Topic
What a business is worth
Roland Frasier uses the 11 Value Killers to identify the dependencies and weaknesses that cause buyers to discount a business. The framework examines what supports lasting value, from leadership and recurring revenue to margins and transferable systems.
Start here
Articles on this are on the way. Start with these:
Common questions
What a business is worth to someone else, and what moves that number
Eleven patterns buyers discount for: founder dependency, no leadership bench, an undocumented operating system, revenue volatility, weak or fake recurring revenue, concentration risk, no differentiation, no transferability, fragile margins, misaligned leadership, and legal or financial red flags that surface in diligence. Roland Frasier calls these the 11 Value Killers, and founder dependency is the most common and the most expensive of them.
Customer concentration: the value killer buyers find first
A common buyer screen flags any single customer above roughly ten percent of revenue, any single channel above half of revenue, and any supplier or partner the business could not survive losing. Concentration gets priced as risk even when the relationship feels safe to the owner.
Recurring revenue and why buyers pay more for it
Here's the thing, a subscription is a billing model. Recurring revenue is a retention model. If churn is high enough that buyers do not credit it, you have neither.
