Why Positioning Is the Hidden Power Behind Business Valuation
When it comes to preparing your business for sale, most owners are obsessed with numbers – revenue, profit, EBITDA. But there’s something else, something that doesn’t show up on your balance sheet, that could be adding (or losing) serious value.
It’s your positioning – and in the latest Exit Insights episode, Darryl Bates-Brownsword and Kevin Harrington shine a light on how this invisible asset can increase your business valuation by 20–30%.
Read more: Intangible Assets: Why Positioning Is a Business Game-Changer with Kevin Harrington???? The Real Worth of “Goodwill”
Back in the day, businesses were valued mostly on tangible assets. Today, goodwill – what your business is known for, how it operates, how it shows up in the market –makes up to 80% of your value. And positioning sits at the heart of that.
“Positioning isn’t a branding exercise – it’s a valuation strategy.”
???? Stand Out or Fade Out
In a sea of “me-too” service providers, positioning is how you become memorable. Kevin shares the 95/5 rule: only 5% of people are ready to buy now – but 95% will be ready someday. If they don’t know what makes you different, they’ll forget you.
???? A Real Asset (Just Not on the Balance Sheet)
When your positioning is strong:
- Customers know what you stand for
- Your business is less reliant on individuals
- You can charge more, because people understand your value
And perhaps most importantly for business owners thinking of exit – it makes you easier to buy.
???? If You Want to Exit on Your Terms…
Start investing in positioning today. It may take 6–12 months to see the results, but the long-term gain – in cash flow, business independence, and ultimate valuation – is undeniable.
???? Show Notes
Key Topics Discussed:
- What are intangible assets, and why positioning leads the pack
- The shift from balance-sheet to goodwill-based valuations
- The 95/5 rule and why most marketing misses the mark
- How to differentiate in saturated markets
- Positioning as a tool for reducing owner-dependence
- Real-world examples from supermarkets, legal firms, and consumer electronics
Actionable Tips:
- Identify what makes your business different—product, service, market, or pricing
- Create consistent messaging for your team and market
- Don’t just market to the 5% who are ready now—nurture the 95% for later
- Get external help if positioning isn’t your strength
Tools & Resources:
- During this episode, Darryl refers to a previous podcast episode: Unleashing the Power of Intangible Assets: A Practical Guide for Entrepreneurs with Andrew Sherman – which can be found here: https://open.spotify.com/episode/4hoa7PkjO70rdUNYWMnVew?si=9049e621bfd64e44
- Gong’s case study on 95% marketing strategy
- Practical exercises for understanding spontaneous brand recall
Transcript
Darryl Bates-Brownsword (00:00)
Welcome to the podcast that’s dedicated to helping business owners maximize the value of their business so they can exit on their terms when they’re ready. This is the Exit Insights podcast presented by Fabric Business Solutions. I’m Darryl Bates-Brownsword and today I’m joined by my, I was going to say partner in crime, but that’s probably not going to work. Kevin, thanks for joining me today.
Kevin Harrington (00:19)
Hi, Darryl, it’s good to be back.
Darryl Bates-Brownsword (00:23)
It’s always good fun doing these things. So what are we talking about today? Well, one of the things that we are often waffling on about is how to build the intangible assets of your business. what it struck us to perhaps we should explain what are intangible assets and, dig into each of the intangible assets or a number of the intangible assets, because we’re never going to get all of them.
and how they add value to your business and how having conscious plans in place around building the intangible assets, how it will actually make your life easier. So how’s that sound for a plan, Kevin?
Kevin Harrington (01:01)
I think our only problem is will we have enough time to get through it all?
Darryl Bates-Brownsword (01:04)
Well, not in one episode, I’m sure.
So.
Kevin Harrington (01:06)
Well,
let’s make this episodic then. So we’ll do a few and the whole area of intangible assets is for some people, it’s a complete mystery and they’re going to be thinking what are you on about? For some people, they might be very conversant on it. So really what our ambition is, is to quickly explain what we mean as intangible assets and the sorts of things they are and then focus on one for this episode.
Darryl Bates-Brownsword (01:30)
Yeah. And the whole idea being intangible assets, they don’t sit on your balance sheet. So they’re often not only intangible, but invisible because they’re not on the balance sheet. They’re not normally reported on. So they’re often not consciously thought about. So if we bring them to the awareness and start talking about them, then business owners out there can get started going, well, I’ve got a bit of a plan on that. I can be more deliberate about it. And the more deliberate I am about it,
the more I can document it and include it as part of my business operations and my business planning, then I’ll get the leverage from it and it will actually contribute to the valuation of my business because it’s not just incidental, it’s absolutely deliberate. So.
Kevin Harrington (02:12)
Yeah, indeed. Suddenly flashed through my mind then, I was thinking about accountants and I was thinking about balance sheets. I was thinking as an individual, if your value and worth and potential were summed up by your bank accounts, and what your accountant might say about you, it be missing quite a few things, wouldn’t it? It’d be missing a whole bunch of things about the relationships you have, the knowledge, the intellectual property you’ve got in your brain that’s capable of doing things that…
Darryl Bates-Brownsword (02:32)
Absolutely.
Okay.
Kevin Harrington (02:41)
that doesn’t feature on your bank statements or any other financial statement.
Darryl Bates-Brownsword (02:46)
Yeah, and I’m just looking at the book there and trying to find it.
Now I’ve been thinking about this for many years, but I remember one conversation I had on the podcast a couple of years ago. Sherman.
We’ll link it in the show notes for you. But he, Andrew Sherman, I think it was, he was telling me about 30 or 40 years ago, the way business valuations worked and how, or maybe it was even 40, 50 years ago. Whereas, you know, people were buying businesses and are based, the valuation was based pretty much, hoping I’m remembering this correctly, but the valuation was pretty much based on the balance sheet value of the business.
And businesses started selling for a bit more than that. And the accounting profession needed to figure out a way to go, hang on, why did this business sell for more than what the book value is or the balance sheet value of the business? And they came up with the term goodwill. So goodwill was applied to the value of how the business sold for more than the book value. And that was 10 or 15 % higher. So they’d call that goodwill.
Now that was 40 or 50 years ago. Today, if you have a look at the valuations of the business, now the economy’s changed and the business structures have changed a lot as well. But if you have a look at how businesses are valued now compared to the book value or the balance sheet value, you’ll notice that what happens is it’s more like 70 or 80 % of the business value is goodwill. Now, why is that? What contributes to the business?
for the valuation to be so much higher than the book value. Well, what are the assets nowadays and a lot of service-based businesses, the hard assets, the physical assets that are on the balance sheet and like desks and chairs and computers and the value that is contributed or built to clients is almost nothing to do with those things. They are just tools, much like a carpenter or a builder will build a house.
They’ll have a whole lot of tools, but the tools themselves just help them do that and do it faster and easier. It’s the skills in knowing what to do with those tools that makes all the difference. And that’s where businesses are at today. And I think the best way to explain that is to, let’s talk about some of the intangible assets that we’re continually talking about and dig into them so that you know how to apply the…
Kevin Harrington (04:54)
Mm-hmm.
Darryl Bates-Brownsword (05:08)
this thinking around intangible assets in your business and get the leverage from it. So let’s have a look. I think one of the big ones, Kevin, is you’ve got a lot of knowledge and skills and experience in is positioning in the marketplace.
Kevin Harrington (05:23)
Yeah, it’s okay. Let’s kick off with positioning. So what do we mean about by positioning? We’ll start there. I guess. Initially, it’s how you choose your business to be perceived in a marketplace. That’s really where it starts off with. And then it’s all the bits around it that support the Do you have a logo? Do you have a published mission or
Do all your team have the same words on the tip of their tongue when they’re going out and talking to And the problem SMEs, especially when they’re getting going, is mostly, it feels hand to mouth and very little positioning tends to go At the very outset, before you go live, people will spend a disproportionate amount of time arguing about what their website looks like.
And then the moment the bills are coming in for that website and everything and they’re starting to trade, the thinking about where the business should be positioned takes back seat. And the problem here is if you don’t explain to the marketplace who you are and what you stand for, and what your ambitions are and what you everyone else will go around making it up for you.
So this is a double-pronged issue, one. One’s around, you really want the marketplace deciding what you are what you and getting it wrong? So everyone you meet or talk to ends up with a slightly different impression. And in the end it’s, they’re nice people, they do this. no, I thought they did that and so on. And it’s a diluted other end of that, the other pointy bit of it is that
it’s missing this huge opportunity of having everyone promoting your business. Because if everyone got the same message, however it delivered, what would happen is that you’d hear it multiple times and you go, yeah, I know that. And they’re really gonna, in I’ve even started dealing with them. But there’s a 95-5 rule in selling, in business and marketing. And it states very simply from academic research that
95 % of people aren’t in the market for what you’ve got.
That’s 19 out of 20 people. And so we’re all chasing around, aren’t we, for the one in 20, the 5%. And we’re trying to market to them. And this, think, is a real, real danger. It’s a real bear pit for startup businesses. Market is hard, you like, against the people that are in the market. What are you doing? All you’re doing is getting leads that…
hopefully convert efficiently, but you’re doing nothing about positioning your for the other 95 % for when they come into being an active customer, actively in the market. And I’ll just cite case study. There was a company called Gong who a revenue intelligence agency. So it’s kind of an online that when they launched, they spent the first only positioning stories to the 95%.
only. So they weren’t going for the people that were actively in the market, they were putting out content led around around what they do in the marketplace they’re in that was helpful to the And it was building up that kind of brand equity in the that still coming in for them to this day, because they spent a year not actively hounding people that are in the market.
Darryl Bates-Brownsword (08:49)
Well, so where are we at with positioning? That’s it. People don’t talk about the same thing. They don’t talk about normal, do they? They talk about people who are outliers or who are different. That’s what positioning is all about. You know, in most marketplaces, they’re crowded. They’re markets. If we, we, we, we look at toothpaste, I don’t know, we look at coffee cups, we look at accountants, we look at lawyers.
You know, most of them are out there going, hey, look, we provide a good service. Our people are really good. And we’re middle of the pack price that just blends in the middle with every, every category it blends in the middle. So, so if we’re blending in the middle, we’re the same as everyone else. No one’s going to talk about us. Cause there’s nothing different about us. What we need to do with positioning is go what’s different about us. What, what is different about it? Is it our product that’s different? Is it the market we service that’s different?
Is it the way we service the market that’s different or is it our pricing that’s different? And a really good example that I can always think of that we can all relate to is perhaps supermarkets. And here in the UK, if we’re talking about supermarkets, when we go, hey, what’s different about Lidl and Aldi? Well, their price, their leading difference is that they’re saying, hey, look, we’re the cheapest out there. So if we’re the cheapest out there, their product, their market, their service,
or needs to support that price leading positioning strategy. So what is the service you would, if they’re the cheapest product, if they sell their cheapest supermarket, what level of service would you expect to support cheapest?
Kevin Harrington (10:23)
Well, it’s a fairly obvious answer, isn’t it? You don’t expect the best service. You you expect the best service in a waitrose, perhaps, and you wouldn’t expect the best service in Aldi or Lidl. though, what happens in a marketplace, if people don’t really, really work hard on this, they end up approximating to each other on everything. So I can walk around the supermarket and see people going,
Darryl Bates-Brownsword (10:24)
Hopefully…
And that’s happening.
Kevin Harrington (10:49)
Price matching LD.
Darryl Bates-Brownsword (10:51)
Insane, isn’t it?
Kevin Harrington (10:52)
Yeah,
you know, eventually they all become the same. And, you know, I’m genuinely thrilled and amused that in one sentence, you were sort of comparing law firms and coffee cups. That was wonderful. You know, perhaps one day they will be seen the same as It’s very good. ⁓ In fact, we could use that in our promotional stuff, But, yeah.
Darryl Bates-Brownsword (11:08)
You never know.
Kevin Harrington (11:15)
The thing is now we used to go to a shop and buy our groceries and we used to go to a petrol station and buy our And now we can go to the supermarket and get petrol and we go to the petrol station and do our weekly managed to make things all very much the and with very similar offers. And what we’re saying you’ve got to stand and you’ve got to do something that makes you uniquely We were dealing with a coffee cup
company a while ago, no law firm, sorry, absolutely distinguished by talking about how they simplified and graphically presented things. And that that was different. You I look back at them and I remember them for imagery and simplicity of communication and complete plain
Darryl Bates-Brownsword (11:59)
Yeah.
Kevin Harrington (12:01)
Isn’t that wonderful? In a marketplace where everyone’s going, don’t understand the gobbledygook, they went, no gobbledygook around here, but did it. Yeah.
Darryl Bates-Brownsword (12:07)
Yeah, let’s put it in plain English. And
imagine if, if Sainsbury’s or Tesco’s in their advertising, instead of being drawn in and whereas Aldi and Lidl have really drawn them in and got them pandering to them. Imagine if they, their marketing was people don’t come to us on the price. People come to us or just ignore that bit. People come to us because we’ve got a range of all the branded products that you know and love.
They don’t come to us for generic unbranded products that you really don’t know if they’re any good or not. They come to us because we’ve got a range and for every category on the, on the, on the shelf, we’ve got a full range of all the brands that you know, and love. That’s why people come to us. Like they’re positioning against price in that scenario and going, what are we good at? Well, we’ve got all the main players. And then if Waitrose or &S were in their marketing is they’re going, people come to us because.
Kevin Harrington (12:53)
Hmm. Hmm.
Darryl Bates-Brownsword (13:01)
Sometimes they’re not sure of what they want and they want good help and they want advice and they want the, they’re buying for a special occasion or because they know that food is, well, even though it’s just an everyday commodity, food is a treat. And when we have our meals, we want to treat ourselves. It’s just that daily little luxury that we feel good about ourselves. And we just want to have a really nice experience with the best products and the best ingredients available.
We want to treat ourselves a little bit special every day. So, yeah, there’s three areas that each of the three supermarkets could be branding or positioning themselves on. And they’re not competing with the others. They’re, you know, one’s competing and, and instead of Waitrose being drawn into, look, we’re price matching Audi. Well, now they’ve got higher rents cause they’re on the high street in premium locations. They’ve got higher energy bills cause they got more lighting and, and, and, and more space around their, their,
their aisles, they’ve got more staff costs because they’re supporting you and guiding you and giving you all the help they need. And they’re trying to compete on all those lower prices with Audi who are in, you know, warehouse locations, no service, no help, no anything, stack them high, sell them cheap type of products, all in boxes. It’s all over the place. You get no help. And it’s all their own generic branded copycat products and made cheaper. Like they just can’t compete with that on price.
Kevin Harrington (14:27)
Hmm. So I, I remember a lot of my career has been in the sales and marketing of consumer electronics. So video, hi fi camcorders, Walkman, all that sort of stuff. And I can remember when I worked for a retailer in Berkshire, a regional multiple, we had six branches, I think we had at the time. And it called Seawards Electrical Limited. And we managed this is pre internet, by the way, we managed to command a
Darryl Bates-Brownsword (14:28)
Cough
Kevin Harrington (14:56)
10 % price premium over the likes of Comet and Currys and and Debenhams and so forth that were all around at the time selling these And what an it meant we, to get the same amount of money through the till, we only had to satisfy fewer It was a wonderful model. How did we do
actively promoted the fact that we service. We demonstrated products, we had knowledgeable staff, we delivered and installed free of charge, which to be honest, if you had to deliver it, installing it most of the time, if you good people, took about 10 And so it’s hardly a big on cost.
Darryl Bates-Brownsword (15:29)
Digitally.
But there’s 10 minutes to you, but to the client,
it’s three hours worth of value because they’re only ever gonna do it once. So they don’t know what they’re doing. They’re not a hundred percent sure. Your guys who did it absolutely every single time, a hundred percent sure, a hundred percent confident. They know what they’re doing. They’re not gonna make mistakes, not gonna mess it up. So that’s really valuable to the client and low cost to you compared to them.
Kevin Harrington (15:55)
Yeah.
And when we didn’t have a load of deliveries and installations to be done, people used to go out and knock on the doors of people that we’d delivered and installed to in the last couple of weeks and say, just pass you by, want to make sure everything’s okay. And sometimes they’d go, do you know what, I can’t work out how to use this feature. Okay, great, let’s do that. And that’s a distinct difference. And therefore we had customers that were loyal.
Darryl Bates-Brownsword (16:13)
next week.
And that’s a valuable difference that the customers value. It may seem like an overhead add-on to, know, from a spreadsheet financial management cost perspective, but it’s incredibly valuable to the clients. And then your customers know why they’re buying from you. And it’s not because they’re getting the cheapest price. It’s because overall it’s, is easier and less stressful because they buy it from you. And that’s the positioning strategy, isn’t it?
Kevin Harrington (16:50)
So we need to…
Darryl Bates-Brownsword (16:54)
getting customers or clients to the point where they know why they’re buying from you as opposed to the competitors. What’s different about buying from you? If that difference is clear, then they go, that’s something that I value. I want that, I’ll buy from them. Or no, that’s not something that’s important to me, I’ll buy from someone else.
Kevin Harrington (17:14)
Yeah, rolling this back into the rule I was talking about. So therefore, how do you position your marketplace, that 95 % aren’t actively in the market and 5 % you actually need to have strategies for both. Because when those 95 % start getting around into position where they’re thinking, I need the services of that business or that sector.
Darryl Bates-Brownsword (17:18)
Mm-hmm.
Yep.
Kevin Harrington (17:38)
you need to be front of mind with them. So we need to be helping those businesses in one way, shape or form. We need to be letting them our positioning and our range of offer so that way before they start talking to us, they’ve already been looking at our website and so on. 70 % of are already actively through the selection process before we talk to
Darryl Bates-Brownsword (17:54)
They’ve heard.
Kevin Harrington (18:01)
It’s really, really important. We don’t just market give our positioning to the people that are today for it. need to have a strategy for both where the positioning of our business means that we get trusted and we’re actually a valuable player and partner in that marketplace.
Darryl Bates-Brownsword (18:19)
Yeah. And it’s a good point because you want a position in your customers’ minds for when they are ready is what you’re saying, isn’t it? For when they are ready, they know, hey, when I need that, this is where I’m going to go because I know they stand for X or this is what’s different about them. And I relate to that. And we talked about earlier, every market is a crowded place. So when the customer is ready, they have a whole lot of options that they could choose from.
how do they remember where they’re gonna go when the time comes? We need to occupy a space in their mind around that. And when your service is in the middle and just like everyone else’s, you’re not gonna stand out and be memorable. When your service stands out and is different and is known for something in the marketplace, then you’re gonna be memorable. And for every category, we can only remember five.
plus or minus two items on the list. So pick any topic. You know, I normally, you when I do this with clients and do an exercise, I go, let’s think of either chocolate bars or beer brands. And I go, pick a topic and go, right, how many can you remember? And they’ll start to write down a list and they’ll get three or four items on the list really quickly. And then you’ll watch them, they sit up and they put their head back and then look up into the sky and they start to think of the next two or three items.
And then they, they stay, it’s a bit longer before they start to think of a few more. And, and every time you do that exercise, you’ll recognize that they’ll get, you know, three or four or five items on the list really quickly. Sometimes it might be seven or eight or nine, and then they’ll stop and they have to sit back and think, and they go back into the deeper parts of their mind to, to draw another, another, you know, two or three items. And then it slows down. So
That applies to your business category as well. You want to make sure that you’re one of the first three or four that come to mind really quickly when they’re thinking about your category. Otherwise you’re just lost in the melee.
Kevin Harrington (20:17)
Yeah.
you’re talking there about spontaneous recall of a business and yes, we need to work hard at doing that. And that is achieved not by trying to sell to people all the time. There’s no point trying to sell to the 95%. They’re not buying, we can be helpful and we can prove ourselves to be honorable players that they might wanna talk to one day. that’s prompted recall. about the, so that was the unprompted.
recall, straight from memory, what about prompted And this is where in terms of positioning, we need to make sure we have assets that create So when you walk around, doing your beer test, you walk into a pub and you suddenly know all the brands because you see them and you’ve got an opinion about them, it comes with a narrative you’ve heard before. So what do think about Murphy’s as opposed to Guinness? know, people spend all whole evenings talking about that down the
so having consistent assets with statements behind you the golden arches for McDonald’s, what’s the value of that to their business? It’s just unbelievable, isn’t it? not going to achieve that in our SMEs and B2Bs, but what we can do is we can set out to have that helps prompt recall when the time
You you’ve pointed out we’ve all got poor or our recall abilities could be better or whatever. That’s just human nature. Let’s recognise and a suite of materials that appear in the right places at the right And perhaps it’s also having our people going places. You know, being at the right conferences, being at the right doing webinars, whatever it might not everyone goes to the same place.
Darryl Bates-Brownsword (21:41)
Yeah.
Kevin Harrington (22:00)
And actually people need to hear multiple messages before they start to believe in things as well. So the positioning has to be a multimedia positioning. It needs to go out in all formats consistently. And one of the challenges with new businesses is this, we’re going to have to change, we have to rebrand two years after having launched. Well, they might be right and there are occasions when it should be done. But most of the marketplace is only just first hearing about you.
Darryl Bates-Brownsword (22:05)
Yeah, they need to hear it more than once.
Kevin Harrington (22:30)
when you’re about to go and rebrand. So why not do something with your time and money? But you this is what we do, isn’t it? We spend time with our clients talking about the most effective ways of sorting out positioning. So it becomes balance sheet asset. It’s something of real value that if someone’s going to buy the they’re willing to pay you more money because they recognize
that’s gonna help them market and to the end in a more effective way.
Darryl Bates-Brownsword (22:59)
Let’s dig into that a bit. So why would people pay more for a business that has a strong positioning? Because what does strong positioning give you in an operating sense? Well, it typically means that your clients know that when they come to you, that you’re the provider they want to work with because of your reputation and what you’re known for in the marketplace. And because of that, they’re buying your position rather than the people in your business. Your business is more dependent on the position and your reputation in the marketplace.
rather than each of the individuals doing the work. So it means you’re less dependent on people, more dependent on positioning. That’s a good thing. The other thing, because your people can always leave your positioning, is staying with the business as long as you look after it and nurture it. Now with that positioning and that difference, people pay for a difference. People will go, I know what I’m paying for. So they’ll typically pay a premium.
The research suggests that that premium is typically around 30%. So you can get a 30 odd percent price advantage, depending on the market you’re in and the products and services that you’re offering. But there’s a price premium there, which will add to your profitability. So there’s one thing that will increase the valuation of your business by having a good, strong, known position in the marketplace.
The other thing we want to tap into is, well, as the business owner, the primary shareholder, the founder of the business or one of the founders, how does it help you? Well, that means that you’re typically less running around looking after staff and ensuring that your key people stay because the businesses and the reputation is based on the position. All you need to do is train people in how to
service that position and typically the product and service around that position rather than, I guess, pandering to potentially prima donnas who are key people in the business and want to be treated like as such.
Kevin Harrington (24:56)
Hmm.
Yes, I think this is one of those kind of no brainers for me if positioning is worth which is your assertion I’m sure we could come up with people that say it’s worth Or some people might say it’s only 20%. But if you could make, yeah, if you can make a 20 % difference to your would you not just get on and do that?
Darryl Bates-Brownsword (24:58)
you
premium
Kevin Harrington (25:19)
And actually we spend too much time doing transactional selling to the 5 % that are actively in the market. And all that effort, once those people have made their minds up, is kind of gone because they’re no longer active in your marketplace until the cycle when they renew again or choose to change. We’ve got to be sticking messages across the piece in an appropriate way. And it’s self liquidating. The money you spend will come back in.
And therefore, why are we all doing it? We’re not all doing it because for two reasons, we’re wrapped up in the day to day firefighting and getting leads to get cash in. That’s the first reason we don’t do it. And the second reason is, and this is probably one that is on an equal level, is many people struggle to understand exactly how to start on that. And so therefore, you want the 30%.
Darryl Bates-Brownsword (26:12)
Yeah, it’s a point. ⁓
Kevin Harrington (26:18)
So you’re have to allocate a little bit of time for it, a little bit of resource to it. But the point is, most people have never done that sort of thing before. It’s the first time, ask for help.
Darryl Bates-Brownsword (26:31)
That’s a really good point, Kevin, because if you’re stuck in fighting fires, know, keeping plates spinning on a day to day basis and you’re drawn and fully occupied, you know, working long hours, you know, operating and just keeping the business going, you haven’t got the mind space and the headset to start working on a positioning strategy because to get the benefit from a positioning strategy is really six to 12 months work before you’re going to start experiencing that 30 % that we’re referring to or that
price premium and that reputation. So there is work to be done. It’s an investment. It’s a strategy, but it’s a strategy that will uplift the valuation of your business rather. Yeah. And that’ll also flow through to the day-to-day operations, but it’s a valuation strategy rather than an operation strategy.
Kevin Harrington (27:18)
Yeah, and if it does take six to 12 months ⁓ and call it 15 % increase over the two years. You know, it’s a no brainer if we’ve got the time for our brains to think about it.
Darryl Bates-Brownsword (27:32)
We’ve got to pull ourselves
out of that day-to-day firefighting.
Kevin Harrington (27:36)
or potential nosedive and go, okay, let’s get this gets thing lifting up again. And like most things, mean, not I mean, not many people extract their own wisdom teeth. There are occasional things we hit in life that we think outside help is the thing to get. So why don’t we just go for this particular thing, let’s get some outside help, get someone that knows knows what it’s all about. And let’s let’s run it and ⁓
to the point where we can take it over for ourselves and be in charge of it flying solo.
Darryl Bates-Brownsword (28:11)
So there you have it. Positioning is an intangible asset. It’s one of the things that will add to the valuation of your business when you get it right. But not only will it add to the valuation of your business, it’ll increase your cashflow, make life easier and make your business easier to run in the meantime.
Kevin Harrington (28:28)
Very good. And I think what my duty is to do now is to go off and have a cup of coffee with a solicitor and explain what we were talking about.
Darryl Bates-Brownsword (28:35)
You do that Kevin and come back and report to me next week.
Kevin Harrington (28:39)
Cheers to everyone.
Darryl Bates-Brownsword (28:40)
As always, thanks for sharing your insights with us today, Kevin.
Kevin Harrington (28:43)
Cheers.