Closing the deal might feel like the finish line. In reality, it’s just the beginning.
Picture this: You’ve just acquired a business you’ve spent months evaluating. You’re excited, motivated, and ready to make it your own. But as the dust settles, reality kicks in. The employees are looking to you for direction. Customers expect consistency. And any wrong move could cost you time, trust, or money.
That’s why the first 90 days matter so much. It’s your opportunity to show leadership, protect the company’s momentum, and build the relationships that will shape your long-term success. Owners who take this window seriously tend to avoid costly setbacks—and tend to grow faster down the line.
Start by Listening, Not Leading
You might be tempted to fix things right away. But don’t rush it. Step one is learning how the business really runs.
Spend your first few weeks observing. Ask your employees what works and what doesn’t. Sit in on meetings. Shadow daily operations. Watch how customers are handled and how decisions are made.
Just because you own it doesn’t mean you know it—yet.
At Murphy Business Sales Tampa, we walk buyers through this transition phase as part of ourmergers and acquisitions support. Closing the deal is only half the equation. Keeping the business steady afterward is the other half.
Employees Want Clarity, Not Chaos
While you’re celebrating the deal, your employees are asking: What does this mean for me?
If they don’t get answers, they fill in the blanks themselves—and that rarely works in your favor. They need to see you, hear from you, and feel some stability.
Introduce yourself. Learn their names. Show up on time. Be transparent, even when you’re still figuring things out. Small, consistent actions go a long way.
One Tampa buyer we worked with lost three key employees in the first month. Why? They didn’t talk to the staff. They assumed everyone would just stay on board. Now, we build post-close communication into everymergers and acquisitions plan we create.
Clients Expect Business as Usual
Customers aren’t thinking about your ownership transition. They care about one thing: whether they’re getting the same service they’ve always received.
Don’t change pricing. Don’t change delivery schedules. Don’t change policies—at least not yet. Let people feel like nothing’s changed. That’s how you avoid churn and keep revenue steady while you find your footing.
One local buyer told us they didn’t touch anything for six months. The result? Zero customer loss.
Use a 30-60-90 Plan to Stay Focused
Here’s how to break your first three months into clear phases:
Days 1–30
Watch and listen
Meet the team, vendors, and clients
Sit in on operations without interfering
Learn how money flows and who holds key roles
Days 31–60
Start identifying inefficiencies
Review contracts, systems, and tools
Spot high-performers quietly
Keep communication consistent
Days 61–90
Test one or two small changes
Align your long-term goals with reality
Set clear 6- and 12-month priorities
Draft your internal roadmap
Begin shaping your leadership presence
This approach helps you act with confidence without overwhelming the business.
Avoid the Most Common Mistake
What’s the biggest misstep new owners make? Trying to prove themselves too fast.
It usually looks like this: new systems rolled out before anyone asks for them. Long-time staff getting replaced without warning. Branding changes that confuse loyal customers.
These moves feel bold—but they rarely land well. Change without context creates anxiety. And anxious teams don’t perform well.
Instead, show people they can count on you. Be predictable. Be present. Make it clear that you care more about stability than ego. Once you’ve earned trust, you’ll have more room to lead real change.
Get Support That Extends Beyond Closing
Buying a business is a bold step. But stepping into ownership doesn’t have to mean stepping in blind.
At Murphy Business Sales Tampa, we don’t stop at closing. We help buyers build a realistic, confident plan for the first 90 days and beyond—whether it’s team onboarding, client retention, or early growth strategy. Our M&A support is designed to help you move forward without losing traction.
If you’ve recently acquired a business—or you’re planning to—let’s talk about what comes next.Explore our mergers and acquisitions services to see how we can help you succeed right from day one.
When it’s time to sell your business, it’s easy to assume the best offer is the biggest one. And for some owners, that’s true. But for others, the question isn’t just how much—it’s who.
At Murphy Business Sales Tampa, we work with business owners who care deeply about what happens after the sale. They want to protect their employees, their brand, the integrity, and the Legacy of what they’ve built. They don’t just want to cash out—they want to feel good about the handoff.
So, can you choose a buyer based on values instead of just price? Absolutely. And in many cases, it’s the smartest decision you can make.
It’s More Than a Business. It’s Personal.
You’ve put years—maybe decades—into building something meaningful. You know your customers. You’ve trained your team. You’ve created systems, solved problems, and earned trust.
Selling isn’t just a financial move. It’s a personal one.
That’s why many sellers don’t feel right accepting the highest offer if the buyer doesn’t feel like a fit. If they don’t seem to care about the people or the brand. If they talk about cutting corners or slashing staff.
Wanting to choose someone who respects what you’ve built isn’t emotional—it’s practical. It’s your business. It’s the Legacy you built. You’re allowed to care what happens next.
When the buyer shares your values, everything goes more smoothly. The training period is more collaborative. Your employees are more likely to stay. And the new owner is more likely to preserve what works instead of breaking it down.
That trust makes a difference—not just in the transaction, but in how you feel afterward. We’ve seen many sellers turn down a slightly higher offer because they had more confidence in the buyer who cared about the business itself—not just the financials.
And months later? They had no regrets.
The Highest Offer Isn’t Always the Best Offer
Let’s say one buyer offers $1.3 million. Another offers $1.15 million but has industry experience, wants to keep your staff, and believes in your brand.
Do you take the top dollar—or the buyer who feels like the right fit?
It depends on your goals. But if you’re someone who wants peace of mind after the sale, a smooth handoff, and a buyer who respects your legacy—the best deal might not be the biggest check.
We can help you weigh those trade-offs honestly. Reach out and let’s talk through your priorities.
How to Spot a Values-Aligned Buyer
You can usually tell early on. Look for buyers who:
Ask about your team and culture
Want to learn how the business works—not just what the numbers say
Show curiosity about your brand and how you serve your customers
Are upfront about what they plan to change (or keep)
Value what you’ve built instead of trying to replace it immediately
If you feel like you’re on the same page, that’s a good sign. If you’re uneasy during the first few conversations, trust that feeling too.
Trust Your Gut—It’s Still Your Business
Choosing a buyer isn’t just about the sale—it’s about the next chapter for everything you’ve built. If you’ve worked hard to create a business you’re proud of, you have every right to care what happens next.
At Murphy Business Sales Tampa, we help business owners navigate not just the numbers, but the relationships. We’re here to support sellers who care about legacy, people, and long-term impact—not just price tags.
If you’re getting offers and unsure what direction to take, contact us today. We’ll help you make a decision that feels right—not just looks good on paper.
The buzz is that if you are a Baby Boomer and you want to sell your business in the next few years, then you are in the majority. You are not the only Baby Boomer and will possibly have your business compete against many more similar businesses in both model and industry. In order to be well-prepared, you will need a proper valuation. Establishing a baseline value of your business will help you overcome weak areas that keep you up at night. Why would a buyer want to buy your problems? Some savvy entrepreneurs will want your problems, but most will not.
Check out our short video on the different types of Valuations.
Roger Murphy, our CEO, explains the different types of valuations we provide.
When you’re hoping to sell your business there are a number of things to be concerned about. There are a few ways you can get a step-up on your buyer and anticipate their moves before they have thought them up themselves. If you want to swim with the piranhas you’re going to have to nip a few toes; if you want to sell your business, you’re going to need to think like your buyer.
Understand what the buyer is after – One of human beings greatest faults and one of the things which every business seller can be at fault of is being too rooted in your own self-interest. If you would take yourself out of the equation for a moment, you’ll likely find that your deal is skewed towards your own interests; at least in your own mind. Think about what the buyer is after; what could make this deal impossible for them to say no to? If all business sellers would simply take a minute and put themselves in their buyer’s shoes they may find that the work is done for them. The schematics of the deal will fall into place effortlessly if you let them.
Be Upfront when selling your business – You would hate to be trying to hide something negative about your business; be it the structure of the building, last year’s receipts, inflated accounting or anything else; only for this to be revealed later on and to be bitten by it down the road. Rather than fight that fight, be upfront. Not only does this tactic save time on the vetting; then the buyer is a lot more likely to be straight with you. You can know sooner if this deal is a good fit or if the time has come to part ways.
If you’re able to be flexible with financing, be flexible! – Financing is another bugaboo. If you’re the outright owner and are able to be flexible with financing you may as well offer that up as an option. This may allow you to keep your hand in the kitty just a little longer and enjoy continued fruits of your labor. Be wary of the hostile takeover – Don’t be too nice. If you feel as though you’re being stepped on, best to revert to a defensive pose.
It’s also a good idea to have a trusted partner on your side to help broker the deal.
An established business has much to offer a prospective buyer. A proven product or service exists, as well as a customer base. Typically, there are experienced employees and managers in place (and many choose to remain with the company after the sale is complete). There is a cash flow from the first day the buyer takes over the business. The company is already accustomed to paying its debt service in addition to a reasonable salary for the owner. The following are some of the things that will make your business stand out and be attractive to buyers:
Proven verifiable books and records, tax returns
Reasonable Price
Leverage and terms, They want to use bank financing, owner financing and as little of their own money as possible
Solid, verifiable cash flow
Furniture Fixtures and Equipment properly valued and in good condition
Positive appearance of facility, good reputation
Favorable lease and lease options
Training, transition period with the seller
Covenant not to compete, non-solicitation agreement
Prospective business buyers often make the terrible mistake of being overzealous when talking with a seller for the first time. I get it; you’re excited. Perhaps you have spent a ton of time looking at listings and do not want to waste any time on potential businesses that fail to meet your criteria. However, what you say and how you come across when you first engage a seller is critically important and sets the tone for continued discussions.
Can’t We Just Get Along
Your initial goal is to introduce yourself to the seller/business and get a general idea of how it operates. Your first conversation should be to outline what you are looking for in a business, as well as to convey that you are a serious buyer. It is also the time to get a first impression of the other party. Before a seller will divulge any material information, you will be required to execute a non-disclosure agreement and moreover, it is something you should immediately offer to do for the seller. It will put them at ease that you are: a) familiar with the process, and; b) sincere about your intentions.
Don’t be A Bully
There is no bigger turn off than a buyer who comes across as overbearing or a know-it-all, or who acts rudely and immediately requests detailed financial or other confidential information. The process to buy a business is just that a process with specific steps along the way, including the dissemination of information pertinent to making a decision. It all comes in due time and each seller may have a different agenda for giving you that information. Be patient and sensitive to the fact that this may be new to them as well.
Key Questions To Ask The Seller
There are numerous key questions to ask every seller, including:
What is the history of the business?
What are their day-to-day responsibilities?
What challenges do they face?
What have they done to grow the business?
Why are they selling the business?
Are there any key customers, suppliers, or employees?
Can the lease be easily transferred to another party?
What special licenses (if any) are needed to run the business?
How did they arrive at their asking price?
Are they willing to finance part of the deal?
What training will they provide?
Who are their main competitors?
Do Your Research
Parallel to the seller questions is learning about the industry. The Internet is the greatest tool to come along for buyers. There is a wealth of detailed information on every industry but keep in mind that you are probably looking at a local business so do not go overboard with global trends or using billion dollar companies as a comparison that will have zero impact on the business you are evaluating.
The Goal Early On
In the early stages of evaluating the business, there are three key questions you should ask yourself:
Do I like the business?
Can I see myself running it?
Do I trust the seller?
Buying a business is a huge responsibility and it will change your life. Its important to do your due diligence, get to know the seller, as well as gain a very clear understanding as to what you’re getting yourself into. Buying a business is also an exciting opportunity. This is your chance to be your own boss, grow a company and make it your own.
About The Author
Richard Parker is the author of How To Buy A Good Business At A Great Price, the most widely used reference resource and strategy guide for buying a business. He has purchased ten businesses in his career and has helped thousands of prospective buyers worldwide learn how to buy the right business for sale. He is also founder and President of Diomo Corporation – The Business Buyer Resource Center.
