FREE BUSINESS VALUATION TOOL

Knowing the value of your business is essential. This is especially true if you are a small business owner as your business will most likely be one of your largest assets and a major part of your retirement plan. Find out the value of your business with our free tool here…

FAQs

View our short video here (1 min 49 sec)

View our short video here (2 min 42 sec)

1) Get your contract details right, including names and acquisition entity. If you don’t want everything split down the middle you must purchase as tenants in common which allows you to split property ownership in any proportion. If you should have it in a trust then don’t execute in your own name.

2) When you are preparing your financing you must ensure there is a clear and traceable connection between the acquisition of the property and your borrowing.

3) Maximise your building allowance and depreciation deductions by having these negotiated beforehand and form part of the contract. Once you have signed the contract, it’s too late.

Read our case study here

View our short video here (2 mins 06 sec)

View our short video here (2 mins 08 sec)

Read our blog here

View our short videos here –

Essential Tips for Buying a Business Part 1 (1 min 10 sec)

Essential Tips for Buying a Business Part 2 (3 min 07 sec) 

Essential Tips for Buying a Business Part 3 (3 min 42 sec)

VIDEOS

Buying a franchise – advantages

Buying a franchise – disadvantages

3 important elements of a business model

Why it’s essential to get your business structure right

Essential tips for Buying a Business Part 1

Essential tips for Buying a Business Part 2

Essential tips for Buying a Business Part 3

CASE STUDIES

Case study 1: Marie and John* are existing clients who were in the process of selling their business. They were worried about how much tax might be payable from the sale proceeds, and unsure what to do next. They had decided to retain the business premises as well. Key issues to consider when selling a business…

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Case study 2: A medium sized firm that had grown from just a few people to 16 in the space of a few years was having difficulty with some of its people. Morale was low, there were lots of gossip groups and no-one seemed to feel very happy with their lot.

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Case study 3: We recently ran a business diagnostic program for a client and uncovered an all too common issue with small businesses – you must know your numbers! In this case the client was not sure why they were not making more money, but thought they just had to sell more. In fact our diagnosis and the actions we put in place proved they had to sell less…

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For further information, please contact David Howells.