Chapter 17 - Ending The Venture

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Chapter

17

Ending The Venture

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Bankruptcy
Bankruptcy Act (1978 & 1984)
Fair Distribution To Creditors Protect Debtors- Unfair Depletion & Demands Debtors-

Chapter 7 Liquidation (70%) Chapter 13 Installment Payments (29%) Chapter 11 Reorganization (1%) Prepackaged Bankruptcy
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Bankruptcys Lessons
A. Overextension To Markets B. Protects From Creditors Not Competitors C. Entrepreneur = Business D. Recognize Failure Too Late E. Emotionally Painful
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Chapter 11- Reorganization 11Least Severe Alternative- Breathing AlternativeRoom Cash Flow Problems Can Be Overcome Plan Prepared & Approved By Court
ExtensionExtension- Postpone Claims SubstitutionSubstitution- Exchange Something For Debt CompositionComposition- Prorated Settlement
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Bankruptcy Survival
Bargaining Chip- Restructure And ChipReorganize File Before Failure Of Cash Or Revenue Chapter 11- Only If Chance Of Recovery 11Examination Of Transactions For Fraud Maintain Good Records Understand Completely Transfer Litigation To Bankruptcy Court Realistic Reorganization Plan

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Chapter 1313Extended Payment


Budgets Future Income To Outstanding Debt Payment Of All Priority Claims

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Chapter 13- Priorities 13Secured Creditors Administrative Expense Claims From Operations Wage Claims Contributions To Benefit Plans Claims Of Consumer Creditors Taxes General Creditors
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Chapter 7- Liquidation 7Voluntary vs. Involuntary Involuntary Requirements


Debts Not Being Paid When Due (1 3 Creditors) Custodian Appointed Fair Value Of Assets < Debts (Balance Sheet Test)
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Bankruptcy Trustee
Elected By Creditors- Interim CreditorsAppointed By Court Becomes Owner Of All Nonexempt Property Can Set Aside Petitions Transfers Property To Creditor
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Strategy During Reorganization


Prepare Plan Sell Plan Communicate No Checks That Cant Be Covered

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Reducing Risk Of Failure


Avoid Excess Optimism Prepare Good Marketing Plan Make Good Cash Projections Keep Abreast Of Market Identify Business Stress Points
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Bankruptcy Warning Signs


Financial Management Lax Inability To Document/Explain Transactions Large Discounts To Speed Up Cash Flow Contracts Below Standard Amounts Bank Wants Subordination Key Personnel Leave Lack Of Materials Unpaid Taxes Demand For Cash Payment Customer Complaints Increase
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Failure Reality
Consult with Family/Friends Seek Outside Assistance Drop Venture That Is Draining Resources
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Succession Planning Issues


Senior Management Committed To Plan WellWell-Defined Job Descriptions Open Process
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Succession Planning
Transfer To Family Member
Role Of Owner- Full-Time/Part-Time/Retire Owner- Full-Time/PartMembers Able To Work Together? Income Transition Business Environment Loyal Employees Tax Consequences

Transfer To Non-Family NonTrain Key Employee- Retain Some Equity EmployeeRetain Control- Hire Manager ControlSell
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Harvesting
Direct Sale Employee Stock Option
2-3 Year Plan to Sell To Employees Create Trust Fund

Management Buy-Out- Based On Buy-OutValue Of Goodwill & Asset Appraisal


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Direct Sale
Requires Time & Planning Buyer Payment Method Business Broker Business Plan Employment Contract Covenant Not To Compete
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