Commercial property for sale The Chequers, Iver High Street, Iver Anderson Estates is delighted to present this refurbished commercial shop/office available freehold. Located on the busy high street of Iver Village , formerly a pub Approximately 1840sq Feet of space, Can be used for multiple business uses. Commercial property for sale St. Margarets Court, St. Margarets Close, Iver SL0 Anderson Estates are pleased to offer this Lock up to the market. Located in the heart of Iver village, available freehold. The shop benefits from approximately 185sq Feet of space. When readers buy products and services discussed on our site, we often earn affiliate commissions that support our work. More On: Running a BusinessDo you want to sell your business? Consider these practical steps for making the process go smoothly. If you price your business too high, you'll scare away buyers. If you price it too low, you'll lose out. To figure out a range that's realistic, you can use one of several methods -- and then maybe blend the results.

For example, you can base the price on the value of the business's assets, and add in a sum for the goodwill the business has developed. Or you can see how much comparable businesses in your industry and locale have recently sold for. Or you can use an industry formula (for example, a value based on the number of units sold annually or a multiple of average earnings). Taxes can take a huge bite out of the money you receive for your business. It pays to know just how big that tax bite will be -- and to try to lower it, most likely with help from a CPA or other tax expert.Your tax bill will be influenced by two key factors: How your business is legally set up and -- in the case of a corporation or LLC -- whether you're selling the assets or the entity. Sales of all sole proprietorships and almost all partnerships are asset sales. So are the sales of many corporations and LLCs. The getting-ready process includes not only sprucing up your premises, but getting your numbers in good shape.

Consider recasting your tax-return numbers for prospective buyers. This can involve, for example, adding back to your profits discretionary expenses such as medical insurance for you and your family, travel and entertainment, business vehicles, memberships and subscriptions, and salaries and bonuses paid to family members.In recasting your tax numbers, you're not deceiving either the IRS or prospective buyers. You're simply pointing out that the buyer may prefer not to spend money on some of these items in the future. If your business is well known, word that it's for sale may be enough. Or, possibly someone close to you -- an employee, a friend, or a customer -- could be a prospect. But more likely, you'll need to reach out to a bigger pool. This often includes putting ads in newspapers and trade publications, and on business-sale websites.You may want to engage a business broker to reach more buyers, or to keep your plans from going too public too fast. Expect to pay a substantial commission.

In working out the terms of the sale, some key issues include whether you'll sell the business entity or just its assets, what assets (like a truck) you want to keep, and how the buyer will pay you (usually, a down payment plus installments).business for sale waverly iowa You'll need to put the deal in writing. office handyman services singaporeAmong other things, your agreement should list and value the assets the buyer is purchasing, list any contracts the buyer is assuming, and include protections that assure you'll get paid the full sale price. business for sale bingleyIf you attempt the first draft of the sales agreement yourself, have it reviewed by a business lawyer to make sure you've covered all the bases.

The closing is the meeting at which you transfer the business to the buyer. To reduce last-minute hassles, make a checklist of all the papers you and the buyer will need to bring -- everything from the documents and money associated with the transfer to your alarm codes, keys, and customer lists. After the sale, you and the buyer need to jointly complete IRS Form 8594, Asset Acquisition Statement and file it with your tax returns for the year of sale. Nolo's book, The Complete Guide to Selling a Business, by Fred S. Steingold (Nolo), guides you through the entire selling process. It includes a CD-ROM that helps you create crucial legal documents, including the sales agreement, a confidentiality letter, promissory notes and security agreements, noncompete and consulting agreements, and closing checklists. Or if you'd prefer to hire a lawyer for help with this document-intensive process, Nolo's Lawyer Directory will provide you with detailed personal profiles of lawyers in your area -- all of whom have taken a pledge to treat their clients with respect.

Nevertheless, there are ways to make markets in software-related services that capture something like indirect sale value. are five known and two speculative models of this kind (more may be developed in the future). In this model, you use open-source software to create or maintain a market position for proprietary software that generates a directIn the most common variant, open-source client software enables sales of server software, or subscription/advertising revenue associated with a portal site. Netscape Communications, Inc. was pursuing this strategy when it open-sourced the Mozilla browser in early 1998. The browser side of their business was at 13% of revenues and dropping when Microsoft first shipped Internet Explorer. Intensive marketing of IE (and shady bundling practices that would later become the central issue of an antitrust lawsuit) quickly ate into Netscape's browser market share, creating concern that Microsoft intended to monopolize the browser

market and then use de-facto control of HTML to drive Netscape out of By open-sourcing the still-widely-popular Netscape browser, Netscape effectively denied Microsoft the possibility of a browser monopoly. They expected that open-source collaboration would accelerate the development and debugging of the browser, and hoped that Microsoft's IE would be reduced to playing catch-up and prevented from exclusivelyIn November 1998 Netscape actually began to regain business-market share from IE. By the time Netscape was acquired by AOL in early 1999, the competitive advantage of keeping Mozilla in play was sufficiently clear that one of AOL's first public commitments was to continue supporting the Mozilla project, even though it was still in alpha stage. This model is for hardware manufacturers (hardware, in this context, includes anything from Ethernet or other peripheral boards all the way up to entire computer systems).

Market pressures have forced hardware companies to write and maintain software (from device drivers through configuration tools all the way up to the level of entire operating systems), but the software itself is not a profit center. overhead -- often a substantial one. In this situation, opening source is a no-brainer. stream to lose, so there's no downside. What the vendor gains is a dramatically larger developer pool, more rapid and flexible response to customer needs, and better reliability through peer review. gets ports to other environments for free. It probably also gains increased customer loyalty as its customers' technical staffs put increasing amounts of time into the code to do the customizations they There are a couple of vendor objections commonly raised specifically to open-sourcing hardware drivers. Rather than mix them with discussion of more general issues here, I have written an appendix specifically on this topic.

The `future-proofing' effect of open source is particularly strong with respect to widget frosting. Hardware products have a finite production and support lifetime; after that, the customers are onBut if they have access to driver source and can patch them as needed, they're more likely to be happier repeat customers of A very dramatic example of adopting the widget frosting model was Apple Computer's decision in mid-March 1999 to open-source "Darwin", the core of their MacOSX server operating system. In this model, one open-sources software to create a market position not for closed software (as in the Loss-Leader/Market-Positioner case) (I used to call this `Give Away the Razor, Sell Razor Blades', The coupling is not really as tight as the razor/razor-blade analogy This is what Red Hat and other Linux distributors do. actually selling is not the software, the bits itself, but the value added by assembling and testing a running operating system that is

warranted (if only implicitly) to be merchantable and to be plug-compatible with other operating systems carrying the same brand. Other elements of their value proposition include free installation support and the provision of options for continuing support contracts. The market-building effect of open source can be extremely powerful, especially for companies which are inevitably in a service positionOne very instructive recent case is Digital Creations, a website-design house started up in 1998 that specializes in complex database and transaction sites. Their major tool, the intellectual-property crown jewels of the company, is an object publisher that has been through several names and incarnations but is now called Zope. When the Digital Creations people went looking for venture capital, the VC they brought in carefully evaluated their prospective market niche, their people, and their tools. He then recommended that

Digital Creations take Zope to open source. By traditional software-industry standards, this looks like anConventional business-school wisdom has it that core intellectual property like Zope is a company's crown jewels, never under any circumstances to be given away. But the VC had twoOne is that Zope's true core asset is actually the brains and skills of its people. The second is that Zope is likely to generate more value as a market-builder than as a secret tool. To see this, compare two scenarios. In the conventional one, Zope remains Digital Creations's secret weapon. Let's stipulate that it's a very effective one. As a result, the firm will able to deliver superior quality on short schedules -- but nobody knows that. It will be easy to satisfy customers, but harder to build a customer base to begin with. The VC, instead, saw that open-sourcing Zope could be critical advertising for Digital Creations's real asset -- its people.

He expected that customers evaluating Zope would consider it more efficient to hire the experts than to develop in-house Zope expertise. One of the Zope principals has since confirmed very publicly that their open-source strategy has "opened many doors we wouldn't have gotPotential customers do indeed respond to the logic of the situation -- and Digital Creations, accordingly, is prospering. Another up-to-the-minute example isThis company sells support contracts for turnkey Internet server software that is open-source, a customizedOne of the principals, describing the spread of free downloads ``Most companies would consider that software piracy; In this model, you sell accessories for open-source software. low end, mugs and T-shirts; at the high end, professionally-edited and O'Reilly Associates, publishers of many excellent references volumes on open-source software, is a good example of an accessorizingO'Reilly actually hires and supports well-known open-source

hackers (such as Larry Wall and Brian Behlendorf) as a way of building its reputation in its chosen market. In this model, you release software in binaries and source with a closed license, but one that includes an expiration date on theFor example, you might write a license that permits free redistribution, forbids commercial use without fee, and guarantees that the software come under GPL terms a year after release or if the vendor folds. Under this model, customers can ensure that the product is customizable to their needs, because they have the source. product is future-proofed -- the license guarantees that an open source community can take over the product if the original company Because the sale price and volume are based on these customer expectations, the original company should enjoy enhanced revenues from its product versus releasing it with an exclusively closed sourceFurthermore, as older code is GPLed, it will get serious peer

review, bug fixes, and minor features, which removes some of the 75% maintainance burden on the originator. This model has been successfully pursued by Aladdin Enterprises, makers of the popular Ghostscript program (a PostScript interpreter that can translate to the native languages of many printers). The main drawback of this model is that the closure provisions tend to inhibit peer review and participation early in the product cycle, precisely when they are needed most. This is a speculative business model. You open-source a software technology, retain a test suite or set of compatibility criteria, then sell users a brand certifying that their implementation of the technology is compatible with all others wearing the brand. (This is how Sun Microsystems ought to be handling Java and Jini.) This is another speculative business model. Imagine something like aThe value is neither in the client software nor the server but in providing objectively reliable