Showing posts with label companies value. Show all posts
Showing posts with label companies value. Show all posts

Why go to the students when you can ask the teachers how to properly value your business


Why go to the students when you can ask the teachers how to properly value your business

As an author, his research must be in-depth, concentrated and focused on business valuation formulas and data analysis. In addition, as a recently published author his experience with business valuations is fresh, current, & relevant. Lance’s credentials are extensive and he is far from a quitter. Anything you throw at Lance he will combat immediately and head-on. We’re getting the word out on Lance Wallach’s Business Valuations Website and hope you will to. Stop by his site for any information on business appraisals, litigation support, financial forensics, mergers & acquisitions, or advisory management. His team will take care of you and your team. Happy Valuating!

Business Valuations



Lance Wallach

The Four Most Important Things to Remember When Valuing Your Business
  1. There is No Magic Formula
    There is not set formula to determine the price of a business. Two businesses in the same industry in the same location for sale at the same time may not sell for the same price, based on other intangible factors.
  2. It is Difficult to Set a Price on Goodwill
    One of the big reasons that it is difficult to find a magic formula for a business price is due to "goodwill." Goodwill is said to be the difference between the appraised value of the assets of the business and the selling price. In other words, it is the value of customer loyalty or the customer list. The new owner may or may not be able to count on customer loyalty or repeat business from current customers, so how does he or she know what to pay for it?
  3. There is No Way to Predict the Future
    It has been said that the business you are selling is not the business the new owner is buying, because the business changes in character from the day the new owner steps in. The intangible factor of the owner's personality, and his or her relationship with customers, employees, and vendors, can and will change the business to something new and different.
  4. Value is Not Price
    The value of a business, by whatever business valuation method it is obtained, is not the selling price of the business. The price is determined in the market by a buyer and seller coming to an agreement. As Warren Buffett said, "Price is what you pay; value is what you get." They are not the same.
In the end, even if a business valuation is prepared and discussed, the ultimate sales price of the business will depend on many other factors, including those discussed above.

Lance Wallach, National Society of Accountants Speaker of the Year and member of the AICPA faculty of teaching professionals, is a frequent speaker on retirement plans, financial and estate planning, and abusive tax shelters. He writes about 412(i), 419, and captive insurance plans. He speaks at more than ten conventions annually, writes for over fifty publications, is quoted regularly in the press and has been featured on television and radio financial talk shows including NBC, National Pulbic Radio's All Things Considered, and others. Lance has written numerous books including Protecting Clients from Fraud, Incompetence and Scams published by John Wiley and Sons, Bisk Education's CPA's Guide to Life Insurance and Federal Estate and Gift Taxation, as well as AICPA best-selling books, including Avoiding Circular 230 Malpractice Traps and Common Abusive Small Business Hot Spots. He does expert witness testimony and has never lost a case. Contact him at 516.938.5007, wallachinc@gmail.com or visit www.taxaudit419.com/TaxHelp.html and www.taxlibrary.us



The information provided herein is not intended as legal, accounting, financial or any other type of advice for any specific individual or other entity. You should contact an appropriate professional for any such advice.


Business Succession Planning; Facilitating the Sale of the Business How captive insurers can reduce taxes and insurance costs

Slippery Rock
Gazette February 17
By Lance Wallach

 Industry Consultant Most business owners want to: build wealth and maximize the value of what is left behind for heirs; protect their wealth to insure that what they have spent a lifetime building isn’t eaten away by taxes, inflation and/or the cost of medical care; distribute their wealth so that their loved ones may be taken care of, and see to it that their assets and possessions go where they want them to go in the time frame they want this to happen. This is the essence of estate planning. Eventually the business owner leaves the business. If a family member or employee can buy the established business, planning needs to be done years in advance for the best possible results. If an outside buyer is desired, the company should be positioned so that, if a favorable opportunity arises or an unfortunate event occurs, the company is completely ready for transition. In other words, the business should be ready for sale versus up for sale. Determining the value of a business is an art. There are no fixed rules, just general guidelines. All characteristics of the business must be considered. The value, however, is ultimately what a buyer will pay considering all relevant circumstances and bargaining at arms length. This is referred to as the fair market value. Non-cash Payment Today’s would-be sellers are seeing attractive purchase prices offered in currencies other than cash. The purchase might be part cash, and the remainder an unsecured promissory note. But cash is the only sure thing. Should the business falter, the remainder of the purchase price may evaporate or become subject to litigation. A sale to the highest bidder is not always the most appropriate sale. Make plans for the future Most small business owners are so busy running the company they fail to plan for the eventual transfer of the business. By not planning, they jeopardize the futures of the business and, possibly, of his or her family. We are often consulted at this time, but, at this point, it is almost too late to help. Succession and estate planning involves various questions of tax, law and business planning. The business owner(s) should make the final decisions after being provided with various types of information. If planning is done early, the process is not difficult and the results are maximized. No one plans to fail, but many fail to plan. How to use a captive insurer to save money Small companies have been copying a method to control insurance costs and reduce taxes that used to be the domain of large businesses: setting up insurance companies to provide coverage when they think outside insurers are charging too much or coverage is simply unavailable. A small company can also use this as a tax reduction strategy, with the ability to get money back tax free. Often, they are starting what is called “a captive insurance company”— an insurer founded to write coverage for the company, companies, or people who founded it. Here’s how a captive insurer usually works. The parent business creates a captive so that it has a self-funded option for buying insurance, whereby the parent business provides the reserves to back the policies. The company then either retains that risk or pays reinsurers to take it. The price for coverage is set by the parent business; reinsurance costs, if any, are a factor. In the event of a loss, the business pays claims from its captive, or the reinsurer pays the captive. A captive insurance company would be an insurance subsidiary that is owned by its parent(s). The better way for large tax deductions There are a number of significant advantages that my be obtained through sharing a large captive (“Group Captive”) with other companies. The most important is that you can significantly decrease the cost of insurance for your insureds, as compared to a stand alone captive, through this arrangement. The second advantage is that Group Captives do not require any capital commitment. By sharing a large captive you only pay a pro rata fee to cover all General and Administrative expenses of the insurance company. The cost for administration is very low per insured as compared to forming and operating a traditional stand alone captive insurance company. By renting a large captive, loans to its insureds (your company) can be legally made. So you can make a tax deductible contribution, and then take back money tax free. Sharing a large captive requires no significant financial commitment beyond the payment of premiums. Operation of a stand alone captive insurance company may not achieve similar cost saving results that a small business could obtain through sharing a large captive. More importantly, group captives require little or no maintenance by the insureds, and can be implemented in a fraction of the time as compared to stand-alone captives. If you do this correctly, you can reduce insurance costs and obtain a large tax deduction, with the ability to get money back tax free. __________________ Lance Wallach speaks and writes extensively about retirement plans, estate planning, and tax reduction strategies. He speaks at more than 70 conventions annually, writes for 50 publications and was the National Society of Accountants Speaker of the Year. For more information and additional articles on these subjects, call (516)938-5007 or email lawallach@aol.com... The information provided herein is not intended as legal, accounting, financial, or any other type of advice for any specific individual or other entity. You should contact an appropriate professional for any such advice.

New BISK CPEasy™ CPE Self-Study Course



 New BISK CPEasy™ CPE Self-Study Course


Author/Moderator: Lance Wallach, CLU, CHFC, CIMC



Excerpt:

 

 

Why it Makes Sense to Have a Business Valuation Done Before Selling Your Business – And How To Make Sure it’s Done Right

If you’re a business owner who’s received a buyout offer, or you’re getting ready to put your business up for sale, you need to know what your business is worth on the open market. Having a business valuation performed is one of the most important things an owner can do – especially before selling a business.

Why Does Business Valuation Make Sense?
A professionally prepared business valuation will validate and benchmark the value of the company – which offers distinct advantages to the owner. Because it’s based on a wide number of factors, such as economic outlook, industry trends and future earnings potential, a business valuation offers a much more accurate picture of what a business is worth than internal financial statements alone. Without such well-organized documentation, a business seller could end up conceding more to the buyer than is necessary.

With a business valuation in hand, you’ll be better prepared to begin negotiations with potential buyers on all terms of the sale: from the sales price to financing. However, a valuation is only as good as the information on which it’s based, and the skill of the person appraising that information. That’s why it also makes sense to hire a CPA with additional training in business valuation and appraisal.

Insights Provided by a Business Valuation
A business valuation report will identify the company’s strengths, as well as areas that can be improved. It will provide valuable information on competitors in the industry, and compare your business to theirs.

These insights will allow you to make improvements prior to the sale – which can boost the company’s value, as well as its selling price. The areas of your business that can be improved prior to the sale include:
·         Hiring more skilled employees or getting rid of “dead weight.”
·         Improving your customer base by increasing marketing efforts.
·         Diversifying your vendors and customers to avoid over-dependency on one or two.
·         Improving documentation, or updating manuals, procedures and operations processes.
·         Selling or disposing of unproductive assets or obsolete inventory.
The business valuation will allow you to look at every aspect of your business from a buyer’s prospective. In addition, the insights provided by the business valuation can offer a strategic advantage over the buyer, which can benefit you in terms of price and other contract terms. Plus, in most cases, this legitimate business expense can be written off your taxes (be sure to verify this with your CPA).

How to Make Sure Your Business Valuation is Done Right
Now that you know why it makes sense to have a business valuation before selling your business, it’s important to perform due diligence on the appraisal firm. Why? To make sure it’s going to be done correctly. Here are a few tips on what to look for:
·         Will it be performed by an experienced business valuation expert, such as a CPA who has been accredited or certified by a national accrediting organization? Look for credentials such as Accredited in Business Valuation (ABV) or Certified Valuation Analyst (CVA).
·         Before you choose an appraisal firm, find out what types of valuations they’ve done, what their strengths are and what companies they have experience with.
·         Ask if the company belongs to an industry trade group with a code of ethics.
·         Find out if the firm specializes in business valuations for privately held and family businesses.
·         Does the CPA firm and valuation adhere to the provisions of the American Institute of Certified Pubic Accountants’ (AICPA) Statement on Standards for Valuation Services (SSVS), which promotes greater transparency and provides a set of guidelines for valuation services?
·         Will the valuation adequately examine and discuss all common valuation methods?
·         Is the fee comparable to valuations of similar-sized businesses?
·         Is it based on data from privately owned businesses, and on actual business results?

Above all, ensure that the CPA you’ve hired for this important task is objective, experienced and qualified. Ideally the CPA should have passed the Uniform CPA Exam.

The Value of a Business Valuation Depends on Whether It’s Done Right
Not only will a professional business valuation assist a business owner in determining the value of his or her business prior to putting it up for sale, but it can also provide strategic benefits and opportunities to increase value. With so much riding on the valuation, it only makes sense to make sure it’s done right, and use the information to your best advantage.

By Grant Webb with Bisk CPA Review. Over the last 40 years Bisk has a built a proven track record of helping exam candidates pass their exam. Learn more about Bisk.


ABOUT THE AUTHOR: Lance Wallach, National Society of Accountants Speaker of the Year.
Lance has written numerous books including Protecting Clients from Fraud,
Incompetence and Scams published by John Wiley and Sons, Bisk Education's CPA's
Guide to Life Insurance and Federal Estate and Gift Taxation, as well as AICPA best-selling
books, including Avoiding Circular 230 Malpractice Traps and Common Abusive Small
Business Hot Spots. He does expert witness testimony and has never lost a case. Contact
him at 516.938.5007, wallachinc@gmail.com or visit www.taxaudit419.com or www.taxlibrary.
us.



Disclaimer: While every effort has been made to ensure the accuracy of this publication, it is not intended to provide legal advice as individual situations will differ and should be discussed with an expert and/or lawyer. For specific technical or legal advice on the information provided and related topics, please contact the author.


Older People Hurt by Insurance Salespeople

         By Lance Wallach, CLU, CHFC 



Insurance agents are taking advantage of older people. Avoiding Circular 230 Malpractice Traps and Common Abusive Small Business Hot Spots, by Sid Kess; Author/Moderator: Lance Wallach, CLU, CHFC - Excerpts have been taken from this book about: Senior abuses.
The following example is unfortunately not an isolated incident of an abusive sales practice. If accountants were consulted more often by their clients, maybe the following would never happen.

Senior citizen clients thought they had every reason to trust Mr. Sell BigPolicy as a financial counselor. The insurance agent had obtained a designation recognizing him as WE DO NOT WANT TO MENTION THE NAME Senior Advisor. He obtained this designation in 2002, a credential he made sure to advertise on fliers sent to retirees.

He did not mention how easy it had been to get that title.

He had paid $1,095 for a correspondence course, then took a multiple-choice exam with questions like, “Marketing can best be described as:” (The answer: “The process or technique of promoting the sale or distribution of a product or service.”) Like more than 18,700 other applicants since 1997, he passed.

Insurance companies, eager for sales representatives, embraced Mr. Sell Bigpolicy, as they have thousands of other newly credentialed advisors.

The following year, multiple insurers paid him commissions totaling $720,000 as his business with retirees soared.

But many of those sales came from steering older Americans into unwise investments, regulators contend in a lawsuit.

Mr. Sell Bigpolicy denies all wrongdoing, but one of his clients – a 73-year-old widow caring for a son with Down syndrome – said he tricked her into buying complicated insurance contracts that left her unable to pay dental and home repair bills.

“His office was filled with things saying he was certified to help seniors,” said that client. “The only one he really helped was himself.”

Taking care of the finances of older Americans is a huge and potentially lucrative field, and the market is growing. Attracted by this market, many financial planners have shifted their focus to it – and bring widely varying attitudes and professional training to the consultation table. Training and certification in financial gerontology is now being offered by at least four groups.

The Securities and Exchange Commission does not regulate these groups – or any other groups that provide financial planning certification, for that matter. “The S.E.C. does not endorse any professional designation,” said Susan Wyderko, director of the office of investor education of the S.E.C.

The absence of government supervision is a problem, said Stephen Brobeck, executive director of the Consumer Federation of America. “There’s an opportunity for fraud,” he said, adding that older people need to be very careful about whom they trust for advice.

Regardless of any planner’s credentials, the S.E.C. and consumer organizations say the best approach is “buyers beware.”

Investors can learn how to check the background of a financial planner, including any disciplinary actions, at the S.E.C.’s website, www.sec.gov. Such background checks, along with a discussion about an advisor’s approach to investing, are well advised before signing up with a planner.

“We see too many investors who might have avoided trouble,” Ms. Wyderko of the S.E.C. said, “had they asked basic questions right from the start.”

Mr. Sell Bigpolicy is one of tens of thousands of financial advisers working hand-in-hand with insurance companies to market themselves to older Americans using impressive sounding credentials.

Many of these titles can be earned in just a few days from businesses concerned only with the bottom line and sound similar to established credentials that require years of study, difficult tests and extensive background checks.

Many graduates of these short programs say they only want to help older Americans. But they are frequently dispensing financial counsel that they are not qualified to offer, advocates for the elderly say. And thousands of them are paid by some of the country’s largest insurance companies to sell elderly clients complicated investments that some economists say most retirees should never own.

More than two dozen such programs now exist, and have enrolled more than 39,000 people over the last decade.

But some of the existing programs, which are often linked to insurance companies, have taught agents to use abusive sales techniques, regulators say.

Some insurers have been listed as sponsors at seminars with names like the Million Dollar Academy, where thousands of sales representatives were advised to scare retirees by saying, “I am all that stands between you and potential catastrophic loss.” Other seminars instructed agents to “drive a wedge” between retirees and their established advisors.

“The insurers are happy to turn a blind eye to what salesmen are doing, as long as they make a sale,” said Minnesota’s attorney general, Lori Swanson, who is suing several companies, contending that their products are at best inappropriate, and possibly worse.

Insurance companies say they investigate the backgrounds of all agents, screen all sales to consumers to make sure they are appropriate, and have terminated representatives using improper sales methods. Those companies said they were not aware of abusive methods taught at any seminar they endorsed.

Some insurance companies say that they do not tolerate misrepresentation.

Another insurance company, in a statement, said “Any evidence of sales agent misconduct, without exception, results in immediate termination.”

Nonetheless, complaints over sales of insurance products have soared. In particular, grievances have stemmed from annuity sales. Obviously, occasionally a buyer of a product buys it without a full understanding of the product. If the product does not perform as expected, possibly because the stock market went down, the buyer may have a selective memory failure. The buyer can then complain to the insurance company, among other places. If the salesperson sold in good faith, and the product was appropriate, sometimes the buyer may still have recourse. Is this fair?

Over one third of all cases of financial exploitation of the elderly involve annuities, according to the North American Securities Administrators Association, a regulatory group [EM1]. Hundreds of lawsuits have been filed against insurers over annuity sales to the elderly. A judge in Minnesota ruled in 2007 that just one class action suit against a large insurance company could encompass as many as 400,000 plaintiffs. Do all of the plaintiffs deserve to be compensated? Who ends up with much of the money if the lawsuit is won? If you do not know the answer to the last question, ask yourself if it is a coincidence that huge class action litigation attracts prestigious large law firms like a picnic does flies.

In interviews, sales agents who have been accused of wrongdoing invariably say that they followed the guidance of insurance companies.

But consider, for example, that the vast majority of annuity sales do not offer immediate payouts. Instead, they require buyers to wait as long as 10 years to begin receiving benefits. Such contracts, known as deferred annuities, made up 97% of all annuity sales last year.

Deferred annuities, however, offer sales agents the richest commissions, which is one reason so many of them are sold every year, regulators say. Selling a $100,000 deferred annuity, for example, typically earns a sales representative $9,000, though buyers are sometimes prohibited from touching much of their money for 10 years without incurring penalties. No-load annuities, may feature little or no commission, and may not have penalties. Annuities with shorter tie ups carry much smaller commissions.

In summation, if it is true that sales agents who push large deferred annuities with long tie up periods are only following company guidance, that may be as negative a commentary on the companies as on the agents.

“An annuity that pays a fixed immediate income offers seniors a lot of security,” said Jean Setzfand, director of financial security with AARP. “But a deferred annuity is almost always a bad idea for a retiree.”

Those concerns, however, have not stopped many insurance agents from aggressively selling deferred annuities.

Some of those agents have been trained by organizations that require only a few days of classroom instruction.

For instance, the 1,200 people who have enrolled in a different senior adviser program spent only four days in a classroom, according to a spokesman.

The organization which gave Mr. Sell Bigpolicy his credentials is a for-profit company that has trained 24,000 enrollees since it was started in 1997.

The company that gave Mr. Sell Bigpolicy his designation has a course that lasts three and a half days, according to recent participants, and includes uplifting lectures, overviews on the sociology of aging and exercises including peering through vision-blurring lenses to get a sense of how some clients’ eyesight can falter.

Regulatory authorities tend to be ultra critical of these programs.

“There are limitless phrases being coined to convey an expertise in senior finances,” said Massachusetts securities regulator William F. Galvin. “Most of them seem designed to trick seniors into listening to swindlers.”

Most insurance salespeople are honorable and are not swindlers. As in most lines of work, however, not everyone is honorable and does the correct thing.

A representative for the organization said the program’s courses and questions were written and evaluated by experts. In a statement, the company said its training was intended to supplement, not substitute for, professional credentials and education. The organization began asking titleholders in March to disclose to potential clients that designation alone does not imply expertise in financial, health or social matters.

Despite that disclaimer, the company has trained thousands of insurance agents and other financial advisors. And about 100 companies, many of them insurers, endorse the designation, said a spokesman for the group.

Soon after Mr. Sell Bigpolicy received his designation, Mr. Sell Bigpolicy started displaying it in ads and on letters inviting retirees to seminars over free chicken lunches, according to Massachusetts regulators.

At those meetings, Mr. Sell Bigpolicy told retirees that they were perilously close to financial calamity, according to Massachusetts regulators and attendees. He warned them that the stock market’s ability to offset inflation was “a big lie,” according to documents collected by those regulators. Banks contained “weapons of mass destruction,” read one handout.

But annuities, Mr. Sell Bigpolicy noted, offered guaranteed returns, attendees said. At the time, he was authorized to sell annuities offered by more than two dozen insurance companies, state records show.

Mr. Sell Bigpolicy’s script, Massachusetts regulators say, used materials from another training company that had more than a dozen insurers as “partners” or “carriers” on the company’s Web site.

There are a few dozen companies, like the training company in question, that teach sales agents how to find retirees willing to buy annuities.

Some insurance companies say they endorse only training programs that are committed to ethical sales tactics and that their support is often limited to providing speakers or marketing materials. But they acknowledge that they cannot always police how agents present themselves.

Dozens of lawsuits against insurers contend that those companies failed to adequately supervise sales agents who sold inappropriate annuities to aging clients and then did not act when buyers complained.

Some insurers, in court filings and interviews, say they spend millions of dollars supervising sales agents and investigating consumer complaints.

Some insurance companies, and some state regulators, have changed the rules governing how annuity sales agents can behave.

This year, Massachusetts prohibited most financial advisers from using some titles unless they were recognized by an accreditation organization or the state. In 2007, two of the largest insurers told sales agents they could not use the designation of WE DO NOT WANT TO MENTION THE NAME senior adviser.

But in most other states and at most insurance companies, sales representatives can use any title they choose.

For his part, Mr. Sell Big Policy, while he awaits the outcome of his case, is still approved to sell annuities by more than two dozen insurers, according to state records. This is not an isolated example, which does not mean that an accountant should think that all insurance salespeople behave like this sales person. This example, in differing versions, does happen. If the customer consulted his or her accountant, which admittedly most do not, the above example, or something like it, may not happen.

Lance Wallach, National Society of Accountants Speaker of the Year and member of the AICPA faculty of teaching professionals, is a frequent speaker on retirement plans, abusive tax shelters, financial, international tax, and estate planning.  He writes about 412(i), 419, Section79, FBAR and captive insurance plans. He speaks at more than ten conventions annually, writes for more than 50 publications, is quoted regularly in the press and has been featured on television and radio financial talk shows including NBC, National Public Radio’s “All Things Considered” and others. Lance has written numerous books including “Protecting Clients from Fraud, Incompetence and Scams,” published by John Wiley and Sons, Bisk Education’s “CPA’s Guide to Life Insurance and Federal Estate and Gift Taxation,” as well as the AICPA best-selling books, including “Avoiding Circular 230 Malpractice Traps and Common Abusive Small Business Hot Spots.” He does expert witness testimony and has never lost a case. Contact him at 516.938.5007, wallachinc@gmail.com or visit www.taxadvisorexpert.com.

The information provided herein is not intended as legal, accounting, financial or any type of advice for any specific individual or other entity. You should contact an appropriate professional for any such advice.
           

While every effort has been made to ensure the accuracy of this publication, it is not intended to provide legal advice as individual situations will differ and should be discussed with an expert and/or lawyer. For specific technical or legal advice on the information provided and related topics, please contact the author.

Lance Wallach - www.businessvaluationssite.com by LanceWallach

Business Valuations


Business Valuations
By Lance Wallach

     Business owners may face a number of issues when confronted with the death, disability, or retirement of an employee, partner, or shareholder.  Some of the dilemmas they face may include paying off business debts, having sufficient funds to pay estate taxes, leaving behind a stable operating business, and preserving the value of the business assets for heirs or family members.  A business valuation can begin the process of helping to solve each of these problems.
     When a business owner dies, retires, or becomes disabled, the heirs, partners or remaining shareholders obviously have to either liquidate the business or continue its operations.  Each option has its own set of parameters that can seriously affect the remaining parties.  Liquidation may be necessary to pay obligations such as business debts, guarantees, or estate taxes.  It may also be necessary if there is not enough working capital to continue operations. If the business ceases to exist, the liquidation value may be substantially less than the going concern value.   Not to mention that employees will lose their jobs.
     In the case of a partnership, if the partnership ceases to exist the liquidation value likewise may be far less than the going concern value.  When a partner retires, dies, or becomes disabled, the partnership may be required to dissolve and liquidate all assets, unless the partnership agreement provides otherwise.  The affected families will lose any income from the partnership, and employees and remaining partners could lose their jobs and possibly their investments.
     Continuing the business should be an option.  The heirs may attempt to continue the business or operate it until a buyer is found.  The deceased’s executor may be personally responsible for any operating losses and may not want to accept this risk.  The heirs may not be capable of doing the same job or may not get along with the remaining partners.  Their goals may conflict with those of the surviving partners.  Additionally, current operating capital may be insufficient to continue the business with all of the other funds necessary at death.  Selling out to a key employee, partner, or shareholder may be a logical choice and an effective method for everyone concerned.  But what will be the purchase price?  Can the other party afford to buy the business?  Where will the money come from?
     There are many methods to estimate the value of a business.  The potential solutions for problems caused by death, disability, or retirement may depend upon the proper value of the business.  After the value has been determined, the owner(s) may proceed in planning for the disposition of the business.  Determining the value of a business is an art.  There are no fixed rules, just general guidelines.  All characteristics of the business must be considered.  The value, however, is ultimately what a buyer will pay considering all relevant circumstances and bargaining at arms length.  This is referred to as the fair market value.
     Agreed Value:  The parties agree on a stated value.  This approach must be realistic and updated periodically.  An important element here is that the buyer and seller presumably have opposing interests; therefore, any price they agree on should represent fair market value.
     Appraised Value:  determined by a qualified appraiser, this option can be expensive, but it may be the value that is most likely to be respected by all parties.  In other words, the more expertise that is involved in determining the value, the more accurate the final determination may be.  Sometimes the parties or appraiser will base the value on a formula.
     Valuation Formulas:  There are numerous potential valuation formulas, but regardless of the method used, two points remain important.  First, the general factors considered by the IRS are still basic guidelines used for determining the value of a business for estate tax purposes.  Second, the particular nature of a business must be considered to determine which facets are the most important in valuing that business.  A mechanical application of the various methods may not be sufficient.  Lastly, the IRS may carefully scrutinize buy/sell agreements between family members.  In these situations, it is important that the value used be an accurate reflection of the value of the business.  If not, the IRS may not accept the value for estate or gift tax purposes.  This may result in more tax being due than originally planned. 
     Lance Wallach, CLU, ChFC, CIMC, speaks at more than 70 national conventions annually and writes for more than 50 national publications.  He can be contacted by calling (516) 938-5007 or through www.vebaplan.com
     The information provided herein is not intended as legal, accounting, financial, or any other type of advice for any specific individual or other entity.  You should contact an appropriate professional for any such advice.