Furniture, Fixtures, Equipment:
Trucks, and all equipment
Support and Training:
The Owner is willing to stay on as an employee for up to a 365-day transition period during which the existing owner will provide training and support. It is expected that the current staff, including the foreman, will stay under the new ownership.
Competition and Market:
One of the main differences between the company and competitors in the area is reliability. Reliable service keeps the Company ahead of all competitors. The owner will take any phone call with a client, communicate frequently, shows up to job sites when he says he will, and takes care of customers if problems arise. For this (along with many others), the Company charges a premium for services and doesn’t acquire too many contracts at once in the effort to keep the customer experience consistent and positive.
Growth and Expansion:
Developers and construction companies are in high demand for someone who can provide quality and reliable insulation to service the homes they build in large subdivisions. Unfortunately, the Company’s number one expense is cost of goods sold due to purchasing power, and because the business has its pipeline full servicing larger private homes it is economically unprofitable to do subdivisions in combination with low margins. If a strategic buyer had enough purchasing power they could decrease COGS by 10-20% in acquiring insulation materials which would immediately increase bottom line profits and allow the company to expand into the Track Home Market.
If a strategic buyer could come in and provide solid reliable management, work crews would become more productive, efficient, and profitable. The new owner could spend less time inspecting job sights and organizing crews each morning, and more time on the phone with current and prospective clients.