HireMyVA Podcast

HireMyVA Podcast 143- Why Should I Sell My Business Pt. 2

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Episode Summary

This is the second part of the topic “Why Should I Sell My Business?” In this episode, we will give you practical tips on how to position your business to be sellable.

1. Have stable systems that work with or without you
- Financial
- Marketing
- Lead generation
- Sales
- Operations/Fulfillment
- Administration
2. Test the above systems regularly
- A simple way to do this is to go on vacation and NOT work
- Create an emergency use capability ONLY
- Do a long weekend, followed by a week, followed by two weeks
- When you come back, AAR what happened (episode 100, we do this on ourselves)
3. Have recurring revenue
- Often your business is valued at about 3 to 4 times the value of “guaranteed” revenue.
4. Build a client database and keep it warm
5. Hire a business broker to give you an evaluation.

RESOURCES
========================
Episode 142- Why Should I Sell My Business Pt. 1 - https://youtu.be/vlK2sz8PUVo
Episode 144- Why Should I Sell My Business Pt. 3 - https://youtu.be/hAGN1PPtAk0

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Looking for a business mentor that will surely propel you to success? Check out Larry's site.
https://larrybroughton.me

Learn more about Larry Broughton
========================
Website: https://larrybroughton.me
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Learn more about Dave Braun
========================
Website: https://prowebsitecreators.com/about
LinkedIn: https://bit.ly/3EpvoQe

#HireMyVA
#VirtualAssistant
#SellingYourBusiness

Episode Transcription

Dave Braun
00:00:03
Hey, hello everyone. Welcome to the HireMyVA team and Business Building Podcast brought to you by Yoogozi.com. In this podcast and at HireMyVA, we help you to reclaim your freedom through hiring and thriving with Virtual Assistants without breaking the bank. Okay. I gotta take a breath here. I’m Dave Braun and as usual, I’m here with The Larry Broughton.

Larry Broughton
00:00:28
Hello, handsome, Dave. The Larry Broughton here.

Dave Braun
00:00:32
Oh the… every now and then on some of these episodes, I gotta bring that up. I just love that.

Larry Broughton
00:00:39
If you don’t know what he’s talking about, you’ll have to go back and listen to past episodes.

Dave Braun
00:00:47
Yeah. We won’t go there too long. All right. So Larry, what’s up, man?

Larry Broughton
00:00:51
Good to see you. My friend.

Dave Braun
00:00:53
Yeah, you too. Hey, you know, something happened that was really cool recently. It might date this a little bit but saw Top Gun: Maverick.

Larry Broughton
00:01:03
There you go.

Dave Braun
00:01:04
Great movie. Great, great movie.

Larry Broughton
00:01:06
I haven’t seen it yet. Good.

Dave Braun
00:01:07
You got to, it was awesome.

Larry Broughton
00:01:09
Yeah. Good. I wanna see that. And I wanna see the Elvis movie that’s out.

Dave Braun
00:01:12
Yeah. And what do those two comments have to do with the question for this episode?

Larry Broughton
00:01:23
Okay. We’re humans too, you know?

Dave Braun
00:01:25
Yeah, yeah.

Larry Broughton
00:01:26
Yeah. Well, handsome Dave, it’s good to see you. I think this is actually part two of a series that last week we started on. Can I really sell my business? I think it was the question. And I think we’re gonna be talking about, if that’s the case, how do you actually sell your business? How do you go about doing that? Is that about, do I have a close on what we’re doing on this version?

Dave Braun
00:01:49
Yeah. It’s close. This one is like, what do I do to get ready to sell it?

Larry Broughton
00:01:54
Oh, how do I need to get ready?

Dave Braun
00:01:55
How do I position my business? And then the next episode we’re gonna talk about, how do I really go about it if you say, now is the time to do it? What do I do?

Larry Broughton
00:02:06
Oh, So, how do I prepare?

Dave Braun
00:02:07
Yeah.

Larry Broughton
00:02:09
How do I prepare to sell my business?

Dave Braun
00:02:10
Right. And I think most business owners are gonna— in the back of their minds, they know that they’re gonna sell or something will happen. And if you guys haven’t listened to our previous episode, like Larry mentioned, go listen to that. But I think, most people know that at some point, if they think a little bit, then they are gonna really sell it. So this is really gonna be the meat of these episodes. It’s like, how do I position it for sale? I mean, what do I need to do right now? Because I know someday I’m gonna sell it. Right?

Larry Broughton
00:02:41
Yeah. And maybe we can just remind people on, like, why would you sell your business? And the reason we’re even talking about this is that I was stunned from a conversation that I’d had a survey I’d read first or not a survey, a statistic I’d read first. And then having a conversation with a business broker friend of mine that most small businesses don’t actually sell, they just close. They just close the bleeding doors. Because they don’t think that they’ve got anything to actually sell. And the truth is most businesses, even if you’re not making any money, even if you’re losing money, there’s some value there. It might be the client list. It might be be equipment. It might be inventory. It might be territory. It might be proprietary information. It might be the systems on how to do things. You could sell your business to entrepreneurial startups. You could sell it to the competitors. You could sell it to a family member, all kinds of people out there who would offer you money for your hard work that you put into this all these years. But we know that sometimes people have to sell because of death of a family or illness or all kinds of things. So now that that kind of groundwork is laid, go back and listen to the other episode. I guess the question is, what do you do to get ready for it?

Dave Braun
00:03:53
Good question.

Larry Broughton
00:03:54
Yeah. Well sir, I think David, generally, I would just say this. The best way to get ready for is to systematize everything. And we can end the episode there.

Dave Braun
00:04:12
Okay. We’re done. Thank you for joining.

Larry Broughton
00:04:14
Systematized everything. All right. So how do you know that you’ve systematized everything? Well, can you go away from your business for an extended period of time and the business keeps running?

Dave Braun
00:04:25
Yeah.

Larry Broughton
00:04:26
That’s a good question to ask. And you’re gonna have to test fire it a couple of times to do it, but—

Dave Braun
00:04:34
Yeah. And also you may have a really key team member. Well, can they go away for a week, and do you keep running okay?

Larry Broughton
00:04:44
Let me tell you this. I’ve got a one-on-one client who’s preparing their business for sale. And we went through last week who are some potential buyers. And she was feeling really dower — well, first of all, we did a competitive set analysis, look at all—What are other businesses like yours? What they doing out there? I mean, let me back up, competitive set as far as businesses that were for sale, that were like hers across the country. What are they using for revenue multipliers? Are they doing a multiplier of revenue? Are they doing a multiplier of EBITDA? How are they coming up with the valuation? And then what exactly are they they selling? How are they coming up with their valuation? Based on revenue training 12, gross operating profit, you know, those types of things. So she was kind of dower about that when we first started looking into this, but the more we did it, the more excited she got.

Dave Braun
00:05:41
Ah…

Larry Broughton
00:05:42
Because information, you know. Some of us have ways of talking ourselves out of good news. I’m not good enough. Because we know all of our flaws. In the recovery community, we talk about, don’t judge your insides by everyone else’s outsides. Right?

Dave Braun
00:06:00
Yeah.

Larry Broughton
00:06:01
And same goes with your business. By the way, the truth is all businesses have flaws. But then last week we did a little exercise like, who are potential buyers for this? And somebody kind of started perk lane into the top and it’s actually a former employee—

Dave Braun
00:06:18
Ah…

Larry Broughton
00:06:18
—who’s got a lot of entrepreneurial juice and left because they wanted their own business. You know, it’s like Jim and E, so that’s the homework this week. So I had this client though, have not done the stuff that we’re about to talk about. She would’ve less value in her business. And what we’re talking about today is really systematizing everything. And what I mean everything, I mean everything. During our programs, Dave, during our victory program, and during HireMyVA, we have a thing about setting up standard operating procedures. But I would say, have stable systems, reporting systems on everything, like think of your key major departments in your business, finance, marketing, lead gen, sales, operational efficiencies and fulfillment administration, manufacturing, acquisition, whatever it is. What, does your business do? There are systems on how to do those things. Like on financial, right? So, what are the key metrics that you’re measuring or should be measuring on a regular basis? And is there a way that you get those numbers on a regular basis? Right?

Dave Braun
00:07:31
Exactly.

Larry Broughton
00:07:32
I just kinda start with that kind of stuff. How do you systemize or what should be measured on a regular basis as far as maybe we can just dive into it, financial stuff, for instance. Do you have daily flash reports? Here’s what the revenue that was booked. Here’s where the revenue came from. Here’s the revenue on the books for tomorrow. Those types of things might be something to consider. Do you do weekly cash flow statements? Do you do measure how much money goes to cash, goes to the bank, or cash that gets deposited? Do you do monthly financial statements, profit and loss statements. I mean, those are minimal things that every business should be doing on the financial side.

Dave Braun
00:08:20
Yeah. And you know, to the SOPs, if you are watching this and you’ve got, you’re a smaller company and you’ve got two or three people or four people, chances are, you’re actually acting a lot of times like a team member. You’re the CEO and then you’re also the team member. Well, what that means is you and every other team member needs to be SOP’ing everything that you’re doing. Like recording what you’re doing. So that way somebody else can take over what you’re doing.

Larry Broughton
00:08:56
Yeah. And I just wanna remind people, we talked about this in the past episode and we encourage people to go watch the last episode, but I’m gonna bet that there are gonna be people who aren’t gonna go watch the past episode, Dave. But even if you are a solopreneur, let’s see that you are—you have an answering machine, not even a voicemail. So you have an answering machine and you’re a plumber and you work by yourself. Let me back up. I can tell you, here’s a guy, a former tenant of mine, the name is Bob, the Glassman. And he used to replace wood stash window glass, that’s what he specialized in. He didn’t do anything else. And all he did is he had his sole marketing thing was a word of mouth and business cards.

Larry Broughton
00:09:44
And he had an answering machine at his house. That was it. That was his sole business. But this was in San Francisco. Now you think about all the wood stash windows in San Francisco, those Queen Anne, and those Victorian-style houses. You know, if the guy had some entrepreneurial juice in a boy, he could be busy all day long and wouldn’t be a tenant, but he’d be owning one of these houses. But even Bob, the Glassman, he’s got a business to sell. There are systems to do things. So you talked about having two or three employees or team members, even if you have two or three team members or even if you have zero team members and you are the only team member, you’ve got a business to sell you, you do, you really do. So don’t think this because you’ve only got—you’ve got a couple of team members that you, this isn’t pertinent to you.

Larry Broughton
01:10:40
It is. It really is. Okay. Let’s keep going here. So finance, we’re talking about. Yes, having financial SOPs in place is important. Another area, Dave, is there anything else on the finance side? You know, when I mentioned marketing as the second area, Dave, even having sample marketing initiatives and plans, Hey, each year I’m gonna do this. At a minimum you ought to think about, you know, it gets to be, let’s say if you got a small business, let’s say that it’s November of the year. You ought to be thinking about, okay, what am I gonna do next year? Am I gonna do any kind of search engine optimization? Am I gonna have a social media presence? Am I gonna go to the chamber of commerce and at least make an appearance there once in a while and pass out business cards.

Larry Broughton
01:11:30
Am I gonna put business cards on people’s windshields? Simple things. Like, what are the things that you’re going to do, just itemize it, just put it under a calendar. Then it reminds you, Hey, each month I’m gonna do these initiatives and then just measure what are the results. It can be as simple as that, Dave. So, when you’re preparing to sell your business, at least you have a template of what’s been done in the past so that a potential buyer comes and says, okay, what have you done before? Okay, Dave, you made $400,000 last year. What did you do to get this $400,000? Because usually what happens when somebody asks you a question like that on the spot? What happens? Your mind goes blank.

Larry Broughton
01:12:13
Nothing really. But what you actually did is you now you’ve got 10,000 people on your social media. Guess what? There’s value in 10,000 people on the social media platform or I’ve got an email list of several hundred people. There’s value in that. So as simple as having a marketing calendar of what you have done and what the results are of those to actually having a kind of dynamic marketing plan, doing a full-blown marketing plan, anything in between, but have something that talks about marketing would be really important.

Dave Braun
01:12:58
Yeah, absolutely. And yeah, I like how you say that where you really, I think a good way to do this is having your KPIs. In each area, you have your KPIs. And if you’re trying —

Larry Broughton
01:13:13
Key Performance Indicators.

Dave Braun
01:13:14
Yeah. And if you’re tracking your KPIs, those will give you the results of what you’re doing. It almost sounds like, Larry, business owners need to be constantly recording what they’re doing.

Larry Broughton
01:13:29
Sure. Does make it easier for sure.

Dave Braun
01:13:31
Yeah. Because there are so many things that we try that are effective and things that are not effective. Man, If we had that library or that digest of what worked and what didn’t work and why. Man, talk about— even that would be valuable. What if you had a library of these videos of what worked and what didn’t work—

Larry Broughton
01:13:55
Just in Google drive.

Dave Braun
01:13:56
Yeah. What a great asset that would be when you’re selling it. Right?

Larry Broughton
01:13:59
Right. And say, Hey, here’s my entire Google drive. And here’s the folder for XYZ business. Under XYZ business is SOPs, under the SOPs, are financial SOPs, marketing SOPs, lead gen SOPs, operating SOPs, administration SOPs, manufacturing SOP, whatever it is. So that somebody who has no experience can go into this Google drive folder, and just find all of the information, what’s working, what hasn’t worked.

Dave Braun
01:14:31
Yep.

Larry Broughton
01:14:31
Wow. There’s some value.

Dave Braun
01:14:33
That’s a lot of value.

Larry Broughton
01:14:34
Yeah.

Dave Braun
01:14:36
That’s a lot of value.

Larry Broughton
01:14:37
I like that idea, Dave. And we encourage people to do that with their standard operating procedures, by the way. We have a step-by-step plan for that. Believe it or not.

Dave Braun
01:14:48
You know, that’s one of the things that is occurring to me is we don’t— in my business, we don’t document what worked and what didn’t very well.

Larry Broughton
01:14:56
Really? That surprises me with you.

Dave Braun
01:14:59
We don’t.

Larry Broughton
01:15:01
It becomes part of the intellectual DNA?

Dave Braun
01:15:04
Yeah. We’re establishing a learning library and figuring out what should go in that, but that’s more of the learning is about, it’s learning on operational type of things, not some of the other aspects, but it’s almost like everything we have to. And I know one of the things in our checklist, when we do a website is at the end, we record a video that says, Hey, here are some of the reasons why we did all these different things on this site. Here’s some of the custom stuff we did where it’s located and all that. So somebody else can pick it up. But man, that exact type of thing really needs to happen for every initiative that you’ve got in your business.

Larry Broughton
01:15:49
Yeah, for sure.

Dave Braun
01:15:51
But especially marketing, it’s like—because marketing, you’re doing so many experimentations on things or lead gen, you’re doing so many different things. Man, if I would’ve documented it like all the different lessons and why to document some, but not formally of all the different lessons in my networking group…

Larry Broughton
01:16:11
Yeah.

Dave Braun
01:16:12
Man, talk about value.

Larry Broughton
01:16:14
Yeah. Your financial SOPs, I think, are gonna be pretty straightforward. Those aren’t gonna really change that much. Your marketing initiatives are gonna change all the time because boy, marketing, ways to market your business change, come and go all the time. I mean, if somebody would’ve built their entire business practice around MySpace, they’d be dead. And I share oftentimes in our masterminds about the one business, I’m not gonna say it now, the one business that you know, who I’m talking about, who built it solely on the Facebook algorithms and made lots of money, then as soon as they changed the Facebook algorithms, instead of reaching every person that was in your friend group, you’re reaching a hundred.

Dave Braun
01:16:58
Yeah.

Larry Broughton
01:16:59
Their revenue’s plummeted.

Dave Braun
01:17:00
OOh yeah.

Larry Broughton
01:17:02
They didn’t foresee that happening. So marketing could change pretty regularly. Lead gen and sales, I think would be really important ones, Dave, to adjust from time to time. I think you’re right. Operations, you know, having systems there I think is really important. How you actually do what you do is important. Again, because a potential buyer may not be an expert in your business. So how you do what you do would be very important. So pretend that you are training someone, who’s got an eighth-grade education. How do you do what you do? I would use this example because I did this for one of our former clients. You pull up in front of your business at 6:00 AM in the morning, as soon as you step outta the car, what do you do? I walk to the door, disarm the alarm. Okay, how do you disarm the alarm? After I do that, how do I make sure that the police don’t show up? How do I get cash into the cash register? Those types of things. Systemize, all that kind of stuff.

Dave Braun
01:18:12
Yeah. One of the things that we’ve got is part of the systemization of it is we have a quarterly review now on our SOPs, on the different areas.

Larry Broughton
01:18:23
Quarterly?

Dave Braun
01:18:23
Yeah. When I say the different areas, one each quarter, we take an area.

Larry Broughton
01:18:28
Yeah. Oh, I see what you’re— yes, yes.

Dave Braun
01:18:31
And we say, what needs to be updated, what is not there, what are we doing differently?

Larry Broughton
01:18:36
And so you’re not testing all of them every quarter, but each quarter you take a different area?

Dave Braun
01:18:41
Yeah. Like some of the areas that we’re talking about here.

Larry Broughton
01:18:43
Yeah, for sure.

Dave Braun
01:18:44
And I tell you, we’ve got some holes.

Larry Broughton
01:18:49
But we all do. Right?

Dave Braun
01:18:51
We all do. And that’s okay. It’s making a plan to fill some of those holes.

Larry Broughton
01:18:57
Well, I’m glad that you’re doing that Dave, on a quarterly basis. I think we spoke about that on a call recently. I’m glad that you’re doing that. Another way to force yourself to check these things is for you to go away, Dave. You need to go on vacation. And when I say you, I’m using the proverb, the Royal you. The listener, as the business owner for you to go away on vacation for an extended period of time to see what would happen. If you’ve been running your business for five years and you’ve not taken time off for five years, I’m not gonna encourage you to take two weeks or a month off the first time you go away, that will not be a wise thing to do, but to take a weekend away, to see what happens and then take four days off and then take five days off and take a week off and then take 10 days off and then take two weeks off over time.

Larry Broughton
01:19:49
But keep doing AARs each time you come back. What went right? What went wrong? What do I need to improve before I go away again, would be really a valid way to do this. Because again, I don’t want to get dower and pessimistic and down about this, but we don’t know when death is gonna hit the family or sickness or an illness is gonna hit the family or an economic downturn is going to hit. We just don’t know. But the sooner you’re prepared for this stuff, the more value your business has.

Dave Braun
02:20:19
Yes.

Larry Broughton
02:20:20
Okay.

Dave Braun
02:20:21
And one thing I think as business owners, do this as they test these things out. You’ve gotta be willing as a business owner to have a couple of things fall through the cracks. It’s gonna happen and you have to be okay with it because you gotta realize that you are building something that’s gonna last. That’s gonna be more robust. And the sooner you do that, the better you are because as your business grows, sometimes the people that fall through the cracks may be really, really big clients. And you don’t want to do that. You’d rather discover all that stuff earlier rather than later.

Larry Broughton
02:20:59
Yeah. Dave, one of the things that come to mind for me is if you’re trying to position your business for sale, one of the things I would encourage folks to do is ask themselves, is there something I can be doing in my business that is recurring revenue. You and I talked about this with your business a while back where you’re not just building websites, you’re maintaining them. You’re doing the hosting. There are a variety of things that you now do with your clients where they pay you every month, month in, month out. And it’s predictable revenue. When you can actually have predictable revenue, recurring revenue, particularly long-term recurring revenue, it adds value to your business. Some people will say it’s a multiplier of two of what the actual. So let’s say that you are you’re— by the way because people ask me sometime, how do I value my business? There are a lot of ways. What you need to do is go to a broker ultimately. Because there’s a variety of ways that they’ll value your business. But it depends on what’s going on in the economy at the time. If all of a sudden, there’s a— I don’t know.

Dave Braun
02:22:17
Well, a pandemic.

Larry Broughton
02:22:19
I was thinking, what if all of a sudden no one is building websites anymore. Then the value of your business has probably gone up. Unless there’s a reason why people aren’t building websites anymore. But you gotta know why aren’t people building websites any longer. And so brokers, it’s their business to know what’s going on in the economy and in industry. And when I say go to a business broker, there are some businesses that are so specialized that they all have business brokers for that industry. You’re not gonna go to a residential real estate broker to sell a hotel. It’s too specialized. There are real estate brokers and then you don’t just go to a commercial real estate broker. A hotel that’s so specialized, you go to a hotel broker

Larry Broughton
02:23:08
to buy or sell a hotel. That makes sense. It’s so specialized. Now, small businesses oftentimes it’s not. However, the point here, like I got off track here for a second was if you can have recurring revenue though, a typical service business that might sell for two times your gross revenue might sell for three or four times gross revenue. If there’s actual recurring revenue, Dave, if you are just doing websites, that’s all you’re doing, just building websites, that’s it. Well, guess what? You’re only dragging back to the cave, what you’re killing. And so you gotta be out there hunting all the time. But if all of a sudden you’ve set up this, these snares all the way around where, you know, constantly those things every month, those traps are producing revenue, meat. You can drag it back to the cave. It makes it a lot easier. So real value comes. So you gotta ask yourself, what can I do in a business where I get recurring revenue every month, where somebody’s paying me nine bucks, $19, $99 a month day in, month in, and month out? Think about website hosting companies, for instance, as an example.

Dave Braun
02:24:28
Yeah. I think we ought to do a separate podcast and think about some stories, examples, and ideas about how people can create some recurring revenue in their businesses.

Larry Broughton
02:24:39
Yeah. I think that’s right.

Dave Braun
02:24:40
Yeah. I think that’d be a great thing to do, but yeah, I agree with you. You mean, having that in there— Man, if it’s a stable source of revenue, something like that, people will pay a lot more for that because they know it’s coming

Larry Broughton
02:24:54
Well. Particularly if it’s one of these things where you can have a very high, sticky factor. What do I mean by sticky factor? If they stick around for more than two months like, they stick around for years, you’ve got recurring revenue that’s been in there for years. There’s a higher value to that than if you’ve got a sticky factor of three where they stick around for three months, but they’ve been around for 36 months. There’s much higher value there. So that’s either through reputation and satisfaction or through contracts. So let’s say for instance if I’m gonna go sell my hotel management company, if I’ve got 50 management contracts, all that have 10 years left on those management contracts, there’s a lot higher value in those than if I have three management contracts and they’re all about to expire in the next year. Right?

Dave Braun
02:25:52
Yep.

Larry Broughton
02:25:53
And this kind of leads into the next one, Dave, it’s similar I suppose. And it’s about who do you know? It’s about the relationships that you have. Building a client database is really important. And not just past clients, that’s great. But past clients that are still warm, that you still have a relationship with. And frankly, even if you know you’re selling— Here’s an interesting one. Even if you know you’re selling next year, you don’t stop selling your business. I mean, you don’t stop trying to foster new clients because pipelines are very valuable as well.

Dave Braun
02:26:33
Oh, great point.

Larry Broughton
02:26:34
If you can hand a pipeline over to a potential buyer as well. So a lot of the heavy lifting has already been done. There’s value there as well. So your old client database, that’s still warm, a warm database is better than a cold one. And a pipeline’s very valuable too. Let’s not forget that.

Dave Braun
02:26:55
Yeah. And that’s wow. Yeah. That’s a really, really good point. So as you are working on selling your business or positioning it for sale, make sure you keep going on every aspect of your business as if you weren’t.

Larry Broughton
02:27:11
I’m a big believer that you act as if you’re not selling it. Because if you start just winding things down and getting lack of days or calls, people are gonna start picking up on it. Both your team members and your clients. Your clients will go somewhere else. They’ll say, well, gosh, if I’m being treated like this now, I don’t know what the future—

Dave Braun
02:27:31
Yeah.

Larry Broughton
02:27:32
You know, the owner is gonna do. And your team members, they wanna be on a winning team, you know, fear creeps in.

Dave Braun
02:27:39
Yeah.

Larry Broughton
02:27:40
They’ll go look for some security. But if you keep hustling as if you’re not gonna be selling the thing, you’re bringing more value.

Dave Braun
02:27:50
Exactly.

Larry Broughton
02:27:51
For sure. Yeah.

Dave Braun
02:27:53
Okay. Well, that was really good. So we talked about stable systems. We talked about testing those systems. We talked about recurring revenue, and even hiring a business broker for—even evaluation purposes. Maybe you’re really gonna sell it, but they can maybe spot some holes. And of course, hiring a business broker, that’s got specific experience in your industry and then we talked about continuing to build your client database. Even people who don’t go with you right now, keep them in your database because when you sell it, maybe the company that you’re selling to would have something that will appeal to somebody in there. They’ll be able to bring in maybe more advantages or opportunities. So I think those are pretty good thoughts and ideas. I think we answered that question really about how do you position your business for sale?

Larry Broughton
02:28:56
Yeah.

Dave Braun
02:28:57
Okay.

Larry Broughton
02:28:58
What are we talking about next time?

Dave Braun
02:29:00
Well, next time it’s gonna be, how do you actually sell?

Larry Broughton
02:29:04
Oh, okay. What are the actual steps?

Dave Braun
02:29:06
Yeah. What are the actual steps? And you know, related to that, Larry, there’s something that we’re working on and you’re putting some final touches on this.

Larry Broughton
02:29:14
Oh, that’s right. Yes. Yeah.

Dave Braun
02:29:15
What would you say that is again? Some really cool checklist?

Larry Broughton
02:29:20
Yeah. Our business sales checklist?

Dave Braun
02:29:24
Yeah. And I think that’s gonna be an awesome resource and we don’t have it up to where you can easily like opt in for it yet. We don’t exactly know where that’s gonna be. But we do know that if you want that, you can just email us at [email protected] or [email protected]

Larry Broughton
02:29:44
Yeah. Either of those. So it’s a very extensive checklist to help you prepare to sell your business. And there’ll be some links in it with resources as well.

Dave Braun
02:29:57
Oh, I can’t wait to see it when it comes out and start going through myself.

Larry Broughton
03:30:02
We’ve talked about it for a long time I know but getting this out will force us to finish that thing up. It’s another one of those resources that we wanna make sure people have.

Dave Braun
03:30:10
Yeah. So if you guys want it, you can send us an email at [email protected] or you can actually put a comment and say, you want it, in the YouTube video when it’s up. You can always check out our website and at Hiremyva.com and you can put your information in there. There’s a contact form that you can fill out and just say that’s what you want.

Larry Broughton
03:30:31
Yeah. But truly the easiest way is just to email us because let’s just be real. Let’s say a year from now, if you find this video and you put something in the comment section we may miss it. I’m just being honest with you. The best thing to do is just email us, say, Hey, we want that business sales checklist, something like that. And we’ll make sure and get it to you.

Dave Braun
03:30:53
Okay. We’ll talk about that in more detail in another video, maybe that’ll be part four.

Larry Broughton
03:30:58
Well, maybe the thing may be done actually when we do our next podcast. So we’ll see.

Dave Braun
03:31:05
Okay. Sounds good. All right, folks, thanks again for joining us today. And remember, building a team is the way to reclaim your freedom because you’re gonna need a team to help you with all of these systems we talked about so that you can maximize the value of your business when it comes time to sell it. And of course, Larry and I are here to help you with our course, community, and our White Glove Service, where we find Rockstar VA, team members for you. So three things right now we’d love for you to do and we’d really appreciate it. Number one, subscribe to this Podcast if you haven’t already done so, either on your iPhone or Android phone. And then on YouTube, hit the subscribe button. Do that. The second thing is if you’re watching this on YouTube, give us a comment, any comment, or ask us a question because we want to use that to help get the word out. And then give us a rating on the podcast that you’re using that, preferably five star. And the third thing is go to Hiremyva.com for more information on our course and community and our White Glove Service. And if you want this checklist that we talked about, you can just email us. That’d be fine. But remember, even without experience with our Course and Community, you learn how to Prepare for Hire and Thrive with Virtual Assistants. Larry and I have helped lots of folks. We’re helping more as time goes and we’d love to help you too. So just go to Hiremyva.com for more information.

Larry Broughton
03:32:29
Hey folks, thanks for joining us this week. We love you. We’re glad that you’re on the journey with us. And we’ll see you soon. All right. God bless you. God keep you. God hold of you. All right, until next time, later.

Dave Braun
03:32:40
All right, folks. Bye.

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