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Dr. Merlot’s Perspective: Motivations and Strategies for Business Growth

Loyd and I found ourselves both with a Friday free from client travel, so we decided to meet for a round of golf. I always love an opportunity to talk some smack to Loyd about his golf game.

We were rounding the turn to move to the 10th hole and ran into a friend of ours, Jack. We took a minute to catch up, giving updates on family and business. As Loyd and I were about to pull away, Jack asked if he could ask us a quick question about his business. Jack was scratching his head, so I could tell he was really struggling with something. In short, Jack had been in Board meetings the previous day, where most of the conversation focused on strategic planning and growth. Jack’s business had a strong customer base, reputation in the community and product/services. To him, he felt everything was great and his mentality was focused on sustaining success, but his Board members were more focused on growth. As such, Jack felt at odds with his Board and was struggling with the direction of the strategic plan. Other than a date confirmed for the next Board Meeting, there was no resolution or next steps identified at the end of the day. Knowing our backgrounds, Jack asked:

“If everything is going well, why is business growth so important, other than to fill someone’s ego or make more money? I need a compelling reason to take on the risk."

I opened my mouth to speak, but Loyd beat me to the punch.

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As Seen in NCM Institute - Generational Tensions: 4 Barriers to Automotive Leadership

As Seen in NCM Institute - Generational Tensions: 4 Barriers to Automotive Leadership

Ensuring the future success and sustainability of a dealership is not based solely on operational knowledge and efficiencies. In addition to creating robust processes, identifying and developing future leaders is critical to building sustainable dealership value. But first, you must overcome the leadership barriers that sabotage your goals..

In the past, when someone took on the position of “dealer,” it was assumed employees would fall in line and follow the owner’s lead. Today, with up to five generations working together at the same dealership, this expectation doesn’t hold true. Instead, good people check out or leave after a transition in leadership if they don’t feel respected for their contributions and see opportunities for growth.

Read the complete article on the NCM Institute Website website

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The Rawls Group Appoints David Ciambella as President and Chief Executive Officer

 

The Rawls Group, one of the nation’s most respected business succession planning firms, is proud to announce that David Ciambella has been named President and Chief Executive Officer. Initiating the firm’s succession plan, this move was effective January 1, 2017, with Loyd Rawls, the founder transitioning to Chairman of the Board.

“David has a relentless passion for succession planning. As a proven leader, he is committed to the growth of The Rawls Group and the acknowledgement of TRG as the global standard for succession planning.” said Loyd Rawls, Chairman. “David’s history and experience with our firm, combined with his receptiveness to new challenges and opportunities will ensure that TRG will continue to set the benchmark for succession planning into the future.”

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As Seen in Multi-Unit Franchisee - Mapping Out The Road To Success

As Seen in Multi-Unit Franchisee - Mapping Out The Road To Success

The only thing that we can rely on to be constant is change. The political environment is forcing rapid change like we've never seen before. No question that technology continues to evolve in a way that forces us to embrace it or simply get left behind. Demographics are changing with a record number of Boomers who are set to retire in the next few years, causing anxiety for many about who may be their future leader..

A change in leadership brings with it, a distinct change in style. Everyone is unique with their own personality type that impacts inter-office relationship dynamics, how departments operate, as well as how the organization goes to market. There are differences in tastes, motivators, expectations of employees, and even what one views as success or failure. These changes in styles and leadership are going to become more abundant as newer generations develop and move into leadership roles in the workplace.

Read the complete article on the Multi-Unit Franchisee Website website

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Part 2: The Impacts of Family Dynamics on the Transition of Leadership in a Multi-Generational Dealership

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Part 1: The Impacts of Family Dynamics on the Transition of Leadership in a Multi-Generational Dealership

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As Seen in Multi-Unit Franchisee - A Trump Effect On Your Estate Taxes?

As Seen in Multi-Unit Franchisee - A Trump Effect On Your Estate Taxes?

While it is still way too early to know what the Trump administration is going to do to change the federal estate tax laws, we do know President Trump stated on the campaign trail that he will eliminate estate taxes and we also know how Congress has acted in the past. So let's have a little fun speculating and assuming.

When it comes to the estate tax issue, Republicans claim they are against this tax and Democrats favor it. However, the largest reduction of estate taxes occurred in 2011 under President Obama. During this time, the estate tax laws were amended to increase the exemption per person to $5,000,000 including an annual escalator of the exemption based on inflation. As a result, in 2017, the estate tax exemption has increased to $5,490,000 per person or almost $11M per married couple. Due to the amendments in 2011, the estate taxes today are the lowest ever and affect less Americans than ever before, approximately 0.5 percent of the population. Politically this has been a tough out, since it doesn't affect most voters. Nevertheless, if your estate will have to pay estate taxes, you'd just as soon not.

Read the complete article on the Multi-Unit Franchisee Website website

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As Seen in Multi-Unit Franchisee - Moving From Planning To Executing

As Seen in Multi-Unit Franchisee - Moving From Planning To Executing

No one really knows the outcome of anything and we are seeing that play out in our country’s current political stage. Too often this keeps us from strategically planning for where we want our business to go and what we want from it in the future. However, the unknowns and the unpredictable should not keep us from looking forward, rather, they enforce the need to constantly be planning strategically towards your goals and vision.

We use excuses such as “the unknowns” to stop us from executing plans. Or believe that because we cannot predict something, we cannot guarantee if we will be successful or not. However, not planning and not executing means that we are in limbo, which means the odds of accomplishing great things are pretty bleak. Strategic planning guarantees that you place your franchise business in the position of being agile and flexible when the unknowns and the unpredictable hits. This is a much better alternative than yo-yoing with the market and political changes over which we have no control.

Read the complete article on the Multi-Unit Franchisee Website website

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As Seen in Multi-Unit Franchisee - Prepare For The Future With Strategic Planning

As Seen in Multi-Unit Franchisee - Prepare For The Future With Strategic Planning

2016 was a challenging year. Between proposed legislation impacting family gifting (IRS 2704), the DOL legislation impacting overtime, and the political uncertainty of the election, it is surprising that all our heads have not spun off our bodies. One of the biggest pain points of 2016 that could leave a lasting burn into 2017 is all the speculation around proposed legislations. Many of you last year were likely either chewing on your fingers with panic or moving towards action to button up your estate plans and shoring up HR policies. Now, after all that work, we find ourselves with a new party in office. That could mean that much of the proposed legislation could be reversed, may not go into effect, or may not go into effect to the extent you had planned.

So now what? If you have pro-actively engaged in planning, take a sigh of relief. You are likely in a strong position to adjust to whatever 2017 may (and will) throw at you. It is no secret that we are huge proponents of strategic planning, specifically the kind where you have integrated the plan into your culture, tied performance criteria to achieving the plan, and are actively reviewing your trajectory compared to available resources. We believe it keeps you agile and in the ready position to tackle whatever may be thrown at you – economic, political, regulatory, recruitment and retention, process/procedure - you name it.

Read the complete article on the Multi-Unit Franchisee Website website

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As Seen in Mitzi Perdue's Blog - Substance Abuse and the Family Business: the Problem Doesn’t Go Away on Its Own!

As Seen in Mitzi Perdue's Blog - Substance Abuse and the Family Business: the Problem Doesn’t Go Away on Its Own!

This month's blog post by Mitzi Perdue, “Substance Abuse and the Family Business: the Problem Doesn’t Go Away on Its Own!” features The Rawls Group’s, Loyd Rawls. Read more about how substance abuse can harm not only the family, but the family business in this month's blog post.

When it comes to substance abuse, members of a family business are no more immune than the rest of the population. However, as family business advisor Loyd Rawls points out, the consequences can be more dire because serious abuse problems can threaten the entire company.

Read the complete article on Mitzi Perdue's website

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As Seen in Multi-Unit Franchisee - Get Ready For The Next Four Years Now

As Seen in Multi-Unit Franchisee - Get Ready For The Next Four Years Now

The election is over and the 45th president of the United States will be sworn into office this week. Regardless of your political affiliation, a dynamic shift is upon us. We are transitioning from eight years of Democratic policy to a new era of Republican leadership. In addition to the change in party lines, we will have the first president in office that is one of the most recognized business names in the world and promises to run the government more like a business.

So now what do we do to prepare for any changes in the business climate? Put your pen to paper and get moving on your strategic plan. This means that if you have not yet established a plan for your business, you can consider the priority here to be that of critical. If you have a strategic plan in place but have not looked at it in the last three to five years, you are not getting off easy. Understand that what we have grown used to in the last eight years in terms of policy, legislation, business structure, and taxation, are all likely to change. This also means that any planning you have done as it relates to the prior administration, probably will need to be revisited and adjusted accordingly.

Read the complete article on the Multi-Unit Franchisee Website website

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NCM-Rawls Dealer Executive Program: Where Leadership and Legacy Intersect

The long-term viability and success of dealership is no longer dependent on the operations of the store alone. The retail automotive industry is not the same as it was for our father’s and grandfather’s. Today, there are multiple generations working within the dealership, family member employees involved in the day-to-day, and competition is more than just the store in the next town.

Dealer owners, operators and managers need to be more agile and flexible than ever before in order to ensure the future of the business. Advancements in technology, generational shifts and demographics, continued changes in laws and legislation and manufacturer requirements impact all areas of ownership, and more than ever, focus must also be in the areas of recruiting and retention, short and long-term strategic planning, and preparing for owner transition and succession.

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NCM® Associates and The Rawls Group Announce New Leadership and Succession Program

Kansas City, Mo., January 16, 2017 – NCM® Associates and The Rawls Group announce the launch of their new NCM-Rawls Dealer Executive Program, where leadership and legacy intersect.

A collaboration between two leading automotive service providers, the NCM-Rawls Dealer Executive Program offers an exclusive 10-month leadership development curriculum specifically designed with an emphasis on succession planning for current and future dealers to gain the critical knowledge, tools, and resources necessary for long-term success. ™

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2017 NADA - Visit The Rawls Group at Booth #3937

2017 NADA - Visit The Rawls Group at Booth #3937

The Rawls Group is looking forward to @NADAConvention in New Orleans. Come check out our new digs at booth #3937 across from Digital Dealer and next to Snap-on.

Contact Kendall Rawls at This email address is being protected from spambots. You need JavaScript enabled to view it. to schedule an appointment. 

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As Seen in Multi-Unit Franchisee - Strategies To Create Harmonious Business Families During the Holidays

As Seen in Multi-Unit Franchisee - Strategies To Create Harmonious Business Families During the Holidays

Many franchise owners go into business with or employ close friends and family simply because there is an existing trust factor. As mentioned in one of our previous articles, "Family Business Perspective Matters," you don't have to be blood related to be considered a family business.

The last two months of the year offer more time together with loved ones than any other time of the year. For multi-unit franchisee business owners who view their partners, senior executives, or staff as close friends or family, this means that it often also brings a bit more of a challenge to navigating relationships and work environments. Working with close friends, family, or colleagues who have grown to feel like both, means that you are inheriting all the customary behaviors, habits, and routines that develop between those you care about. Familial-like bonds provide us with personal fulfillment outside of the office and can translate into building management teamwork in the workplace. However, the downside to personal bonds in business is, without clear expectations, role responsibilities, and performance criteria, it is an environment that can harbor attitudes of entitlement and resentment. Personal bonds often make it difficult to hold each other accountable from a business perspective. Even though we make the decision to handle working relationships with intentions of keeping it strictly business, without purposeful facilitation, it never ends up working out as planned.

Read the complete article on the Multi-Unit Franchisee Website website

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As Seen in Multi-Unit Franchisee - Succeeding at Succession

As Seen in Multi-Unit Franchisee - Succeeding at Succession

This month’s Multi-Unit Franchisee article, “Succeeding at Succession” was written by Helen Bond and features The Rawls Group’s, Kendall Rawls. Read more about how transition your business and build a successful future with succession planning in the article below.

For Wanda Sieber, what began as an ordinary phone call became a wake-up call. The person who answered the phone told Sieber that the owner of the business she'd called had died unexpectedly, adding "We don't even know if we're going to have jobs tomorrow." Putting off succession planning is not unusual for multi-unit franchisees, who are preoccupied with running their everyday business--not when they will hand over the reins, whether through careful planning or an unexpected event. And as more Baby Boomers inch into retirement, the need to plan for succession has never been more acute.

Read the complete article on the Multi-Unit Franchisee Website website

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Dan Iosue, CFP® joins The Rawls Group

Dan Iosue, CFP® joins The Rawls Group

The Rawls Group, one of the nation’s most respected business succession planning firms, is proud to welcome Dan Iosue as our newest associate. Prior to joining the Rawls Group, Dan spent more than a decade of experience in corporate leadership with Fortune 500 companies such as Panasonic and Eastman Kodak. He blends that experience with his six years as a financial planner with Morgan Stanley Smith Barney and Raymond James. 

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Webcast Replay: Turning Investment and Planning Roadblocks into Roadmaps

Webcast Replay: Turning Investment and Planning Roadblocks into Roadmaps
 

 

 

 

Turning Investment Roadblocks into Roadmaps

Click Here to Access Replay of Webcast 

Hosted by The Rawls Group - Business Succession Planners and Bernstein Private Wealth Management.

Entrepreneurs we meet often struggle with turning their vision into reality. Market fluctuations, cash flow, capital expenditures, family, ability to recruit and retain top talent, and a litany of other influences quickly take the business off course. Common questions we hear are:

  • How do I overcome roadblocks to grow my business and increase value?  
  • How can I feed the golden goose while also building personal wealth independent from the business?
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As Seen in Digital Dealer Magazine - Where Do You Fall in Your Dealership – Flintstones or Jetsons?

As Seen in Digital Dealer Magazine - Where Do You Fall in Your Dealership – Flintstones or Jetsons?

Think back to 2006. Think specifically about how technology has influenced our everyday lives. Do you remember what the business environment was like?

In the last 10 years we have grown used to having immediate access to information, and absorbing everything digitally in the moment. But when you look at the timeline of technological advances, it is shocking to realize that it has only been nine years, (yes, I said nine!), since the iPhone was released, revolutionizing the way we interact and find information. Even more of a shocker is that it was not until 2010 (only SIX years ago) that Apple released their first iPad, moving consumers from digital readers, to full functioning tablets. Now think, how prevalent are phones and tablets in our daily business and personal lives now? How have these devices changed the way you and your team conduct business? How does it impact the way your customers find and interact with you?

Read the complete article on the Dealer Magazine website

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IRS 2704 Proposed Regulations - Significant Impact on Family Business Succession Planning

The Internal Revenue Service has proposed regulation changes that impact tax consequences of stock gifts or sales to family members in a family business environment. As a result, the valuation discounts that have been a cornerstone to family business succession planning may no longer be available for certain transfers. These changes could go into effect as soon as the next 120 days

Due to the extreme change the IRS proposed legislation will have on the family business planning environment, we asked our general counsel, ShuffieldLowman, to provide an Advisory Notice detailing the impact IRS 2704 would have on planning and potential outcomes.

As always, if you should have any questions, please call us at 407-578-4455 or contact your succession planner.


Proposed Regulations Eliminate Discounts 

Bill Lowman, Shuffield Lowman Attorneys and Advisors

The Internal Revenue Service closely scrutinizes transfers between family members of stock, units, and partnership interests (“Stock”) in any corporation, limited liability company, or partnership that is family-owned (a “Family Business”). The Service has announced proposed regulations that eliminates the use of valuation discounts that would otherwise decrease the estate and gift tax value of such Stock when transferred by sale or gift to family members. If any of your clients are considering a gift or sale of Stock in a Family Business, they may want to consider taking action right away to implement the planning.

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