|
By Richard Parker, President of The
Business For Sale Buyer Resource Center™ and author
of the most widely used reference resource and strategy
guide for buying a business for sale - How To Buy A Good Business At A Great
Price©
Buying a Manufacturing Business
Despite the fact that the manufacturing base has been shifting offshore for the past several years, many prospective business buyers look to get into manufacturing. The challenge of course is that locating a solid manufacturing business with a bright future gets more difficult to find everyday. As a general rule, the only manufacturing businesses that are not vulnerable to having the competition move offshore are ones that either have a proprietary or patented product, or that provide "just in time" inventory to their customers thereby eliminating offshore production and the long lead times that go with it.
Determining what "drives" the business and making sure that specific component matches with your strengths is the key to success for a new owner of an existing business. Many businesses require general business skills and the intricacies of the business can be learned during a transitional period. However; this is not the case with a manufacturing business. The single most important attribute that you must have when buying a manufacturing business is prior experience in this sector. This is not the type of business that you can easily or quickly learn after you take over.
What to Consider When Buying a Manufacturing Business
• What assurances are in place that the company can continue to manufacture domestically?
• Does the company compete on price, quality, or service or have a process/product exclusive to them?
• Any customer concentration issues?
• Do you have access to additional funds for future capital expenditures? On this note be sure to adjust the Owner's Benefit downwards to accommodate future capital expenditures.
• Is there any pending technology that could render your product or process obsolete?
• Can the client base be expanded? How?
• Can you add new products to your offering?
• What is the condition of the equipment? Is it the latest technology or antiquated?
• What does the owner do each day?
• Are the systems up to date to manage the manufacturing process?
• You will want to learn about the typical "Work in Progress" levels since this almost always becomes an issue in closing the deal.
• What sources does the company use for raw materials? Will they continue to sell to you and on what trade terms?
Many industrialists have made fortunes in the manufacturing business. Despite the fact that we are shifting to a serviced based economy, there will always be certain industries and products that will require domestic manufacturing. Naturally, you will want to be certain that is the case for any business you consider. There is also a high degree of gratification in creating and producing a product and many owners of these types of businesses will identify this a a key aspect to what they like about the manufacturing sector. Although opportunities remain in the manufacturing industry, it is critical that you conduct your research and properly educate yourself about buying a manufacturing business.
» Back to
Articles TOC
About the Author
Richard Parker is President of Diomo
Corporation - The Business Buyer Resource Center ™
(www.diomo.com ) and Diomo Solutions,
LLC (www.diomosolutions.com) He is the
author of How To Buy A Good Business At A Great
Price© a 600 plus page how to strategy guide
geared for anyone thinking about buying a business. His
materials are used by prospective business buyers in over
50 countries. Mr. Parker's articles, syndicated
columns and other "how to" guides have been
published extensively online and in various print media
He is also one of the most successful business brokers in
The United States, assisting both buyers and sellers. Mr.
Parker has personally purchased ten small businesses
since 1990. Email
your comments to Richard or visit his
website
This article is © Copyright 2005-2006 by Richard
Parker and may not be reproduced in any format whatsoever
without prior written consent of the author.
The recommendations of reading, reference materials or
links mentioned, are for general informational purposes
only. The materials are intended as a public service and
are not a substitute for obtaining professional advice
from a qualified firm, person or corporation. Consult the
appropriate professional advisor for complete and
up-to-the-minute information. These materials do not
constitute the rendering of any legal or professional
services.
|