2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\nthis means that sellers who always thought that their fallback exit strategy was to sell to a larger firm may be in for a rude awakening. \n \nbut when buyers do<\/strong> identify an attractive seller, here are several tactics and strategies that should be followed.<\/p>\n\nbuyers:<\/strong> don\u2019t do a deal unless it excites you and<\/strong> you are convinced that it will make your firm better. if so, you should be reasonably flexible on terms to get the deal done and avoid \u201cdeal fatigue.\u201d it should be clear how the merger will make you a better firm, including profitability. if the excitement is lacking, read no further.<\/li>\nwhen to do a one-stage vs. two-stage deal.<\/strong> if a seller wants out in two years or less, do a one-stage deal; start payments right away. reduction in seller\u2019s comp should help buyer\u2019s cash flow considerably. if a seller wants to work four to five years or more, do a two-stage deal, starting payments when sellers approach retirement age.<\/li>\nif a seller wants to work<\/strong> many years<\/strong> and purchase payments start right away, the cash flow math won\u2019t work for the buyer. the only way it would work is to give sellers an excessively large salary reduction, which they probably won\u2019t accept. sellers who want to work for several years look at the purchase price as having two major components: the price for their firm and their compensation during their work years. over the period of the seller\u2019 tenure at the buyer, the compensation piece is much larger than the sales price of their firm. buyers must keep this in mind.<\/li>\nsellers who want to work for several years should be committed to growing their practice and plan to actively cross-sell buyer\u2019s services.<\/strong> buyers should be less interested in sellers who simply want the status quo throughout the years they work.<\/li>\n<\/ul>\nstage 2 sellers<\/strong> who have to take a compensation haircut will want to know how they can increase their comp<\/strong> each year, thereby \u201cearning back\u201d their initial pay reduction. the buyer must be prepared to respond to the seller\u2019s concern.<\/p>\n\nsellers should understand that their jobs cannot be guaranteed<\/strong> throughout the several years they work for the buyer. good performance is the only guarantee. but it\u2019s reasonable for them to know what they need to do to keep<\/strong> their jobs and what they need to do to perform well in the buyer\u2019s eyes.<\/li>\nafter being their own bosses for 30 years, sellers will want to know what will be expected of them and what will change. they want to know the basis upon which their performance will be evaluated. sellers aren\u2019t expecting precise guidance on this that will never change. instead, they merely want to know what the general framework will be.<\/li>\n buyers often have mandatory retirement policies, often rooted in succession planning concerns. they reason that if their partners stay around forever, clinging to their client relationships, younger people will leave, client retention will be threatened and the perpetuity of the firm will be in jeopardy. but sellers often want to work well a few years past the buyer\u2019s mandatory retirement age.<\/li>\n<\/ul>\nwhy should buyers treat the seller differently than they treat their own partners? <\/strong><\/p>\n\nin the eyes of a one- to three-partner seller whose partners have been together for decades, the notion of mandatory retirement is unconscionable. buyers who merge in sellers in their late 50s or early 60s must understand that they have all along planned on working past 65. buyers\u2019 failure to \u201cbend the rules\u201d on this is a likely dealbreaker for the sellers. caveat: buyers should make it clear when the seller will actually retire. buyers don\u2019t want acquired sellers to work forever.<\/li>\n keep in mind the buyer\u2019s owners are equity partners whereas in most cases, the sellers will not<\/strong> be equity partners. many rules that apply to equity partners don\u2019t always need to apply to non-equity partners.<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"buyer beware. seriously.<\/strong> \nby marc rosenberg<\/em> \nthe rosenberg practice management library<\/a><\/em><\/p>\n","protected":false},"author":1339,"featured_media":52068,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[1363,2371,3120,3002,2266],"tags":[],"class_list":["post-69658","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-featured","category-mergers-acquisitions","category-pro-member-exclusive","category-special","category-partner"],"acf":[],"yoast_head":"\nmerging in sellers: what you need to know - 卡塔尔世界杯常规比赛时间<\/title>\n \n \n \n \n \n \n \n \n \n \n \n \n \n\t \n\t \n\t \n \n \n \n \n \n\t \n\t \n\t \n