Aside from you, your business partners, and your family, there are other key people who play critical roles in the business planning process. The reality is you need a team of advisors, which may include your attorney, accountant, financial professional, property and casualty agent, and banker, to effectively manage and protect your business interests.

For many entrepreneurs, their business provides a means of employment and income as well as an outlet of their passion and desire for an independent lifestyle. However, many business owners don’t realize that their business is, in actuality, an asset that should one day be monetized for their financial benefit and that of their family.

Because business owners don’t often think of their business as an asset, they don’t manage it as an asset. While they may focus on running the business successfully, they don’t focus on growing its value. Instead, they treat the business like a job, and as long as it’s generating sufficient income to support their lifestyle, then it’s considered a success.

By not treating your business like an asset, you could be missing out on growth opportunities today and the potential for a more financially flexible life tomorrow.

How do you know if you treat your business like a job?

If you are a business owner looking to retire, you may face some challenges.

Instead of selling or transferring the enterprise, you may be forced to liquidate your business. Indeed, only 25 percent of new businesses make it to 15 years or more, according to the Bureau of Labor Statistics. And liquidation can often mean getting less than 100 percent of a business’s value. And, since many business owners have a substantial amount of their net worth intertwined with their business, that can have negative implications for their retirement.

As a business owner — whether a 100 percent owner or part owner — it’s important to recognize that your business needs to be accounted for as part of a good estate plan.

Of course, everyone should have an estate plan in place to cover the distribution of assets and take care of family or loved ones. But, for a business owner, additional thought needs to be given to the operation and future success of the enterprise.

Here are four areas in which a business owner’s planning is unique:

Think about where you sit on your company’s organizational chart.

• Are you at the top and all your key managers and employees cascade like a waterfall underneath?

• Or are you stuck in the middle and everyone and everything simply orbits around you?

If the answer is the latter, then you most likely have an owner-dependent business.

Owner dependency is one of the bigger risks that exist in small businesses today. And most likely the reason you won’t receive full value for your business when the time comes to sell, assuming you can even sell it at all.

Retirement savings plans consistently rank among the top employee benefits, but despite their popularity with workers, they have gained a reputation among employers for being costly and complex.

As a result, many small- and midsize-business owners avoid offering a retirement benefit altogether, believing they lack the budget, resources, and expertise to effectively manage a high-quality plan.

This can be a missed opportunity, especially when it comes to attracting and retaining talent. Fortunately, there is a solution that is making retirement plans easier and more affordable for businesses of all sizes: Pooled Employer Plans (PEPs).

Being a parent, especially a new parent, can certainly be stressful. Many moms and dads struggle to get enough sleep, manage mealtimes, help with homework, and make sure their kids get to school and all their extracurricular activities on time, all while juggling their own careers or supporting a spouse’s career. And employees who bring stress from home into the office can’t do their best work. So, what can employers and businesses do to make balancing kids and career easier by providing a great workplace for parents?

They can adopt policies that act to the mutual advantage of both their workers and themselves. These can cover areas like:

• Location and schedule flexibility

• Robust leave policies

• Useful insurance options

We’ve all heard stories of contested wills and disinherited ne’er-do-wells among the rich and famous. Hollywood has used this storyline countless times, creating a motive for the bad guy or a righteous quest for good. It makes for great theater and even better supermarket tabloid headlines, but for the rest of us, it’s something we actively seek to avoid.

In theory, providing equal shares of your estate to your children is a case of simple math. Add up the assets and divide by the number of kids. But the problem for business owners is that the business, often the estate’s largest asset, is illiquid. There’s no cash to divvy up. And if the business is to be passed down to the next generation — specifically to those actively involved in the business — how do you make the others "whole" while keeping the business in one piece?

Before you embark on a strategy to make your business more valuable and transferable, be sure to identify and correct the risks that might threaten your company’s success.

“All of that work is futile if you don’t de-risk the business first,” said Brian Trzcinski, the director of business market development at MassMutual. Look for red flags that can indicate potential threats and take action to help eliminate any that may interfere with your plans to grow and monetize your business.

Baby boomers own approximately 4.5 million businesses with employees in the United States, and it’s estimated that 70 percent of these owners will be retiring over the next decade. According to the 2022 MassMutual Business Owner Perspectives Study, 60 percent of today’s owners say selling their businesses is their preferred exit strategy.

The problem? Historically, 75–80 percent of businesses that get put up for sale never sell.

So why do so few businesses transact? Simple. The business (and the owner) isn’t ready.

There’s one question many small business owners ask themselves everyday: “What is the true value of my business?”

It’s an important question because, whether you realize it or not, the value of your business will have a big impact on both personal and professional aspects of your life. So, knowing the answer is vitally important.

When it comes time to sell or transfer your business, what is the best way for you to do it? You have several options at your disposal, from giving it away, to going public, to doing nothing. Each comes with its own rewards, and pitfalls, that you should take into account as you develop your business succession and estate plans.

Employee retention is critical to a healthy, well-functioning business. That’s because employee turnover costs you — in terms of money, productivity and morale.

So how do you hang on to the good employees? Sure, there are some things that as employers you can’t control. But you have a larger influence than you may think.

The Supreme Court recently ruled that life insurance proceeds received by a corporation to cover the repurchase of the deceased shareholder’s stock interest must be included in the value of the corporation for federal estate tax purposes. Those proceeds are not offset by the corporation’s obligation to repurchase the deceased shareholder’s stock.

Issues arise when business owners don’t face the fact that one day they won’t be around to run their business. While many owners have their children’s best interests in mind, their intentions and visions don’t always necessarily align with the reality as seen through the next generation’s eyes. A lot of it has to do with transparency, reasonableness, communication, and a willingness to compromise for the future success of the business and the continued harmony in the family.

You have built your business with the hopes that it will withstand the test of time. Unfortunately, there are a lot of elements out of your control that can affect the success of your business such as death or disability. It is possible to plan for these contingencies and ensure that both your business and the well-being of your family are able to survive an unforeseen event.

One day you’ll sell your business or transfer it to the next generation. You have a succession plan, so you have a good idea who will be eventually taking over, when the planned sale or transition will take place, and how much money you will have after the deal closes.

Regardless of when you plan to sell the business and to whom, it’s important to put a strategy into place now, for how you will manage the proceeds from the sale. This is especially important when the sale of the business is the culmination of a career, and the beginning of your retirement.

Here’s an interesting juxtaposition: According to the 2022 MassMutual Business Owner Perspectives Study, the top goal for business owners upon exiting their business is to maintain their current standard of living in retirement; yet, transitioning ownership when the business owner is ready to retire is ranked last in terms of importance and priority.

What might be the explanation for this? It could be because:

— Nearly half of the business owners we surveyed either plan to work in their business beyond 10 years from now or they have no idea when they plan to retire.

— Two-thirds are waiting for the right buyer to come along.

— Most say it will be an almost even split between funding retirement with both the business and the assets outside the business.

Businesses go through several stages. When they reach the growth stage, they may require additional financing above and beyond what the owner has saved or what friends and family can offer. These improvements may include increasing inventory, retooling existing or purchasing new equipment, expanding the building, or developing a new market.

In fact, a recent Forbes Advisor survey sought to identify how business owners used funds from their business loans. The most common use of the funds was for business expansion, with 42 percent selecting this option. Equipment purchases came in second, cited by 29 percent of respondents, followed closely by marketing and advertising, business franchising, and commercial real estate purchases/remodeling.

As you develop a plan for your eventual exit from the business, it is important to consider those risks that may impede your ability to step away when you are ready and limit the value you hope to receive from the business. With proper preparedness, you can exit the business on your terms, no matter when that time comes.