How To Calculate Free Cash Flow From Cash Flow Statement Buying a Business With Its Own Cash – And Not a Penny of Your Own

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Buying a Business With Its Own Cash – And Not a Penny of Your Own

After reading this article, you’ll be ready to start applying your knowledge and achieving your American Dream of owning a business. This comes with serious effort on your part; however, by reading this article, I assume that you have decided to embark on this long journey and begin to change your life. I’m going to present you with a few simple ways to get the money you need using the modern miracle of leverage. We’ll start with an approach that allows you to actually pay off the job without having to reach for your wallet.

Question: Is it true that the method of extracting money from a company’s cash flow is reserved exclusively for financial gurus?

Answer: It is partly true. Most exploit techniques have this reputation. And frankly, they shouldn’t. If more people knew about them, many entrepreneurs would have been in business a long time ago. Such techniques seem to be reserved only for financial professionals because they [the techniques] they appear more often in strategic financial markets. You have heard of many large acquisitions worth billions of dollars. You’ll never hear how it happened or what was involved, though. This information is never made public. As will be mentioned in Strategy 4, by developing a strong network with business leaders, you will certainly have access to this valuable information even though you may not be working in the field.

These are actually hidden secrets that I am revealing to you right now. The power of information will allow you to go far. However, it is up to you to do your best to find more information about the company you want to buy. Remember, the most powerful tool you have when working with a seller is to show them your knowledge of the industry and how it can be beneficial for them (and you, of course) to sell you the business. And, trust me, you too can use these powerful yet simple tools right away.

Question: What is the easiest way to explain how to use business cash flow for financing purposes?

Answer: Let me start by giving you some perspective on how much money we are actually talking about. One expert explains it this way:

“The amount of cash that the average company puts into its coffers in just two or three weeks is usually enough to cover the down payment to buy that company”.

Think about it. The cash collected in just a few days is usually enough that, with a little creativity, you can use it to pay off the seller’s down payment. This can work regardless of the type of work you do. Since there’s no law that says you can’t “borrow” that money, all you have to do is figure out how to use the money raised to pay for the business once you’ve acquired it. This is easy if you have a CPA to calculate your cash flow so you know how to approach the seller with your pitch.

Question: How does the process work?

Answer: It takes several steps. You or your CPA must determine the net cash flow generated during the first few weeks of business by determining the difference between total cash receipts and operating expenses.

Question: What are the correct procedures for evaluating a business and what should I prioritize when making a decision?

Answer: There are several methods used to evaluate companies. Typically, cash flow, assets or replacement values, or a combination thereof, are considered in determining the value of a business. The following is a list of different valuation methodologies commonly used by valuation firms.

Replacement cost analysis:

o In general, enterprise value does not refer to the replacement value of the enterprise’s assets. Sometimes the replacement value of property, plant and equipment (PP&E) is far greater than the fair market value of the operating business. Sometimes the value of goodwill, such as customer relationships, corporate logo and technical expertise, far exceeds the replacement value of PP&E.

You can often choose a particular industry by expanding existing facilities, investing in brand new facilities, or buying all or part of a new company operating in that industry. The decision about which investment to make depends, in part, on the relative cost of each. Of course, an investor will often consider capacity utilization, location, environmental, political and legal issues, among others, when determining where and how to invest. These issues may outweigh the importance of replacement cost analysis; in such cases, this valuation method is not used to determine the fair market value of the company.

Asset valuation analysis:

o It is generally possible to liquidate the company’s PP&E assets, and after paying off the company’s liabilities, the net proceeds would accrue to the company’s principal. It is necessary to determine whether such liquidation analysis should be carried out under the assumption of quick or orderly liquidation of assets. However, even assuming an orderly liquidation of the company, it is generally the case that the operating company will have a significantly higher value. In this case, it is not appropriate to use the asset valuation approach because the company is operating successfully; under such circumstances, in the industry in which the company operates, the fair market value of the company will almost certainly be greater than the value of its assets on a liquidated basis. The sum is worth more than the parts. It is appropriate to value non-operating assets using the asset valuation approach to determine their value as part of the fair market value of the business.

Discounted cash flow analysis.

o Another determinant of company value is the expected cash flow. Discounted cash flow analysis is a valuation method that isolates a company’s projected cash flow that is available to service debt and provide a return on capital; the net present value of this free cash flow to equity is calculated over the forecast period based on the perceived risk of achieving such cash flow. In order to take into account the time value of capital, it is usually appropriate to value a company’s cash flows using the discounted cash flow approach.

Total invested capital.

o Each method of valuing a company or its business units gives a value to the total invested capital. These different values ​​are compared to arrive at the final fair market value. It is often appropriate to weight the various implied values ​​for the total capital invested based on the relative effectiveness of each valuation method used for the analysis. When the value of the total invested capital is determined, all claims of that value that have a higher right than the common shares are subtracted to determine the fair market value of the common shares. These other claims include the fair market value of all debt, outstanding preferred stock, outstanding stock options and stock appreciation rights. Non-business assets that have not been previously assessed must be calculated and added to the total invested capital. This generally includes cash and the fair market value of any non-operating assets.

Terminal value.

o The owner can expect money to flow into the equity over an indefinite period of time. Although valuation models often use projections of future cash flows, it may be necessary to show the value of a cash flow that can reasonably be expected to extend beyond the projection horizon. This value, known as the terminal value, is often calculated by multiplying the fifth-year cash flow by a multiple. The selected multiples typically use the median multiple of total invested capital for the comparable companies selected in the comparable public company analysis. The multiple selected may be discounted to reflect the company’s performance or size characteristics relative to comparable companies. This is quite similar to dividing cash flow by the weighted average cost of capital and including a growth factor.

Question: Well, that’s all great. However, how will this help me in buying a business?

Answer: You are negotiating a deal that allows the seller to receive an advance directly from the cash flow after you take over the business. If this sounds too good to be true, here is an example of its viability:

A young up-and-coming entrepreneurial couple, Sandy and Kevin, wanted to buy a successful restaurant and ice cream shop in Northern Virginia. Although they were bright and energetic and had some experience in the food industry, they lacked – in the long run – the ability to pay the $100,000 the seller was asking for below the $500,000 total price. (The restaurant had $1 million in annual sales, part of which came from a thriving commercial operation that sold its freshly roasted coffee to local gourmet supermarkets and coffee shops.)

Luckily, the seller agreed to step in and finance the $400,000 difference over five years at 10% interest. This happens often, especially with good persuasion. However, the couple’s problem was raising the remaining $100,000. Kevin’s parents strongly believed in the skills and determination of their son and daughter-in-law and decided to lend them $20,000 to pay back at their convenience. That certainly helped, but they still needed $80,000. To accomplish this goal, the couple’s CPA prepared a cash flow statement for the first month of his clients’ new ownership. Their suppliers would not require payment for a month so Sandy and Kevin would not have these expenses. However, operating costs such as rent, salaries and utilities had to be considered.

After seeing the numbers from the financial analysis, Sandy and Kevin were confident that they could easily pull $80,000 from their business within four weeks. But the big question was: How could they convince the seller (who was expecting a $100,000 check at closing) to wait three to four weeks for his money?

Creativity, persuasion and seriousness were needed here. Strategizing with the attorneys and their CPA, Sandy and Kevin devised a plan that allowed the seller to hold the final sale documents for four weeks. During this period, they would pay the seller approximately $20,000 per week. If they missed payment, the seller would have the right to walk away from the deal. The seller agreed to this proposal, giving Sandy and Kevin their American dream with no cash of their own.

This example represents more than 80% of all downloads and acquisitions. In the worst case, the seller may not cooperate; in this case, you should understand that he was probably never seriously interested in selling his company. It’s possible that the seller was waiting to see how far you would go during the negotiation process, which brings us to the next question.

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