Business development · 22 December 2016

Growing to sell Preparing your business for the end game

Growing to sell - how you can increase value
Growing to sell – how you can increase value
Growing to sell is something many entrepreneurs do. The business pages are full of stories where entrepreneurs have grown (or streamlined, in the case of private equity firms) a business as a project, then made a healthy profit upon selling the venture on.

Easier said than done. Nevertheless, take the following steps and you can give yourself every chance of growing a thriving business and ultimately selling up for a healthy return somewhere down the line:

1. The bottom line

Success in business is measured in many ways but above all well above all business buyers value profitability. So if you are planning on growing to sell, you want to boost your business’s appeal then you must establish robust revenue streams and nurture strong, sustainable growth.

Profitability isnt just about revenues of course; also work to streamline costs where possible through, for instance, automation or by selling unproductive assets.

2. Understanding your sector

Both growing to sell your business and making it an appealing asset to buyers is easier if you understand what’s going on in your sector. Take time to research the prevailing and emerging trends in your industry, the fastest growing companies and the reasons for their success as well as the struggling brands and the factors behind their failures.

3. Relationships with customers and suppliers

Competent customer care is essential to forging a strong reputation, to keeping customers and attracting new ones especially in the social media age where word of mouth travels at breakneck speed.

it’s also critical in making your business a saleable asset. A prospective buyer need only trawl Twitter, Google News or TripAdvisor for evidence of unhappy customers after all, people are much more likely to report a bad than a good experience.

Uneasy relations with suppliers are less easy for buyers to discover, although a strategic buyer from the same sector may, for good or ill, already be aware of your reputation in the supply chain.

it’s also a risk to your ongoing success and off-putting to buyers if one or two customers account for a huge chunk of your business lest they suddenly decamp to a rival. Consider, then, rebalancing resources away from seeking bigger purchases from existing customers and towards securing new customers.

4. Separating yourself from the business

The hardest business of all to sell nigh on impossible even is one that relies heavily on its owner. Do relationships with suppliers hinge on the rapport you have personally with them rather than your prices or standard of service? Do customers use your services because of your skills or charisma as an individual?

Is it your personal attributes and decisions rather than the business’s inherent strengths that underpin the business’s success?

If the answers to any of these questions is yes? then it’s time to make the business the star attraction rather than yourself. This might mean recruiting experienced managers with talents that compare favourably to your own or training existing staff in aspects of your role. It might also mean focusing on nurturing your company’s reputation as opposed to your personal brand.

5. Systems and processes

Whatever your end product, growth will be more sustainable and scalable if the processes that create that end product are transparent, documented, easy to understand and follow and easy to refine or adapt over time.



Jo joined Dynamis in 2005 to co-ordinate PR and communications and produce editorial across all business brands. She earned her spurs managing the communications strategy and now creates and develops partnerships between, and and likeminded companies.

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