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An offer, and no time to prepare.

Example, fictitious company. A competitor’s offer, four weeks to answer, and a firm not yet ready.

Follow the six steps
From a competitorConfidential

An offer for your company.

We would welcome your answer within four weeks.

Please send the client contracts in the first week.

Example, fictitious company

Four weeks to answer
  1. Week 1Contracts asked
  2. Week 2
  3. Week 3
  4. Week 4Answer due

Six steps, one firm.

What it had, what TEOS prepared, what the owner decided, and the result.

  1. 1Diagnosis

    What a buyer will look at.

    The company had
    Twenty years under one owner, and four weeks to answer.
    TEOS prepared
    A Sprint of ten working days, the buyer’s view first.
    The owner decided
    To prepare before answering.
    The result
    The main obstacle: the largest contract, and her.

    How the Sprint works

    Sprint reportThe first days
    Main obstacle

    The largest contract can end with a change of owner.

    And the price depends on the owner staying.

    Example, fictitious company

  2. 2Ten dimensions

    Contracts, and who runs it.

    The company had
    A buyer asking for the contracts; a bank asking who runs it without her.
    TEOS prepared
    The ten readings, as the buyer will read them.
    The owner decided
    No contracts out yet.
    The result
    Two readings hold back the offer.
    Ten dimensionsThe buyer’s view
    1. 01Owner decision
    2. 02Successor
    3. 03ManagementHolds back
    4. 04Process and knowledge
    5. 05Governance and legalHolds back
    6. 06Financial transparency
    7. 07Market viability
    8. 08People and culture
    9. 09IT and digital
    10. 10Ownership transfer
  3. 3Executive matrix

    Not ready, with an offer waiting.

    The company had
    A price that assumed she would stay three years.
    TEOS prepared
    Her square on the matrix: not ready, yet.
    The owner decided
    To talk, but not to sell in a hurry.
    The result
    The gap is plain: one contract, and her own role.
  4. 490-day plan

    Three options, side by side.

    The company had
    Four weeks to answer, and more than one way to do it.
    TEOS prepared
    On day five, a decision brief: each option, its cost, what it protects.
    The owner decided
    Talks, on her conditions.
    The result
    Her conditions, set down before day ten.
    Decision briefDay 5

    How to answer the offer?

    1. AAccept the terms as askedCosts three years and the contracts now. Protects the price.
    2. BTalk, on her conditionsCosts a slower deal. Protects her clients and her time.Her choice
    3. CDeclineCosts the offer. Protects her own pace.
  5. 5Execution

    Day ten: her answer, signed.

    The company had
    A clear position, inside the four weeks.
    TEOS prepared
    The written answer, ready for her signature.
    The owner decided
    She signed it herself.
    The result
    Sent on day ten, in writing.
    The SprintTen working days
    1. What a buyer will look atFirst days
    2. The decision brief, three options side by sideDay 5
    3. Her answer, in writing, signed by herDay 10
  6. 6Handover

    One year, not three.

    The company had
    A price that assumed three more years of her.
    TEOS prepared
    The terms for talks under a confidentiality agreement.
    The owner decided
    She stays one year; contracts follow once exclusivity is agreed.
    The result
    Whether to sell stays her decision, at her pace.
    Her answer, signedDay 10
    • One year, not three.
    • Talks under a confidentiality agreement.
    • Client contracts in stages, once exclusivity is agreed.
    Still her decisionWhether to sell
Next scenario Handing over within the family. A daughter ready to lead, and advisors whose plans did not agree.

Answer the offer from a clear position.

Thirty minutes with Reinhard Voelkel: your deadline, and an honest answer on whether a Sprint fits.

Book a free call