In this video, you will learn tips from a CEO that has mastered the Growing and Selling business model Michelle Seiler Tucker.
Michelle has personally sold over 500 businesses and the company that she founded has sold over 1000! She will take you on a journey from the start. Michelle is also a Best-Selling Author who has just written a new book called EXITRICH!
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How To Grow Your Business | Tips From A CEO | Sell Your Small Business
In this episode, we have another special treat for you. We have Michelle Seiler Tucker. She’s regarded as the authority in selling, buying, fixing, and growing a sustainable business. We have her here so that she can share some of that information with us. She has been doing this for many years. She’s the CEO and Founder of Seiler Tucker Incorporated. Marketers, it is definitely a treat. She has many accolades behind her name. Sit back, relax and get ready to take notes. This is going to be a great one.
In this episode, we have a special treat. As I said, we have Michelle Seiler Tucker. Thank you so much for being on the show, Michelle. Thank you for gracing us with your presence. There is so much to tell and you can tell it best. I want you to tell our readers a bit about yourself.
I’m a Michelle Seiler Tucker of the Seiler Tucker Incorporated. I am a Merger & Acquisition Master Intermediary, Senior Business Analyst, and a Certified Mergers & Acquisitions professional and a bunch of other acronyms behind my name. I’ve been in this industry for many years. I’ve personally sold over 500 companies. My firm altogether has sold over 1,000. We specialize in buying, selling, fixing, and growing businesses, not just selling them because most businesses are not sellable.
Steve Forbes says that 80% of businesses will never sell in the United States so you only have a 20% success rate when you try to sell your business. We spend a lot of time fixing companies, growing companies, and putting business owners on a build-to-sell program so that they can sell to their desired sales price. I am also an international speaker, an author of several books, and a mother.
Your name tag on your desk must be very long. It’s probably the length of a desk.
I don’t even have one name tag. My name itself is long without adding acronyms to it.
Could you tell our audience, how exactly did you get into this field?
I’m not going to go through every detail, but to let you know, even as a little girl, I always knew I wasn’t going to work for somebody because my biggest pet peeve is, “Don’t tell me what to do.” I don’t like to be told what to do so I know I’m not going to make a good employee. I’ve always been an entrepreneur. I’ve always owned different businesses and different verticals. I did a franchise development and consulting company several years ago.
I had so many buyers asking me for existing businesses and I kept saying, “No, we don’t have existing businesses. We have new franchises.” I kept saying no and I’m like, “Why am I saying no? I should be saying yes.” That’s what transitioned me from franchise sales development consulting into selling businesses and mergers and acquisitions.
This is why I said you can say it best because there are so many things that go behind your name. As I said before when we were speaking, it is admirable and it’s something to follow. Now, you have some awesome books, but your latest book is called Exit Rich. That’s the book that we want to talk about in this episode. That’s the one that we want to highlight. Tell us a bit about Exit Rich.
I wrote my very first book, Sell Your Business For More Than It’s Worth in 2013. When I did the research in 2013, I learned that startups, those businesses that have been in business for 1 to 5 years, were at great risk that 95% of them will go out of business. That’s pretty much common knowledge. You all know that and that’s in America. I’m not sure about The Bahamas. When I wrote Exit Rich, I started noticing so many businesses that have been in business going out of business.
I travel all over the country because we sell to companies. I speak on stages and I’ll see a strip center one day and the next day I’m like, “It’s empty. What happened?” I started doing research for Exit Rich and I was flabbergasted to learn that the business landscape has flip-flopped. It’s changed dramatically. Now, it’s only 30% of startups will go out of business in the United States.
However, out of 27.6 million companies in the United States, those businesses that have been in business for ten years or longer, 70% of them will go out of business. These are horrible statistics facing business owners. If you’ve been in business for over 10 years, you have a 70% chance that you’re going to go out of business. The media talks about public companies all the time like Toys “R” Us. They have been in business for 75 years and go out of business.
Kmart, Stein Mart, Pier 1, and Godiva chocolate are closing down their 1,500 locations. Disney stores are closing. GNC is closing down 900 locations but all the media ever talks about are the big businesses. That’s all they care about because that’s what makes the news. They don’t talk about all the private businesses on every street corner in every town in every state across our great nation.
These private businesses are existing poor. They’re selling for pennies on the dollar, closing their businesses, or even worse, filing bankruptcy. When you file bankruptcy in America, you don’t lose your business assets. You lose your personal assets too because most business owners commingle funds. They commingle assets.
That’s why I wrote Exit Rich. This book is not just about selling your business. It is about building a sustainable and scalable business so that when you’re ready to sell, you have a sellable asset. It’s because most business owners don’t even think about selling their business until something internal or external catastrophic event happens. Internal could be health issues, a partner dispute, divorce, or death. It could be this pandemic we’ve been in. Business owners don’t think about selling until they’re done. When you’re done, it’s too late.
You shouldn’t sell in the middle of a catastrophe because your business isn’t going to be worth anything during a catastrophe. The best time to sell your company is when the company is doing well but business owners don’t want to sell when the companies are doing well because they’re like, “This is great. We’re making so much money.”
I’m here to tell you, nothing lasts forever. There are seasons, things come in and change. Seventy percent of businesses have gone out of business. The number one reason why businesses have gone out of business is that business owners stop doing what I call AIM, Always Innovate and Market. They stop innovating and marketing. Toys “R” Us did nothing new in 75 years. Blockbuster had the opportunity to buy Netflix and innovate and it did nothing and went out of business.
Many of these business owners get married to their original concept and they want to keep doing things the way they’ve always done them. In America, that doesn’t work for the consumer. Whoever makes it easiest for the consumer to purchase products and services is the company that’s winning. Amazon is winning because they make it so easy to purchase products anywhere in the world and have them delivered in two days.
That’s why so many businesses are going out of business. Exit Rich is all about not becoming a statistic and part of the 70% of businesses that go out of business because think about it. If you had your business for 10, 15, or 20 years and all of a sudden, you had to go out of business. Wouldn’t that break your heart?
Yes. That’s a part of your life at that point.
It’s a part of your life and not only that, you’ve poured your heart, energy, effort, and money into it. You’ve made huge sacrifices along the way. I talked to business owners that haven’t had a vacation in twenty years. I’ve talked to business owners that never made their kids soccer games, plays, or football games. Some make huge sacrifices along the way. You need your payday. Every business owner deserves the fruits of their labor and sells for their desired price tag.Every business owner deserves to have the fruits of their labor and to sell for their desired price. Click To Tweet
Would you say that not being innovative enough or not being consistent with the innovation is one of the biggest mistakes that you see a lot of business owners make?
It’s hard to prioritize them all because there are so many. That is one of the biggest yes. Lack of innovation is why businesses are going out of business. That’s number one. One of the biggest mistakes that business owners make while they’re not sellable is because they’re not planning their exit and not thinking about selling until a catastrophic event occurs. That’s another huge mistake. Business owners don’t plan to fail. They fail the plan. You need a plan.
You need to stop thinking about your business as your baby. Your business is not your baby. Your baby is at home. Go home, love, hug or kiss your babies. Treat your business as the most valuable asset that it is and plan for it. If you have a financial advisor, portfolio, or investments, you treat that as investments. You listen to your advisor. You don’t say, “No, I’m going to do this. I’m going to do that. I’m going to make my own decisions.” You listen to the experts.
It’s the same thing with a business. You need to build a business and listen to the experts. You need to build a business, number one, as Stephen Covey says, starts with the end of the mind. Number two, plan your exit. I call it the GPS Exit Model in my book Exit Rich. Plan that from the beginning. Number three, build your business on the infrastructure of the 6Ps. I talked about this in my book Exit Rich.
Marketers, we felt like this was so important to have on the show because it’s different in our culture. We have a lot of businesses that tend to go and I think it’s because it’s a smaller community. We have a lot of businesses that tend to go on for a long time but I do think that we are transitioning and moving into a different era. This information is good and everybody needs to hear it because also in the book, you emphasize having a sustainable business and that’s what’s very important for every business owner to know. Tell us, what is one important strategy that you need to do in order to exit rich? You said, “Start from the very beginning. Plan as though it’s the end.”
You said one strategy. I’m just going to walk you through the GPS Exit because that’s the only way I can explain it. When you want to drive somewhere in The Bahamas, you probably know where you’re going but let’s say you don’t. Let’s say you have to use your GPS. You go to Google Maps and what’s the first thing you plug in Google Maps?
We plug in where we’re going.
The destination. What happens if you don’t plug plugin destination?
You go anywhere.
You’re stagnant. It doesn’t move.
You’re stagnant. That’s a very good answer. What did you say, Robyn? You don’t go anywhere.
Both of those are correct. Think about your business. If you’ve never plugged in your destination, you’re stagnant, not going anywhere, or going to end up worse and without a business. The number one thing you have to do is business owners have to figure out their destination. Business owners don’t plan to fail, they fail to plan. I’ll work with my clients to say, “Let’s figure out your destination or your end game, your desired sales price. What do you want to sell your business for?”
That’s your destination. There are five ways to exit a business. I know in The Bahamas, as you said, businesses continue on from generation to generation. In the United States, they don’t anymore because the kids don’t want their parents’ business. Before I finish the GPS Exit Model, let me tell you how that works so businesses can exit.
Number one is passing your business down from generation to generation. I used to be very popular in the United States. Not so much anymore. Less than 10% of businesses are passed down from generation to generation because the kids don’t want their parents’ business. They have zero desire. Number two, start doing ESOP. An ESOP is selling to your employees. Less than 10% of deals are ESOPs because most business owners want to cash out. They don’t want to sell their employees. It can be a complicated structure.
Number three is to get a manager and let them run the business. The problem with that scenario is you don’t know if they’re going to do a good job or run it into the ground and you’re still never really free. Number four is to sell a percentage of your business and that’s what happens in the United States. A lot of larger-type businesses, $20 million, $30 million, $40 million, or $50 million and up, the buyers buy percentages. They’ll buy 70%, 80%, or 90%. Very seldom do they buy 100% because they want the owner to have equity and still have skin in the game.
The last way to sell in business is 100%. Most owners want to sell 100%. That’s the five ways to exit. I thought it was important to take you all through that before we complete the GPS Exit Model. The sixth way to exit is to sell for pennies on the dollar. The seventh way is to close the business and the eighth is to file a bankruptcy. Which do you all prefer?
One hundred percent.
Back to the GPS Exit Model, you got to determine you’re end game. Everybody gets hung up on a number. All my clients are like, “Michelle, I don’t know that number.” I’m like, “Just pick a number. We can adjust it along the way.” Let’s say you want to sell your business for $5 million so we got a price. Now, as a GPS Exit, you need to know your destination. What does the GPS Exit Model need to know next?
Where are you starting from? What is your current location? In other words, what is your current evaluation? What is your business worth now? I’m going to tell you, in America and I probably would say this is true for The Bahamas, business owners don’t know what their business is worth. They never get a business evaluation until they think about selling. I get the valuation and I go, “It’s only worth $100,000. I thought it’d be worth $2 million.” They’re like, “I can’t afford to sell it for that.”
You can’t afford to sell it for that but your problem is you never built a $2 million company. You built a $100,000 business. There’s a difference. It is financial suicide not to get an annual business valuation. We go to the doctor once a year in America. I assume you do in The Bahamas to get an annual checkup to make sure your heart is still ticking and you’re still kicking.It is financial suicide not to get an annual business valuation. Click To Tweet
You drive your car to the mechanics to make sure you get an annual tune-up but what you think is your most valuable possession, which is your business and we don’t get an annual business valuation checkup. That’s financial suicide. Let me tell you why that’s financial suicide. It’s because there are events that decrease valuation. How do you know where you’re going if you don’t know where you’re starting from?
You have to know what your business is worth. Let’s say you want to sell for $5 million and your business is worth $1 million. What does the GPS need to know? It needs to know the timeframe. Let’s say we’re going to do this in ten years. Now, we have to start a plan. We need to know who are our buyers going to be. What type of buyers? I say buyers not buyer because clients come to me all the time and say, “Michelle I already have the buyer. I just need you to represent me with this one buyer.” I always say, “Nope.” “What do you mean no?” I go, “No means no,” because I got to go in and I got to evaluate the business.
I got to evaluate it on the 6Ps. I got to help you fix the 6Ps because I guarantee your business is not operating on all six cylinders. I got to clean up your financials because it’s probably a mess. I got to gather all the information, do all my due diligence, put it in a data room, and get it ready for the buyer. Guess what’s going to happen? 9 times out of 10, that buyer is not going to close in the sale of your business. They’re going to find something that they don’t like and now you have no backup buyers.
How do I maximize value if I can’t create competition with a party of one? There are five types of buyers. Again, these are United States statistics. I say 90% to 95% are first-time buyers. They don’t buy $5 million companies. Turnaround specialists are the second type of buyer. They buy distressed assets. They don’t pay a lot of money for businesses. They buy pennies on the dollar. Some of them just leverage the assets and buy the business that way.
You have private equity groups. They buy based on platforms and add-ons. Let’s say that they want to get into the casino business in The Bahamas and they’re not currently in the casino business. They won’t even look at a casino unless it has at least $3 million up in EBITDA. EBITDA’s Earnings Before Interest, Taxes, Depreciation, and Amortization.
In other words, it’s the cashflow of your business before the accountant gets ahold of the financials and then aspect depreciation, amortization, interest, and taxes. If they’re already into hotels and hospitality, then they’ll look at other similar businesses under $1 million in EBITDA. They call that an add-on. For strategic and competitors, they typically pay the highest multiple because they’re buying synergies. They’re buying synergies to catapult their current businesses to the next level.
They typically will pay the highest multiple plus they take advantage of the economies of scale. The fifth type of buyer is the sophisticated entrepreneur. A serial entrepreneur who is industry-agnostic chase cashflow. You have five types of buyers. Now that you have your plan, you have to reverse engineer and say, “If I want to sell for $5 million and I’m currently worth $1 million, where do my numbers need to be? What do my gross revenues need to be? What’s my cost of goods and my operating expense? Most importantly, what is the EBITDA need to end up at?”
The EBITDA needs to be around $1 million depending upon your synergies. The next big question is, what are these buyers looking for? What are their buying criteria? What are negotiables? What are non-negotiables? What synergies are they willing to pay top dollar for? You build your business to meet their specific criteria so that when you’re ready to sell in those ten years, you’re selling for $5 million or above.
Let me add one more thing. It’s like when a business starts. They’re like, “Here’s my widget. Here’s my target market from my widget. This is my product and my target market and I build everything to suit these buyers’ or target markets’ specific criteria.” Your business is a product. This is your product, your business, and the buyers. You have to build to meet the specific criteria. Nobody is doing it.
The last step in that equation is the why. Nothing in life gets done without a powerful why. You wouldn’t have left your positions and started your company if you didn’t have a good why or significant why because having a job is easier than running a business. You have to have a powerful why to keep you in the game, weathering all the financial storms, any pandemics that come your way, and motivated. That’s the GPS Exit Model. Does it make sense?
It does, but I will admit, in order for it to sink in, we have to buy the Exit Rich book. We have to study it and make sure that we come to our own understanding.
You’re going to buy the book and then you’re going to have me back on the show and then I’m going to quiz you.
As a matter of fact, Michelle, I will send you guys an email. I am purchasing the minute we get off this call.
I don’t know you too well with quizzes.
A lot of things that you explained, you mentioned them in the United States, but I think that a lot of what you were talking about can be applicable anywhere you are.
That’s a good point because I’ve been on podcasts all over the world, in Singapore, Tokyo, Australia, and the UK, except for Russia. Why is Russia not having me on? They are like, “We don’t want that American.” Business is pretty much very similar all around the world. Things are applicable all over the world.
I think that the pandemic placed us in a space where a lot of us are experiencing the same things so the information is important. One thing that we like to ask Michelle all of our guests on the show, we want to know what was one of your greatest struggles in building the brand that you have now and being the Michelle Seiler Tucker and having your website.
Tell us about one struggle.
People is the first P in ST 6Ps which is your infrastructure. People is every business owner’s struggle. One of the biggest things for me has always been getting the right people and this is where I struggle. I know a lot of entrepreneurs struggle this way. Getting people who share dreams but also have the core competencies and may be smarter than me in areas that are not my core competencies.People are every business owner’s struggle. Click To Tweet
That I think always is a struggle for every entrepreneur because when you’re interviewing and testing and all this stuff, they always say, “I did this. I do this. I can do this.” It’s like when you date somebody. You don’t know until you marry them. It’s the same thing with an employee. You don’t know until you hire them or try them out.
That’s why I like the internship to permanent hire, which is what we do here at Seiler Tucker. I think that’s always a big struggle. It is getting the right people in the right seats. Getting somebody that has a core competency that can take the initiative that I don’t have to tell, “Do this five times because you’ve done it the first time,” or you’re taking the initiative to do it without me telling you to do it. Does that make sense?
That’s everybody’s struggle.
Yes, and that’s what I was about to say a lot of people struggle with that. What will you say is your greatest success?
Let me back up a little bit too because when you asked me what is my greatest struggle, it was hard for me to answer. The reason for that is because I don’t focus on struggles. I don’t think and reflect on struggles. I always say, “This too shall pass. I’ll try not to kick your ass.” If it’s not going to affect my life in five years, I try to let it go. Many people get caught up in the struggles, issues, and mistakes they’ve made and they shouldn’t do that. You need to move on.
Honestly, I have so many successes and I like to focus on my successes, not on my struggles. Some of my biggest successes are writing three books, selling multimillion-dollar companies, owning many different businesses, and partnering with business owners. Helping them build their businesses to sell and not go out of business. Also, helping my sellers get more money for their business than they ever thought possible. Raising my daughter who’s more complicated than any transaction I’ve ever done. Speaking at some of the biggest stages with some of the biggest thought leaders there is. Those are my biggest successes.
To our audience, I want to say from the bottom of our hearts, Michelle, we appreciate you imparting this knowledge to us. It is for our audience, but there was so much that we gleaned from it because you didn’t even know what you said and I was paying attention. There were so many things that you were touching on in terms of our business strategy and things that we are looking to do. It’s very encouraging because we’re looking at somebody who has made their way to a particular point and you are the living proof that these things are possible.
Once you start and plan from the very beginning where you want your exit is very refreshing and it is a good perspective. It’s a different perspective from what we’ve been accustomed to. As we said, in The Bahamas, where you start a business and 20, 40, or 50 years down the road, this business is still in the family. You’ve given us a fresh perspective on how we can start to do things moving forward.
I was going to say, you got a lot of years for your little boy and the other thing too is you don’t want to do things the way everybody’s done them. Just because everybody does it this way in The Bahamas means that you shouldn’t do it that way. You need to create your own path, be the innovator, be the thought leader and the one that’s mixing things up and people follow. Build a business, sell it, buy other businesses, and start other businesses.
Again, I thank you Miss Tucker because if you did not hear, she’s been in meetings all day. She took this time out to talk to us and she has to run to another meeting.
We got to tell everybody where they can buy Exit Rich.
Guys, you want to grab and once you’ve purchased the books from her website, you get the instant PDF and they also mail the hard copy out.
A few things I want to tell you about Exit Rich that we haven’t gotten into yet. Number one is Sharon Lechter is my co-author. She is a fabulous and wonderful woman. She wrote Rich Dad Poor Dad with Robert Kiyosaki. If you haven’t read it, you should read it. She’s a New York Times bestselling author of five times, a CPA, a financial literacy expert, and an advisor to many different presidents, including Obama. Her husband is an IP attorney. She’s written the Mentor’s Corner after each one of my chapters from her perspective. Steve Forbes has endorsed Exit Rich saying it’s a gold mine for all entrepreneurs as they leave way too much money on the table when they go to sell their business. Kevin Harrington, the original shark on Shark Tank, wrote the foreword.
Also, Les Brown, the number one role motivational speaker of all time, was labeled as a retarded by his teacher. That man is such an inspiration. He gave us a glowing testimonial along with Jack Canfield, Tom Hopkins, and so many other great individuals. One thing I want to say about Exit Rich is that we didn’t have time to cover because the GPS Exit Model took up all of our time. It’s one thing to plan your GPS Exit Model, it’s another thing to build your company on the proper infrastructure.
Most business owners never build a business that someone wants to buy. Most business owners build a glorified job that they go to work at every day versus a business that works for them. Exit Rich is not even about selling it. The second half is about selling your business. The first half is all about building a sustainable business that you can scale based on building your business to operate on all 6Ps in all 6 cylinders.
The first P is People. You don’t build a business. You build people and people build a business for you. Entrepreneurs have to get out of trying to do everything. You’re not good at everything. Focus on your strengths and hire your weaknesses. Put the right people in the right seats. You’ll never grow unless you let go of the control. You don’t build a business, you build people. People build the business.You'll never grow unless you let go of the control. Click To Tweet
The second P is Product. You have to ask yourself. Is the industry on the way up or on the way out? Is the thriving or dying? Do you have an Amazon? Do you have a Blockbuster? Remember when I said 70% of businesses are going out of business because they stop innovating and marketing? You all own a marketing company. People are the most important. You’re not going to go anywhere without people.
You can’t have a kid without another person. You can’t build a business without people. Product is huge because if you’re in a dying industry, then you’re not going to be sustainable and you can’t have one profit center. If you have a marketing company, you’re got to have several congruent ways that you get paid. The reason so many businesses went out of business at the start of the pandemic is because they have one way that they get paid. You can’t do that. You need multiple congruent revenue streams.
Number three is Processes. You must design your processes around the customer experience, not your own agenda. You need to ask your customer, “What do you need? What do you want? How can I make it easier for you to do business with us?” Whoever makes it the easiest for the consumer to do business with them is a company that’s winning. Amazon is winning because you can practically buy anything as we’ve talked about.
Processes must be designed around customer experience, productive, efficient, and well-documented. You have to have your policy and procedure manuals, your SOP checklists, and your employee handbooks. Proprietary is the number one value driver. You got to build your brand. The more well-branded you are, the more I can sell your company. The Apple brand is the most valuable brand in the world worth $359 billion. Trademarks are important. Trademark your slogans, company name, and your podcasts, everything. Don’t just get a state trademark. A federal trademark or an international trademark if you’re going to do international business.
Patents are huge. Shark Tank talks about patents. They won’t even give you an offer unless you have a patent or the offer is contingent upon it. Contracts are very important in manufacturing, distribution, and marketing. If you have a marketing company, have contracts with your clients. Make sure they’re transferable so when you go to sell your business, it’s transferable upon a new entity if it’s going to be an asset sale, not a stock sale. Databases are huge. Facebook paid $19 billion for WhatsApp and WhatsApp was hemorrhaging money.
We all talk about synergies. It can take you from a 5 multiple to 8 to 10 multiple on the sale of your company. Celebrity endorsements. We have a client that’s got products in front of Oprah. Strategics will pay a lot of money for that. Radio endorsements are huge because they can only endorse one vertical at a time. They can’t endorse five skincare companies because they will lose credibility. I want to go back to content in marketing. Content is King. Do you have a lot of content in your business? It’s worth the money. Remember that.
eCommerce businesses, anybody that has those chop positions on the internet and their niche for Amazon and Etsy. Maybe to sell coffee machines, strategics will pay a lot of money for that. I call that digital real estate. The fifth P is Patrons. You want customer diversification, not customer concentration. You can’t have all of your revenue tied up in 1, 2, 3, or 4 clients. What happens when you lose those clients? The last P is Profits. Lack of profit is never the problem. It’s always a symptom of not operating on 1 of the other 5 Ps.
Clients come to me and say, “Michelle, I have a profit problem.” I’m like, “No, you have a people and process problem.” Those are the 6Ps I wanted your readers to learn because that is the foundation of your business. You can go to ExitRichBook.com for $24.79, which is less than Amazon. We will email you to digital download immediately and we’ll ship the hardcover to your doorstep for no additional money to anybody that lives inside the United States. Outside of the United States has additional shipping, unfortunately.
We’ll give you a lifetime membership into to Exit Rich book club where there’s video content of me doing deep dives on these different strategies and techniques I’ve been teaching for years in the trenches plus documents. Documents to operate your business nad sell your business. We have sample employee handbooks, non-competes, org charts, and policy and procedure manuals. Sample of the intents, purchase agreements, due diligence checklists, and closing docs. All the documents you need to operate your business and sell your business are there for you to review and download.
I don’t know about The Bahamas but will cost you over $50,000 in the United States to recreate all those documents. It’s cost me more than that and you’re getting in for $24.79. We will also give you a 30-day free membership into Club CEOs, which is an entrepreneurship mastermind where we help business learners build sustainable, scalable, and sellable businesses all for $24.79 at ExitRichBook.com.
You can’t beat that with a stick. That is an excellent deal.
That’s the best offer ever. The best money you ever spent.
It is great information. Buy the book. It is beneficial to you. Thank you once again, Miss Tucker, for being here with us, sitting with us, and teaching us all of this great information.
I can’t let you all leave without covering the 6Ps.
I’m happy that you did say it because that was the meat. It was great information but of course, there’s a lot more information.
Everybody says to me, Robyn, “Michelle, don’t give away your whole book.” Are you kidding me? That’s only 6 chapters. There are 23 chapters and a 325-page book. There’s so much stuff I haven’t told you.
I’m saying now you have to buy the book, especially because there are some great perks in buying the book on the website. I want to be a part of that so I’m inviting you, Marketers, to be a part of it as well. We got the information. We are sharing it with you. Thank you once again, Ms. Tucker, for being on the show and giving us this great information.
Thank you, Robyn.
Thank you for taking the shot. Have a great day.
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