作者: 独立意志 时间: 2007-1-17 22:38 标题: My friend just sold a 炸鱼店，8万。 最初由[南京人*]发布 谨慎谨慎
我在多伦多的一个朋友也和上面说的一样经历，不幸的是他掉进了套子。花了8万买下个炸鱼店，收支刚好持平。作者: icerain2000 时间: 2007-1-17 23:50
LZ盯店有问题,一开始人家说了周销售额是$2600,也就是每天$350多,而不是520刀, LZ看店那天是320刀,也不是差很多,每天的销售额有高有低,淡的一天320不奇怪. 奇怪的是这么低的销售额$2600,开价9.9万,根本没有看的必要.作者: 鹿角湖渡假村 时间: 2007-1-18 00:08
为什么都想买店而不是自己新开个店？
自己租（或买）场地，好好装修，想干什么就干什么多好啊！
作者: 陈999 时间: 2007-1-18 09:09 标题: 回复：My friend just sold a 炸鱼店，8万。 因为它只开5天，每天经营时间11am-4pm
最初由[墨子]发布 My friend just sold a 炸鱼店，8万。作者: 银河小溪 时间: 2007-1-19 13:09 标题: 若2600元是7天的营业额,我是不会去蹲店的,但这店只开五天 最初由[icerain2000]发布
LZ盯店有问题,一开始人家说了周销售额是$2600,也就是每天$350多,而不是520刀, LZ看店那天是320刀,也不是差很多,每天的销售额有高有低,淡的一天320不奇怪. 奇怪的是这么低的销售额$2600,开价9.9万,根本没有看的必要.作者: 石冰 时间: 2007-1-19 17:25
找店是Art,不是科学! 100%让你满意的东西难为作者: 小川的爹 时间: 2007-1-19 21:49 标题: Right! Weekly incoming $2500, that means around 10,000/month, 100% profit rates means $5,000, $2100 T.M.I., she can earn $2900/month, and $36,000/year, $99,000 for 3 years!
最初由[icerain2000]发布
LZ盯店有问题,一开始人家说了周销售额是$2600,也就是每天$350多,而不是520刀, LZ看店那天是320刀,也不是差很多,每天的销售额有高有低,淡的一天320不奇怪. 奇怪的是这么低的销售额$2600,开价9.9万,根本没有看的必要.作者: 小川的爹 时间: 2007-1-19 21:55 标题: But it can't be an "Art" to lost money. Of couse, you can earn money whatever as an agent, right?
最初由[石冰]发布
找店是Art,不是科学! 100%让你满意的东西难为作者: data huifu 时间: 2007-1-19 23:34
找店像皇帝招驸马一样，要百里挑一，你没看到第100个店，你绝对不会找到好店。
Due Diligence When Buying a Business
Buying a business is an arduous, yet potentially rewarding process, and can take weeks or months. Because buying a business will involve investing a fair amount of money and time, it is critical to do your homework when gathering information about the business. This process is commonly referred to as conducting due diligence.
In most purchases of small businesses, the buyer will want to learn everything possible about a business before signing the purchase agreement. (Alternatively, if there isn't time to do that, then the buyer will want to make sure that the representations of the seller concerning the business are quite comprehensive and that the definitive agreement allows him to back out of the deal if the due diligence done after signing the definitive agreement is not satisfactory).
Why Do Due Diligence?
Conducting proper due diligence will help the buyer avoid the following problems:
• Purchase price of the business turns out to be too high
• Misunderstandings as to the type and condition of the business being bought
• Bad financial situation
• Bad management
• Pending lawsuits
• Contingent liabilities
Doing Your Homework
Following is a list of some of the main documents you should expect to receive in the course of your due diligence:
• Key contracts
• Financial statements
• Customer lists
• Employment agreements
• Minutes and consents of the board of directors and shareholders
• Confidentiality and Invention Assignment Agreements with employees
• Corporate charter and bylaws
• Litigation-related documents
• Patents, copyrights, and other intellectual property-related documents
• Licenses and permits related to operation of the business
Most due diligence to buy a small to mid-sized business takes 7 to 21 days. What is important is that you have all the important information from the business you are buying well before it begins. When making your offer to buy a business make sure you give the list needed for due diligence to the business broker or business owner (or both).
A due diligence checklist is important when starting your investigation to buy a business. Below is a check list of some of the items you and your CPA or consultant will need while completing your investigative due-diligence.
1. 3-5 Years of Past Complete Tax Returns
2. 3-5 Years of Past Complete Financial Statements - Profit & Loss Statements, Balance Sheets
3. Current Interim Financials
4. Current Inventory Report
5. List of Assets Being Sold With The Business
6. Current Accounts Receivable Report
7. Current Accounts Payable Report
8. Checkbook Register for Last 3-5 Years
9. Client List - Look For Account Concentration Issues
10. List Of Employees - Current & Past Payroll Records
11. Schedule Time To Chat With Key Employees & Manager(s)
12. Get A Current Copy of all Licenses Utilized by the Business
13. Current Copy of the Lease
14. Run Lien Report Through Escrow
15. Ask For Any Past Environmental, Appraisal, Legal Reports & Information
16. Have The Seller Complete & Sign A Seller Disclosure Form
17. Get a Current, Complete Vendor List - Review Contracts & Relationships
18 Copy of All Contracts, Leases - Equipment, Advertising, Suppliers, etc.
As a buyer, you need to know that the financial information you are using in your decision-making process to buy a business is reliable. Most people think that checking whether information is reliable is the same as checking whether it is accurate.
In fact, accurate financial information is often unreliable. Reliable data is both accurate and representative of the business’ true performance.
The following are examples from due diligence reviews that illustrate this important point:
1. Substantial dead and slow-moving inventory at a Tile & Marble Importer/Distributor that was not disclosed by the seller. Buyer A was presented with a large warehouse with well-organized inventory--all with an indefinite shelf life. Buyer A’s purchase contract included full payment for the entire inventory. Over time, most businesses accumulate inventory that doesn’t sell. Sellers often feel that selling the business is a means of getting rid of accumulated, slow-moving inventory. Buyers shouldn’t have to pay for sellers’ past mistakes. Once uncovered, the purchase price was adjusted downward.
2. Buyer B was enticed by the rapid growth of a construction company doing work primarily for the state of California. It took between 60 and 90 days to collect its receivables from the state. There had been substantial growth in the net income in line with the growth in sales. The purchase price included the value of some of this projected growth. Cash flow forecasts to the buyer showed that a substantial amount of the cash generated by the business would be required to fund the receivables in order to achieve the anticipated level of growth. This meant that, while the net income and tax liability would be high, Buyer B would not be able to withdraw any salary from the business. Buyer B had been concentrating on the net income number without a keen understanding of the business’ cash flow cycle. Buyer B ended up organizing additional financing and incorporating this previously unidentified cost into his analysis and successful offer.
3. A medical supply company received substantial rental income for medical equipment directly from Medicare. The typical rental period lasted 15 months. Both the net income and cash flow had shown tremendous growth. Buyer C failed to recognize that, with rental agreements, the appropriate measure for monthly growth is not revenue, net income, or cash flow. It is the dollar value of new rental originations each month that counts. Here the business was in fact declining while the sales, net income, and cash flow were all growing. In this case, Buyer C chose to look for another business.
4. A specialty chairs company due diligence revealed a surprisingly low delivery expense in comparison to what was commonly observed in the industry. Further investigation revealed that a related company made many of the deliveries without any charge to the business. Buyer D would not have such a relationship and would need to factor in this additional charge in order to sustain the operations of the business. The tax returns had overstated the earnings relative to this expense. Other adjustments were made in the opposite direction. Sorting through the appropriateness of each of the disclosed adjustments and identifying any undisclosed adjustments are critical to a meaningful valuation. The seller agreed to revise the selling price based on the adjustment to normalize the delivery expense.
These examples and countless others demonstrate the importance of a professional due diligence review. Since it is unlikely that you will be presented with audited financial statements in accordance with U.S. Generally Accepted Accounting Principles with footnotes, it is your responsibility to ensure that the data you use is reliable. You do not want to be blindsided by one or more of these and numerous other common and potentially costly errors. These costs can far exceed the relatively small preventive cost of having professional due diligence services performed.作者: 小川的爹 时间: 2007-1-21 07:15 标题: It's only paper works. Most due diligences have no reports, how can you get the report of Balance Sheet, profit and losses statement?
That means you might get a faked reports only.
最初由[石冰]发布 推荐一篇关于查店的文章(Due Diligence)
注: Due Diligence为生意买卖的主要环节! 一般没有营业报表的生意,
Risk太大!!!!!!!!
Due Diligence When Buying a Business
Buying a business is an arduous, yet potentially rewarding process, and can take weeks or months. Because buying a business will involve investing a fair amount of money and time, it is critical to do your homework when gathering information about the business. This process is commonly referred to as conducting due diligence.
In most purchases of small businesses, the buyer will want to learn everything possible about a business before signing the purchase agreement. (Alternatively, if there isn't time to do that, then the buyer will want to make sure that the representations of the seller concerning the business are quite comprehensive and that the definitive agreement allows him to back out of the deal if the due diligence done after signing the definitive agreement is not satisfactory).
Why Do Due Diligence?
Conducting proper due diligence will help the buyer avoid the following problems:
• Purchase price of the business turns out to be too high
• Misunderstandings as to the type and condition of the business being bought
• Bad financial situation
• Bad management
• Pending lawsuits
• Contingent liabilities
Doing Your Homework
Following is a list of some of the main documents you should expect to receive in the course of your due diligence:
• Key contracts
• Financial statements
• Customer lists
• Employment agreements
• Minutes and consents of the board of directors and shareholders
• Confidentiality and Invention Assignment Agreements with employees
• Corporate charter and bylaws
• Litigation-related documents
• Patents, copyrights, and other intellectual property-related documents
• Licenses and permits related to operation of the business
Most due diligence to buy a small to mid-sized business takes 7 to 21 days. What is important is that you have all the important information from the business you are buying well before it begins. When making your offer to buy a business make sure you give the list needed for due diligence to the business broker or business owner (or both).
A due diligence checklist is important when starting your investigation to buy a business. Below is a check list of some of the items you and your CPA or consultant will need while completing your investigative due-diligence.
1. 3-5 Years of Past Complete Tax Returns
2. 3-5 Years of Past Complete Financial Statements - Profit & Loss Statements, Balance Sheets
3. Current Interim Financials
4. Current Inventory Report
5. List of Assets Being Sold With The Business
6. Current Accounts Receivable Report
7. Current Accounts Payable Report
8. Checkbook Register for Last 3-5 Years
9. Client List - Look For Account Concentration Issues
10. List Of Employees - Current & Past Payroll Records
11. Schedule Time To Chat With Key Employees & Manager(s)
12. Get A Current Copy of all Licenses Utilized by the Business
13. Current Copy of the Lease
14. Run Lien Report Through Escrow
15. Ask For Any Past Environmental, Appraisal, Legal Reports & Information
16. Have The Seller Complete & Sign A Seller Disclosure Form
17. Get a Current, Complete Vendor List - Review Contracts & Relationships
18 Copy of All Contracts, Leases - Equipment, Advertising, Suppliers, etc.
As a buyer, you need to know that the financial information you are using in your decision-making process to buy a business is reliable. Most people think that checking whether information is reliable is the same as checking whether it is accurate.
In fact, accurate financial information is often unreliable. Reliable data is both accurate and representative of the business’ true performance.
The following are examples from due diligence reviews that illustrate this important point:
1. Substantial dead and slow-moving inventory at a Tile & Marble Importer/Distributor that was not disclosed by the seller. Buyer A was presented with a large warehouse with well-organized inventory--all with an indefinite shelf life. Buyer A’s purchase contract included full payment for the entire inventory. Over time, most businesses accumulate inventory that doesn’t sell. Sellers often feel that selling the business is a means of getting rid of accumulated, slow-moving inventory. Buyers shouldn’t have to pay for sellers’ past mistakes. Once uncovered, the purchase price was adjusted downward.
2. Buyer B was enticed by the rapid growth of a construction company doing work primarily for the state of California. It took between 60 and 90 days to collect its receivables from the state. There had been substantial growth in the net income in line with the growth in sales. The purchase price included the value of some of this projected growth. Cash flow forecasts to the buyer showed that a substantial amount of the cash generated by the business would be required to fund the receivables in order to achieve the anticipated level of growth. This meant that, while the net income and tax liability would be high, Buyer B would not be able to withdraw any salary from the business. Buyer B had been concentrating on the net income number without a keen understanding of the business’ cash flow cycle. Buyer B ended up organizing additional financing and incorporating this previously unidentified cost into his analysis and successful offer.
3. A medical supply company received substantial rental income for medical equipment directly from Medicare. The typical rental period lasted 15 months. Both the net income and cash flow had shown tremendous growth. Buyer C failed to recognize that, with rental agreements, the appropriate measure for monthly growth is not revenue, net income, or cash flow. It is the dollar value of new rental originations each month that counts. Here the business was in fact declining while the sales, net income, and cash flow were all growing. In this case, Buyer C chose to look for another business.
4. A specialty chairs company due diligence revealed a surprisingly low delivery expense in comparison to what was commonly observed in the industry. Further investigation revealed that a related company made many of the deliveries without any charge to the business. Buyer D would not have such a relationship and would need to factor in this additional charge in order to sustain the operations of the business. The tax returns had overstated the earnings relative to this expense. Other adjustments were made in the opposite direction. Sorting through the appropriateness of each of the disclosed adjustments and identifying any undisclosed adjustments are critical to a meaningful valuation. The seller agreed to revise the selling price based on the adjustment to normalize the delivery expense.
These examples and countless others demonstrate the importance of a professional due diligence review. Since it is unlikely that you will be presented with audited financial statements in accordance with U.S. Generally Accepted Accounting Principles with footnotes, it is your responsibility to ensure that the data you use is reliable. You do not want to be blindsided by one or more of these and numerous other common and potentially costly errors. These costs can far exceed the relatively small preventive cost of having professional due diligence services performed.作者: 石冰 时间: 2007-1-21 08:44
如果你怀疑一切,就STOP !!!!!!!!!!!!!!!!!!!!作者: 小川的爹 时间: 2007-1-21 09:39 标题: Right! If you want to open your business, the best way is to open by yourself. The risk is there but you will success by yourself also. There are only your side, win or lose.
If you buy a business from a broker, there are 3 parties, you, seller and broker, seller and broker always win, only you has 2 way choices - win or loss.
It's unfair to a buyer, because only you have the risk, others are safe.
If you think one selling business is good, OK, just open another same business next door, the selling business should be down to half or less. But you will win another half with lower cost.
If a selling business can bring huge benefit, why the owner want to sell? He/she can hire people to continue his/her business and make money continuely. The reason he/she told you might not the key reason.
最初由[石冰]发布
如果你怀疑一切,就STOP !!!!!!!!!!!!!!!!!!!!作者: 石冰 时间: 2007-1-21 14:12 标题: 回复：Right! If you want to open your business, the best way is to open by yourself. The risk is there but you will success by yourself also. There are only your side, win or lose.
石冰说:在加拿大没那么简单,Same Landlord 不会让同一种生意存在!!!!!!何况新生意有三年风险期!!!
If you buy a business from a broker, there are 3 parties, you, seller and broker, seller and broker always win, only you has 2 way choices - win or loss.
It's unfair to a buyer, because only you have the risk, others are safe.
石冰说: It's Ture, Dual Agency is unfair to a Buyer!!!!!!!!
If you think one selling business is good, OK, just open another same business next door, the selling business should be down to half or less. But you will win another half with lower cost.
If a selling business can bring huge benefit, why the owner want to sell? He/she can hire people to continue his/her business and make money continuely. The reason he/she told you might not the key reason.
石冰说:a selling business can not bring huge benefit, 最常见selling business的原因是因为Tax的问题,或者Lease的问题. Business和房子一样都有一个生命周期,老店仅有扩张,才会有新生!!! 这也是我提倡购买Franchise 的用意. 在操作一个Franchise的时候,有机会学习新东西,学习如何把生意系统化. Tim Hortons的老板就是从买一家DQ ice Cream开适创业的.世界上到处都有风险,问题是该如何规避风险!!
