When “things break down” it means that something didn’t turn out the way we thought it would — our model (or process, or understanding) has some flaws and, therefore, can be improved. Investigating these breakdowns can lead to significant and lasting gains in your business, the subject of this month’ newsletter. Read more…
When it comes to audits, there are significant differences among the firms who perform these services. Choosing a firm well matched to your business and circumstances will help ensure the best outcome in terms of cost, efficiency, outside perception and final result. Read more…
Simply put, a business is worth no more than what the highest bidder will pay for it. And a distressed business will rarely fetch as much as a solvent, reasonably well performing operation. What you ultimately walk away with depends on any number of factors, including your timetable, the skill of your advisors, and many unknowns. Today’s newsletter explores these factors and the options available. Read more…
Buying a business can be complicated. Buying a distressed business, while often a low-cost way to expand, only ratchets the degree of complication up further. Distressed businesses can present opportunities to grow your business, just make sure you understand the additional elements involved. Read more…
Closely held businesses with a handful of key players are different than those with a single, dominant owner or most other public or private companies. As a result, working with them, particularly in times of financial distress, also requires a modified approach. Today’s newsletter takes a closer look at how to proceed. Read more…
In business, there are many decisions that must be made in the absence of definitive proof. To avoid “paralysis by analysis,” business leaders can look to “robustness” for guidance in moving confidently forward. Today’s newsletter explains how. Read more…