As a businessman, Buying a Business is a big decision that will require you to make many strategic changes when running a business. Not only do you have to manage your existing business, but you have to make sure that the company you bought provides you with a good ROI. The top concern after acquiring a new enterprise is to manage it properly. This, without compromising on the profitability of the existing business. The first few months are vital as it will set the direction of your business operations as well as establishing an integration mechanism for your new business. All of the activities that come post-purchase requires decisive planning, quick actions, and result-oriented tactics.
What Happens After I Buy a Business? Here’s what to Expect:
The first thing you need to do is to look for a practical and quick way for integration. If your existing business is in the same domain as the new one, it becomes a bit easier for you to merge the books. You will not acquire the company in isolation as you will get the resources as well. Plus, you will get assets, human resources, liabilities, and other obligations. You cannot start fresh, unless you close existing contracts, figure out who to keep on board,
Initial Phase Requirements
In the excitement of acquiring a new business, many buyers rush into the integration and growth phase. However, rushing the growth will lead to many problems with scattering resources, mismanagement, and lack of information, causing havoc for the buyer. When you have a new business on hand, the initial phase will require you to perform additional due-diligence, counter check all liabilities and books you got from the previous owner, conduct Q&A sessions with the employees. You will find that the previous owner may not set aside time for your post-purchase queries, so as a precaution, it is ideal to designate time with the seller at the time of preparing the purchase agreement.
There’s a big chance that a new business may bring you unexpected challenges that new owners may not have anticipated. When you buy a business, you may get surprised to see the company using different operational, strategic, and working mechanisms. Even if you own a similar company, you may find the business you bought uses a different approach in running the day-to-day operations. While you may not rely on high-tech software, the company you purchased might be using fully developed modern tools. You should anticipate many such revelations once you have the business in your hands.
Dealing with the Stakeholders
Your business will require you to interact with all the stakeholders, and you may expect some reservations at the start. A company will have its employees, clients, contractual agencies, and many other relations, and unless you wish to scrap everything and start from ground-up, you will have to deal with all the stakeholders. You will have to understand the existing organizational plan, make your new organizational structure, and effectively communicate your strategy to all the stakeholders. Ideally, the first two months are enough for you to align your vision with those who you would want to continue working within your new business.
A Competitive Disadvantage
You may be a successful businessman, but when you buy a business, you may learn that the company inherited a significant competitive disadvantage. It is most likely that the clients, suppliers, and even the competitors of the business you bought see the company as weak. Thus you may lose some business fast. A change of ownership may not set well with many people as they may feel the company is struggling. The time of acquisition is crucial, especially to meet with the top clients of the new business. And then reaffirm and protect the relationship with all customers.
A Complex Exercise in Change Management
The worst-case scenario is to get overwhelmed by the post-buying business work that awaits you. Don’t be surprised as change management is never easy. Stick to proper team structure, implement strategies, and win people’s trust. And it would become easier to settle in and take control of the new business. In all likelihood, the first six months after the acquisition will set the tone of your work under your management style and strategy. Do not shy away from capitalizing on the existing best practices of the business. Supplement it with your plans to augment the overall profitability.
These are some of the things to anticipate. So, do not wait for any surprises. And take over a new business, knowing what to expect. And also the strategic changes required when running a business.