Business owners are generally ruled by two things: time and money. Everyone wants to increase the value of their business. Whether or not you start that process, however, will typically depend on how much time and money you want to invest. The investment of money and time required to maximize value will depend on many factors — and some of those factors might be things you can control. Let’s break it down.

How Chuck and Brian Mohler master business worth for seamless transitions Full Magazine Article

April 10, 2025 Lately we have been answering questions about why value growth is important and how the value of a business increases. Concepts like operational improvements, risk reduction, or continuous optimization can seem a bit vague until you understand the nuts and bolts of what we do at Eagle Corporate Advisors.  This month we’ll go further into how we

March 12, 2025 Last month we talked about value growth and value acceleration, and why they are important. Value growth is the key to achieving many goals: sustainable wealth creation, making your business attractive, risk reduction, scalability, efficiency, and legacy.  All this leads to long-term stability, market competitiveness and transferable value. There are short-term benefits too, like increased cash flow,

How much value does your business hold? Answering that question is more complicated than many business owners think, so let’s start with basics. 

It’s never too early to lay out a roadmap for how you wish to exit your business.  Thinking about leaving your business won’t make you work less hard — on the contrary, it will bring you a sense of focus. You can better concentrate on what needs to be done to raise the value of your business and make it able to run without you. (Remember, a business that is not transferrable has no value.) 

While the value, profit, and wealth gaps are well-known industry terms, the “time gap” is a principle we’ve developed here at Eagle Corporate Advisors. It’s useful for understanding how all the gaps work together and defines the “why” behind what we do.

So far, we’ve looked at the profit gap and value gap. Now, let’s turn to the wealth gap. Wealth is, simply, the assets you have acquired to live the lifestyle you want — the reward business owners are, ostensibly, working toward. Your wealth gap is the difference between how much wealth you have today and how much you need to live the third phase of your life.

This month we’re looking at the value gap. The value gap is the difference between your business’s value today and its potential value as a best-in-class business run as a true enterprise.

What is your business’s profit gap? Have you heard the term before? We all know what a gap is — something to be bridged, a distance you want to minimize. The profit gap, simply put, is the difference between your business’s actual profits and its potential or desired profits as a best-in-class company.

Why do we need legally binding agreements? Many business owners think that if their partner is a trusted friend or family member, they can skip the formalities. Yet, when a crisis occurs, people find it difficult to remember what was agreed upon with a handshake years ago. As the saying goes, “Time kills deals.”

If you feel like you struggle with the financial aspect of your business, you aren’t alone. Not everyone is an accountant, and those who are — well, typically they are busy running accounting businesses. So, it’s no wonder that, among all other business dynamics, finance is one of the most underappreciated of the eight business fundamentals.

When thinking about operations, remember every business operates — some just operate better than others. Whether your approach to operations is reactive or proactive determines how smoothly your team handles day-to-day activities as well as unexpected crises.

In his best-selling business strategy book “Good to Great,” Jim Collins introduces the bus metaphor. If you think of your business as a bus, the idea is to make sure the right people are in the right seats. Organizing that bus — defining what each person in each seat is responsible for — is a core part of shaping how your business functions.

Imagine a customer walks into your business and point-blank asks you, “Why should I spend my money here?” It may seem like a blunt way to begin a transaction, but it’s an important question. How would you answer? Why should customers prefer your business to the one next door?