alternative ways to put down this information, rather than requiring readers to sift through 35 pages of text to find answers to any of the 50 following questions. So in an effort to streamline this a bit, I’ll post some follow up explanation/more detail to some of the questions each day on the blog and link back to each question. I hope it’s useful. If anyone needs all the specific questions answered prior, please reach out and I’m happy to share in advance. (no sales pitches included 🙂 )

Questions to Ask a Business Broker When Selling a Business

 

  1. Are You a Real Estate Agent?
  2. How long have you been a business broker?
  3. Are you a member of any professional business brokerage organizations?
  4. Do you have any credentials or certifications as a business broker?
  5. How many businesses have you sold in my industry?
  6. What’s the average size (in revenue or transaction value) of businesses you’ve sold?
  7. For your last sale, what was the original asking price? What was the sales price?
  8. What is the typical time frame for closing deals that you’ve managed?
  9. How long did it take you to close your last three sales?
  10. Can you provide references from past clients, especially in my industry?
  11. Do you have any case studies or success stories I can review?
  12. Do you have a team supporting you, or are you handling everything on your own?
  13. How will you determine the value of my business?
  14. What factors do you consider when valuing my business?
  15. Can you walk me through how you determine the valuation?
  16. How will you market my business to potential buyers?
  17. What types of buyers do you typically attract (strategic, financial, individual)?
  18. What online platforms do you use to promote listings?
  19. Do you have an existing network of potential buyers or sellers? Do you maintain a database of qualified buyers, or will you be reaching out to new prospects?
  20. What services do you provide during the due diligence process?
  21. How do you ensure the confidentiality of sensitive business information?
  22. What steps do you take to protect the identities of buyers and sellers?
  23. How do you maintain confidentiality during the marketing and sale process?
  24. What is the typical timeline for selling a business like mine?
  25. What are the key milestones in the sales process, and how do you handle each stage?
  26. How do you handle negotiations with buyers?
  27. What are your commission rates and fee structure?
  28. Are there any upfront fees?
  29. Do you charge a minimum fee if the sale price is lower than expected?
  30. How is the commission calculated (e.g., a percentage of the sale price)?
  31. How do you screen and qualify potential buyers?
  32. Will you handle initial inquiries and vet buyers before involving me?
  33. What information will you require from prospective buyers to ensure they are serious?
  34. What role do you play in managing the legal aspects of the transaction?
  35. Do you have relationships with attorneys, accountants, or tax advisors?
  36. Will you assist with drafting the Letter of Intent (LOI) and the Purchase Agreement?
  37. How often will you keep me informed about the sale’s progress?
  38. What type of reports or feedback can I expect during the process?
  39. Who will be my point of contact, and how accessible are you for questions?
  40. Do you require an exclusive listing agreement? If so,for how long?
  41. What happens if I find a buyer on my own during the listing period?
  42. What are the terms for terminating our agreement if I am not satisfied with your services?
  43. What role do you play in ensuring a smooth transition after the sale?
  44. Will you assist with any post-sale responsibilities, such as training the new owner?
  45. Do you provide post-sale support for the buyer?
  46. What are the common reasons deals fall through, and how do you mitigate those risks?
  47. What challenges do you foresee in selling my business, and how will you address them?
  48. How will you align the sale with my overall financial and personal goals?
  49. Can you advise on the tax implications of the sale, or recommend experts to do so?
  50. What are some of the documents you need from me to get started?

Business Pivoting for Hospitality and the New Year Ahead

With the new year and possibly some additional challenges to the hospitality industry coming ahead, restaurants and lodging may want to think about some additional alterative ways to generate income.

 

I look at it this way: Plan for the Best but be Prepared for the Worst. If you are a Monty Python fan, you might recognize “No one plans for the Spanish Inquisition”. If you are not, do a little search on YouTube for the full sketch.

 

Many businesses don’t expect hurricanes, tornadoes, floods, earthquakes or other disasters both natural and man-made, no one could have predicted the impact Covid had, no matter what side of the fence you sit on, it had a significant impact on the economy.

 

Something along those lines or other (aliens could take over the world, we really don’t know what’s out there in the universe, or there could be a solar flare, sadly even more realistic) could happen but the reality is, businesses should prepare, just in case. Again, Plan for the Best but be Prepared for the Worst (as a backup plan).

 

I advise businesses it doesn’t matter how well your business is doing. Never stop marketing and always be prepared. When you have a power outage for a couple of days, better to have a couple of gallons of water on hand than not. Think of this as having some extra water kicking around (just as a backup) and extra money in your pocket is never a bad thing to have.

 

For Lodging:

Staycations have been “in” for a while, but how many lodging establishments have actually created packages for them or created a marketing plan for them?

For Rooms: (If you have 6 rooms or more (or even less) but bookings are low:

  • If you have extra rooms not regularly booked, consider offering them for monthly, quarterly, or longer-term rentals. Dedicated income is never a bad thing. Medical professionals, visiting doctors and nurses are having an ongoing time finding housing and they are great short term and longer term tenants.
  • Office space or Co-working space. Massage therapists always seem to be looking for space rental (also something you can use in your advertising: massage therapist on site). I saw two “asks” in local Facebook forums just in the last couple of days.
  • Inventory storage space for another local business and/or climate controlled storage space for rent.
  • Studio space for artists (you could tie packages into an artist in residence).
  • Counselors or therapist’s rental space.
  • Nonprofit office space.

For Your Dining Room/Living Room/Other Space

  • Rent out space as needed to photographers/videographers who may need space for photo/video shoots.
  • Offer the space for local meetings or events. If the layout and setup is conducive to having a screen and projector setup available for meetings, consider buying a projector and screen. For under $300 you can purchase both for the needs of a smaller room, and if you rent them out to meetings even for $50 or less, you can quickly make your money back. Renting out a projector from a party planning business typically costs twice that. I’d recommend if you go this route and start doing a lot of meetings adding a backup projector to the mix. You can get refurbished older projectors affordably from Ebay and Amazon. Upsell it by offering coffee, tea and other refreshments or box lunches.
  • Pop up shops for local crafters or indoor farmers’ market
  • Consider the old style boarding house model, room and board for monthly or longer-term renters. Finding housing is at an all time need around the country and there are probably professionals who don’t have the time or desire to cook meals for themselves, plus in need of housing. Check your local zoning laws and state laws, but if your property is already a commercial business, this may just be getting another license for an additional type of food permit. In New Hampshire, a Bed and Breakfast license is $175 per year, a restaurant license for 25-99 seats is $350 a year. You may need some additional inspections or requirements but it might be worth looking into. If you have six rooms and rent two long-term or monthly at $50 a night, that generates about $1500 a month per room, or $36,000 a year for two. Is it worth it to you to cook an extra couple of meals per day and do some extra cleaning? Even with food and some extra time for laundry, something to chew on. Just like renting to a longer term renter, you would want to be selective of who you take in, but probably less trouble than some short-term rental guests who come from an online platform.
  • During the day when the space is not being used, rent it out for yoga or mediation classes (again this could be a good advertising addon for your own business)

For Both Lodging and Restaurants:

  • Rent out the kitchen for commissary kitchen space (when you are not using it). There are a lot of small food producers who are looking for commercial kitchen space to use. Connect with your local SCORE chapter, SBDC, or CWE offices and let them know, so they can let clients know you have space available. In New Hampshire for example, there are less than 5 commissary kitchen spaces for use by food producers, food trucks, small chef and catering companies and other food base companies like people who make dog biscuits, but have too much volume for a home kitchen. Cottage food laws may allow a dog biscuit business to bake at home in New Hampshire, but a personal chef making meal kits must use a commercially inspected commissary kitchen or other state inspected facility. In every state, there seems to be a lot less commissary kitchen space available than what the needs of small food businesses are looking for. I run into this frequently when working with food trucks and other small food independent food providers.
  • Consider co-op buying with other local food type businesses. Many decades ago, when I was a chef on Cape Cod, we did this with some other local restaurants during the slow time of year. On Cape Cod in the busy seasons, we would do several hundred covers (dinners) per night on a weekend night, during the winter sometimes we would be lucky to do a dozen covers. The choice between shopping at a grocery store to keep the restaurant going was not an option because prices are higher than wholesale, so we banded together so we could make a broadliner’s (for those new or starting in the industry, a broadliner is a larger wholesale foodservice vendor) minimum order requirements which could be $400 per minimum order. B&Bs, hotels, bakeries, restaurants, cafes and caterers, as well as smaller food service businesses (like those mentioned above) could all take advantage of co-op buying to buy in bulk and keep costs down.

For restaurants:

For restaurants I wish I had a magic wand above and beyond renting out kitchen space for additional income to deal with high food costs and the ongoing employee shortage, but here are some ideas that you could try to bring in some extra revenue and try some things that are a little different to incentivize customers to patronize your establishment.

  • This differs from just renting out kitchen space, more along the lines of renting out the full restaurant during any days you are not normally open. Consider the Restaurant-as-a-Service (RaaS) for other small businesses. Rent out your full facility out to chefs or starting entrepreneurs (suggested they have business insurance and ServSafe at a minimum) to test out limited time menus or food concepts. There is no lack of people who want to start a food truck and want to test out their menus in advance, or private chefs who may want to advertise their services more. You could use this as an additional marketing tool to create buzz for your business, and tie into additional cross promotions with any small business you might partner with.
  • Offer Tasting Tuesdays (or any day of the week). Beer or Wine Tastings (on your closed days) with snacks or small plate meals. Coordinate with your beverage reps to help with promotions and products.
  • Beer and wine flights have been a “thing” for awhile, but what about tea or coffee flights paired with desserts or other complimentary foods, like a tea flight paired with tea smoked fish and tea smoked vegetables and/or cheeses.
  • Partner with food banks or pantries to donate excess or close to code food, reinforcing your community involvement. Helping your local community and being realistic here, it’s a good advertising hook, and if donating to a 501c3, a potential tax write off. You have 2 days left on 4 gallons of milk and business is slow and you will never use it all up in time…..
  • Host cultural learning dining nights, a theme might be the food of India and have some education around the menu and the ingredients, history of the dishes, and more. A server can give an overview when guests are seated, and you can provide printed handouts or QR codes on menus or tabletop stands linking to more information about each dish, its ingredients, and preparation.

 

A few additional things I’ve seen getting traction in bigger urban areas and a few additional ideas as well.

Incentives for bring your own takeout containers to reduce your takeout container costs (plus it’s more eco friendly and good advertising hook.

Organize some interactive dining experiences, Dining in the Dark, for instance. Many years ago, my husband and I attended a benefit dinner where you ate a 4-course meal while blindfolded. The dinner benefited a New England Guide Dog organization; the organization covered all staff and food costs, and the restaurant kept income from drinks ordered before, during, and after the dinner. Prior to the dinner there was a cash bar and light hors d’oeuvres. The event was packed with a waiting list and I have to be honest, as an attendee, it was one of the most fun dinners I’ve ever had.

A few more:

Murder Mystery Dinners, Interactive Dessert Stations (if you have never seen anyone make ice cream with liquid nitrogen, it’s a blast to watch), escape room dining (diners have to solve puzzles to get access to drinks or courses), team building dinners, roll your own California/Nori rolls (with a demonstration and people to assist if needed). Themed dinners like time travel night (food from another era) or international cuisine night. Go whole hog and do a Star Trek themed night with foods that mimic foods found in Star Trek episodes (Gagh for example is made of serpent worms (in the show), it wouldn’t be hard to make pasta with a soy-based sauce that mimics the look (but not flavor 😊) of this traditional Klingon delicacy.) If you do a little search in Google or ChatGPT for food and drinks inspired by tv shows and movies, you came up with some fun ideas you could build whole themed nights around things like Pan Galactic Gargle Blaster (Hitchhiker’s Guide) – Gin, lemonade, and a touch of absinthe or licorice liqueur, Twin Peaks Cherry Pie – A classic diner-style cherry pie with a flaky crust and Red Rum Cake (The Shining) – A rich red velvet cake with dark chocolate icing and many more.

In the coming months, I’ll try to suggest some additional revenue streams and ideas for restaurants to experiment with as well.

Happy New Year!
A Toast to the Hospitality World filled with dedicated, hardworking people who love food and the industry. May the coming year be filled with happy customers and guests, good reviews, and fresh opportunities to make a profit.

 

An updated Social Media Strategic Plan for Online Crisis for Businesses

Image of blocks and a knight chess piece with the words crisis management on the imageBack in February of 2020, I wrote a post about a crisis management plan for social media (A Social Media Strategic Plan for Crisis. An Outline for Bed and Breakfasts and Other Businesses) I had written it a few years back for a business client and yesterday did a workshop on Reputation Management and was going to share the checklist I had made up.

In reviewing it, a LOT has changed in just four years (Yikes!), so I updated it with some new information, and wanted to put the new version out there so if it’s useful to anyone, I hope it is of help.

My feeling is that with all the shoot first and ask questions later (i.e. “your business did this” and it’s a hot button for people, but that may not be actually the real story) that goes on in social media and online reviews and discussion, it’s better to be prepared in case something does happen, with the hope it never does, then try to scramble to regroup after the fact.

Please keep in mind the reference links to Facebook and other social links change every few years, but they are up to date as of now. In the future, if a link has moved, it’s best to go into every platform’s help section and search for the topic and you will typically find an updated link.

The Chess Piece

The horse chess piece image speaks to me about this topic because the piece is probably, in my opinion, one of the strongest and can be used the most strategically, and it moves the most unconventionally compared to the other pieces. Many chess players consider it as a key piece in winning a game, but can also be one of the weakest. Because knights are bound by a fixed number of movements, they are particularly vulnerable to traps.

When dealing with an online social media crisis, a business can be the knight that saves itself or it can fall into the trap of handling things not the right way, making things worse OR getting complacent and thinking a crisis has passed and stops monitoring, or stops being prepared to deal with if is not “done”.

You can download the plan in (PDF) Social Media Strategic Plan for Crisis or MSWord Social Media Strategic Plan for Crisis or Google Docs (make a copy or download) Social Media Strategic Plan for Crisis. This is an outline and checklist to be changed, or tweaked as needed, and to customize it to your own business.

Looking for ARC Readers

Finding a Location Brick and Mortar Business Book CoverAre you interested in being an ARC Reader (ARC stands for Advanced Review Copy) for new books? These will primarily be business books, but we do have one fiction book in the works as well.

Our next book, Location? Location! Finding a Location for Your Brick and Mortar Business, will be ready to read in mid to late September 2024, with another book on marketing to follow in midwinter.

Signing up to be an ARC reader is an opportunity to read new books before they are “officially” published online and before anyone else.

In return, you agree to provide an honest review on Amazon to help others decide whether the book is worth reading or not. You need to be a current Amazon customer who has spent at least $50 previously to be able to leave a review. If you don’t have an Amazon account or have never used it, we also appreciate reviews on Goodreads. Amazon review guidelines.

I ask that reviews be honest, while I appreciate that people (especially ones that know me) might feel reluctant to leave anything critical on a review. Real reviews do help. And you can be kind AND be constructive at the same time. There is a great post on leaving reviews (positive and not so much) which is worth a read. Constructive feedback IS a gift.

ARC reviews should focus on what makes the book enjoyable or hopefully, in the case of most of my books, educational and valuable to new and existing business owners, while avoiding spoilers or major summaries (since most people reading the review won’t have read the book yet).

Talking about things like: was the information useful, easy to understand and did it give actionable tips or information can help new readers decide if the book suits their tastes and more importantly their informational business needs.

The Book will be sent in PDF format digitally by email about 3 weeks before official publication.

If this is of interest, please fill out the form to sign up! And THANK YOU!

Other Ways You Can Help:

  • The #1 way you can help is to leave a review!
  • Post a picture or quote from one of my books and tag me on Facebook or LinkedIn.
  • Recommend one of my books on Goodreads.
  • Pin or tweet your favorite of my books.
  • Share one of my books on Facebook,  Instagram or LinkedIn.
  • Refer a friend that might find one of the books useful, especially if they are starting a business or in business and might need some help.

Location? Location? Finding a Location for Your Brick and Mortar Business overview:

Ditch the guesswork and navigate the key factors every aspiring business needs to consider before they sign on the dotted line for a property.

Finding a Location for Your Brick and Mortar Business is your roadmap to a thriving business reality. Order your copy today and turn your entrepreneurial dreams into brick-and-mortar success!

Whether you’re dreaming of opening a hair salon, a fitness center or a garden supply center, Finding a Location for Your Business offers the tools and knowledge to find a location that meets your needs and maximizes your businesses potential for success. Discover the secrets to making informed decisions and turning your entrepreneurial dreams into reality.

This comprehensive book covers essential topics such as community assessments, competition research, zoning and planning considerations, traffic counts, crime and safety, parking and traffic flow, employees and housing and much more.

Whether you’re a seasoned business owner or a newcomer to business ownership, this book provides valuable insights, and a detailed location and assessment checklist to help you make informed decisions.

Recruiting and Retaining Volunteers for Nonprofits

Last week I ran a SCORE workshop on Recruiting and Retaining Volunteers for Nonprofits and there were some things I touched on that might be helpful for any nonprofits (based on feedback from my attendees) to think about as many people on the call were unfamiliar with them.

Often there is a discount between volunteers and the people running and organizing the nonprofit and it usually starts from the beginning when a volunteer first starts volunteering with an organization.

Many nonprofits I have worked with over the years don’t have a system or documentation in place for this. But some do and it will only help a nonprofit have outlined and to go over with new volunteers the expectations of what a volunteer will do, as well as the training expectations a volunteer may go through.

There are some simple bullet points that are key to volunteer communications.

  • Clearly outlined
  • Clearly explained
  • Expectations
  • Clear direction
  • Do and Don’ts

Onboarding Checklist:

I also suggested an onboarding checklist for new volunteers and most of the nonprofits on the call were not familiar with the concept, so I came up with sample one based on the many nonprofits I have worked with over the years.

This is in Google docs, but can be downloaded as a Microsoft Word Document by going to the “File” menu in the top bar, then to “Download” and the submenu will give you the option to download it as MS Word.

ASK Principle:

Something I have used for years with volunteers, I call the ASK principle. I know there are variations of this floating around but I’ve found this works well.

ASK (Ask questions, Seek to understand, Know how to listen)

When applying the ASK Model within a nonprofit, it’s about creating a two-way dialogue that values volunteers’ inputs, addresses their concerns, AND strengthens their connection to the organization.

A: Ask Questions

Objective: Engage volunteers by soliciting their opinions, needs, and preferences to tailor the organization’s offerings and communications effectively.

Example: Using a volunteer survey (it can be anonymous) to seek feedback.

S: Seek to Understand

Objective: Dive deeper into the feedback or concerns raised by volunteers to genuinely understand  their experiences and expectations from the organization.

Example: As a result of the volunteer survey, you follow up with ALL of your volunteers to go over the feedback results, positive and negative.

K: Know How to Listen

Objective: Actively listen to what volunteers are communicating, both verbally and non-verbally, to acknowledge their feelings and show that their voices are heard and valued.

Examples: While volunteer one-on-one meetings can be very insightful, if a volunteer is having a problem or issue with a supervisor or volunteer leader, they may feel reluctant to share. If it’s regarding another volunteer, they may feel like it’s telling tales out of school, or the reluctance factor may also be there because they may not know of any prior relationships the person they are speaking with may have with the person in question. Are they buddies, do they do things together, etc. I always recommend to nonprofits and business owners as well is if there is a management issue, have more than one person talk to the person experiencing some challenges. People may open up when speaking with someone else and other details may also emerge that were not touched on in the initial conversation.

Volunteer group meetings can also be very productive, but sometimes can be counter-productive if one or two people monopolize the floor. Having someone that can act and be impartial, a “Switzerland” so to speak, as a moderator, can help keep people on track and let others speak.

I’ve always found when listening to volunteers, it works well to echo back to a person, whether in a one-on-one setting or a group, “this is what I heard you say.” Is this correct or did I mishear or misunderstand? 

This accomplishes three things, one it reinforces to the speaker that you were actually “listening” to them, two, it helps you better understand an issue or problem when you have to repeat it, and three, echoing back makes sure that what the person is “actually” saying is understood correctly. 

They might have said, we are having a problem with a volunteer leader because they don’t respond quickly to phone calls or emails, YOU might hear, well they are having a problem with the volunteer leader, and they are unhappy but not specifically WHY or the WHY maybe misheard or in a lot of cases misinterpreted. 

Volunteer Personas:

In 2022, I had written a blog post about customer personas and using social media to data mine for information. Customer personas can be extremely useful for creating customer profiles, but they can also be very useful to nonprofits.

You can use the same concept and create volunteer profiles and member profiles (if your NP is membership based) and that can help with recruitment of both. These examples are ones I created for a horse nonprofit organization as examples for a prior presentation.

As follows are two examples each of a volunteer persona and member personas.

Sample NP Member Persona Sample NP Member Persona Sample NP Volunteer Persona Sample NP Volunteer Persona

S.W.O.T. for Nonprofits:

I also want to add, the benefit of using S.W.O.T. (Strengths, Weaknesses, Opportunities, Threats) analysis can also be very useful for a nonprofit and can analyze volunteers, board makeup, volunteer leaders, members, the organization itself, fundraising and help identify things going on in the organization that might need attention.

Having your board of directors do this in conjunction with your Executive Director and Committee Members helps to get lots of insights, different viewpoints and, in many cases, inspiration and direction.  

These two examples are ones I’ve done on various nonprofits over the years that I have either volunteered with or worked with as a personal business client.

S.W.O.T. Analysis Volunteers S.W.O.T. Analysis Volunteer Leader Issue

I hope some of these tools are helpful as an organization goes through their nonprofit journey.