Quickscan for succession / takeover
The transfer of their business remains a challenge for many family entrepreneurs. Every transfer is unique, and it's only logical that there's a lot to do. Just think of the many financial, fiscal and inheritance questions that arise. However, the emotions and psychological elements that are often very decisive for the success or failure of the transfer are at least as important. Good preparation is therefore vital. The tool below can help you assess as a family entrepreneur whether you're well prepared for the transfer of your company, either within the family in the context of a succession or to third parties in the context of a sale.
The use of the tool is completely free of obligation. The results from this tool are automatically sent to a Vandelanotte employee. The information you provided to Vandelanotte via this tool will be treated confidentially in accordance with the provisions of the Privacy Act. Your personal information will not be transmitted, sold or rented to third parties.
The use of the tool is completely free of obligation. The results from this tool are automatically sent to a Vandelanotte employee. The information you provided to Vandelanotte via this tool will be treated confidentially in accordance with the provisions of the Privacy Act. Your personal information will not be transmitted, sold or rented to third parties.
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Place of residence is mandatory.
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Our family business scores well in terms of organisation and administration.
There is good communication in the family.
The succession has already been studied from a legal and tax perspective.
The transferor believes that the successor can lead the family business without him.
Non-family managers do not get chances in the family business according to their abilities.
The transferor and the successor can communicate well.
Non-family managers are involved in the strategy of the family business.
There is a career plan for the successor.
In terms of ownership, all children will be treated equally.
The transferor knows well what his activities will be after he has transferred the management of the family business.
The successor is well trained for leading the family business.
Non-active shareholders can take part in the daily policy of the family business.
The inheritance consequences of the succession have been studied.
The transferor has sufficient financial resources aside for after the follow-up.
Our family stands solidly behind the successor(s).
A written family charter was drawn up jointly by the family.
The family members have the same vision about the future of our family business.
Non-family (potential) managers enjoy the trust of the family.
The sale of the family business is not negotiable under any circumstances.
The transferor has announced on what date he will transfer the management of the family business.
The successor experiences a lot of support from the transferor.
The successor wants to be able to lead the family business.
Concrete agreements have been made with regard to the correct role of the shareholders after the succession.
There is an emergency plan in case the transferor dies prematurely or becomes incapacitated.
There is a family forum (or family council) in the family.
There is no other solution than succession by a family member.
The transferor does not trust the successor.
Our family business has a mission, a vision and a strategy on paper.
Our family business can only be managed by family members.
Our family business has a well-developed human resources policy.
Please answer all questions.
Internal organisation
How is the board organised / composed?
Is your operational management in the hands of a few key persons?
Are the managers sufficiently mature and competent to take the lead on the business process?
Is there a high level of staff turnover?
Are you prepared to remain involved in operational management after a transfer?
Market & strategy
Is your company in a competitive environment?
Is your company in a stable market?
Is your client portfolio sufficiently spread?
Are your customers loyal?
Do you have multiple supplier options?
Does your company have a mission/vision that is clear to your stakeholders?
Has a SWOT analysis already been drawn up showing the strengths and weaknesses of your company?
Do you have benchmark data to measure your company against the market?
Is your company engaged in innovation and development?
Financial - fiscal - legal
Is your company structure optimised towards a future sale (exploitation - immo)?
Can your business be transferred without permission from third parties?
Are your company's figures optimised in view of future sales?
Have you recently had an independent valuation done?
Do you have the necessary plans (business plan, liquidity plan, financial plan, etc.) to follow up your figures?
Have the investments also evolved with the growth?
Is your operational result fairly stable over the past three years?
Please answer all questions.
Result
It appears that this quickscan is a bit too early ...
Thank you for your interest!
Thank you for your interest!
Thank you for running this tool to assess whether your company is now prepared for a transfer to the next generation. Below you will find the results of the questionnaire. The questionnaire is based on the so-called success factors that play a role in the smooth course of a family succession. A green ball means that you have already achieved the relevant success factor. Orange and red balls mean there is still work to be done. The more green balls, the closer you are to a good family control and the greater the chance of success. Below you will find the results of the questionnaire.
The results from this tool are automatically sent to a Vandelanotte employee.
The results from this tool are automatically sent to a Vandelanotte employee.
The family business is professionally run
The relationships are good within the family
The follow-up is done with a view to correct control of the property
There is a competent and motivated successor who will take the lead
Successor(s) and non-family members form a team
There is a good relationship between the transferor and the successor
There is a planned approach to follow-up
The transferor is finding a new role
There is governance of the company and of the family
All possible alternatives are thoroughly looked at
Thank you for running this tool to assess whether your company is now prepared for a sale transfer to third parties. Below you will find the results of the questionnaire. Based on these results, you'll receive a first explanation of the extent to which your company is or is not ready for sale. In addition, a number of suggestions and points for attention are formulated. A green ball indicates that you are well prepared, an orange or red ball means that these topics are points of interest.
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Your global score is {{ overname_perc }}%
Your score is between 75% and 100%: your company is already well prepared for a sale to third parties.
The results from this tool are automatically sent to a Vandelanotte employee.
The results from this tool are automatically sent to a Vandelanotte employee.
Your score is between 50% and 75%: you have already started preparing for the sale and are well on the way, but further elaboration is required.
The results from this tool are automatically sent to a Vandelanotte employee.
The results from this tool are automatically sent to a Vandelanotte employee.
Your score is less than 50%: you have either not yet started or have made a start but haven't made much progress, so it's time to take action.
The results from this tool are automatically sent to a Vandelanotte employee.
The results from this tool are automatically sent to a Vandelanotte employee.
Internal organisation
Qestion 1: Organisation/composition of board
The way in which the board is organised is an important indication of professional and independent management.
The way in which the board is organised is an important indication of professional and independent management.
Question 2: Operational management
Involving your key employees in the entire business process is positive for the transferee who can fall back on this.
Involving your key employees in the entire business process is positive for the transferee who can fall back on this.
Question 3: Maturity and competence of managers
In the context of dependence on the manager, it is important to pay attention to the independence of the employees. Sufficient delegation of your tasks is a plus for the transferee.
In the context of dependence on the manager, it is important to pay attention to the independence of the employees. Sufficient delegation of your tasks is a plus for the transferee.
Question 4: Staff turnover
A low staff turnover is positive for retaining the knowledge and know-how of the company.
A low staff turnover is positive for retaining the knowledge and know-how of the company.
Question 5: Involvement after transfer
Staying in touch with the manager in the operational management after the takeover is positive for the transferee. It shows a lasting confidence in the business. The transferor is often also required as a coach for the transferee. The term of cooperation varies per transaction and fluctuates between 3 months and 3 years.
Staying in touch with the manager in the operational management after the takeover is positive for the transferee. It shows a lasting confidence in the business. The transferor is often also required as a coach for the transferee. The term of cooperation varies per transaction and fluctuates between 3 months and 3 years.
Market & strategy
Question 1: Competitive environment
It is important to further analyse your position in the light of sales to know your strengths and added value within the market.
A strong market position is positive in the context of a business transfer. However, you must remain vigilant to maintain this position.
Question 2: Market stability
A stable market environment is positive in the context of transfer. In this way the transferee can have greater confidence in the results for the future.
A volatile market environment is an additional risk factor in the calculation of the feasibility of the acquisition. The transferee is more uncertain about the results for the future. In this case, analyse your distinctive ability to increase confidence.
Question 3: Spread of the client portfolio
A sufficiently diversified customer portfolio is a positive sign in light of independence. The loss of customers can be adequately absorbed or replaced. This is positive for a transfer given the risk for the buyer that customers can drop out anyway.
The dependency is too great if there is insufficient distribution of customers. This is a threat and great risk for a buyer, who has to include the loss of customers in its calculations.
Question 4: Customer loyalty
A loyal customer base represents added value in the context of transfer. For the transferee this means an important form of security.
A strongly varying customer base creates a sense of uncertainty for the buyer. This can also have an important impact on the future results. Increase customer loyalty by working with contracts, for example.
Question 5: Supplier options
A large diversity of suppliers means that your company can easily respond to the loss of a supplier without compromising the business process and continuity can therefore be guaranteed.
A high degree of dependency on suppliers makes you vulnerable and increases the risk facing the company. Try to find alternative and varied suppliers.
Question 6: Clarity of mission for stakeholders
A clear mission/vision gives your company an identity. It creates a clear picture for all stakeholders of your company about the course it is sailing and helps to formulate objectives.
The lack of a mission/vision makes your business rudderless. The stakeholders of your company do not really know which course you are sailing. So there is no long-term vision.
Question 7: Existence of SWOT analysis
This is an absolute added value given that you already know the strengths and weaknesses of your company as well as the opportunities and threats. You have undoubtedly already influenced this knowledge in certain policy decisions that allow your company to anticipate certain aspects much more quickly.
With a SWOT analysis, the strengths and weaknesses of your company are identified as well as the opportunities and threats. When selling your company, it is important to carry out this analysis to anticipate certain aspects or highlight your strengths.
Question 8: Benchmark data
You know your market position and know where you differentiate.
You lack important market information that can influence your strategic decisions and are therefore jeopardising your continuity.
Question 9: Innovation and development
Innovation and development is important for the sustainable development of your company.
Not innovating and developing is the same as declining. In the light of continuity, it is important to continue to evolve within a changeable market.
Financial - fiscal - legal
Question 1: Optimisation of company structure
A clear and transparent legal corporate structure ensures a viable acquisition.
An unoptimised structure often renders a takeover unfeasible.
Question 2: Transfer without permission
Your company is freely transferable to third parties. Note that in some commercial contracts 'change of control' clauses are included that ensure that the contracting party can cancel or terminate the contract with a transfer of shares.
Your company is subject to certain obligations, which makes it difficult to transfer. It is important to take stock of these commitments so that a transferee knows them sufficiently. This also applies to contracts with a so-called 'change of control' clause in the event of a transfer of shares.
Question 3: Optimisation of figures
The transferee can thus get an immediate and accurate picture of the value of your company.
It is important that optimised figures can be transferred to a transferee. This increases the price and the chance that your transfer will be successful.
Question 4: Valuation
Then you know within which limits you can start negotiations with the transferee to obtain the best possible price. You should be aware that value is not equal to price!
It is best to have an objective valuation of your company drawn up so that you can get a picture of the value and the value drivers within your company. This is a must before you have any discussion with the transferee.
Question 5: Necessary plans
Having the necessary plans is a positive indication that you are constantly working on your business and therefore there is a long-term vision.
Not having the necessary plans is often an indication that the figures are not followed up accurately and there is little long-term vision.
Question 6: Evolution of investments with growth
Continuing to invest despite the preparation for a transfer is positive in the light of the value of your company and the continuity.
The lack of necessary investments is very disadvantageous in the light of a transfer. This leads to a buyer facing obsolete assets and heavy investments after acquisition.
Question 7: Stability of operating result
A stable result over the past years is an added value in the light of the transfer of your business.
A volatile result has a negative impact on the value of your company. It is important to find out what causes this so that it can be tackled.
Disclaimer
Vandelanotte and its staff have devoted the necessary care and attention to the development of these tools. This tool therefore provides the most complete and up-to-date result. Despite all efforts in designing the calculation programmes, Vandelanotte cannot guarantee their completeness and accuracy. The use of these tools is at your own responsibility and risk.
Vandelanotte and its staff have devoted the necessary care and attention to the development of these tools. This tool therefore provides the most complete and up-to-date result. Despite all efforts in designing the calculation programmes, Vandelanotte cannot guarantee their completeness and accuracy. The use of these tools is at your own responsibility and risk.