Your practice is a valuable asset that has a far reaching impact on your current as well as future financial status. The value of your practice is essential in every aspect of your personal or business financial planning.

Evaluation provide assistance in: 
  • Buying or Selling a Practice
  • Estate Planning
  • Litigation
  • Mergers, Partnerships, or changes in business structure
Scott Daniels, senior broker and appraisal expert follows the guidelines of NACVA (National Association of Certified Valuators and Appraisers.  He has completed over 50 hours of specialized education as a appraiser.  Scott is a professional expert with the Business Brokerage Press for the specialties businesses of Optometry, Optical, Ophthalmology, Veterinary, Medical and Dental practices.  He has completed hundreds of appraisals over the years.

For more information on getting your practice appraised call us at (877) 778-2020 or email us 

For a confidential evaluation of your practice, contact us about out our Confidential Evaluation Form and a we will follow up with you.

Common Methods of Appraisals


  • Asset valuation
  • Capitalization of income valuation
  • Owner benefit valuation
  • Multiplier or market valuation

Asset Valuation
Asset valuation is used when a company is asset-intensive. Retail businesses and manufacturing companies fall into this category. This process takes into account the following figures, the sum of which determines the market value:
  • Fair market value of fixed assets and equipment. This is the price you would pay on the open market to purchase the assets or equipment.
  • Leasehold improvements-- These are the changes to the physical property that would be considered part of the property if you were to sell it or not renew a lease.
  • Owner benefit -- This is the seller's discretionary cash for one year including any expenses that the buyer may not incur after the transition
  • Inventory -- Wholesale value of inventory, including raw materials, work-in-progress, and finished goods or products

Capitalization of income valuation

This method places no value on fixed assets such as equipment, and takes into account a greater number of intangibles. This valuation method is best used for non-asset intensive businesses like service companies.
 In his book "The Complete Guide to Buying a Business" (Amacom, 1994), Richard Snowden cites a dozen areas that should be considered when using Capitalization of Income Valuation. He recommends giving each factor a rating of 0-5, with 5 being the most positive score. The average of these factors will be the "capitalization rate" which is multiplied by the buyer's discretionary cash to determine the market value of the business. The factors are:
  • Owner's reason for selling
  • Length of time the company has been in business
  • Length of time current owner has owned the business
  • Degree of risk
  • Profitability
  • Location
  • Growth history
  • Competition
  • Entry barriers
  • Future potential for the industry
  • Customer base
  • Technology
Again, add up the total ratings, and divide by 12 to come up with an average value to use as the capitalization rate. You next have to come up with a figure for "buyer's discretionary cash" which is 75% of owner benefit (seller's discretionary cash for one year as stated on the income statement). You multiply the two figures to determine the market value.

Owner benefit valuation

This formula focuses on the seller's discretionary cash flow and is used most often for valuing businesses whose value comes from their ability to generate cash flow and profit. It uses a fairly simple formula -- you multiply the owner benefit times 2.2727 to get the market value. The multiplier takes into account standard figures such as a 10% return on investment, a living wage equal to 30% of owner benefit, and debt service of 25%.

Multiplier or market valuation

This approach finds the value of a business by using an "industry average" sales figure as a multiplier. This industry average number is based on what comparable businesses have sold for recently. As a result, an industry-specific formula is devised, usually based on a multiple of gross sales. This is where some people have trouble with these formulas, because they often don't focus on bottom line profits or cash flow. Plus, they don't take into account how different two businesses in the same industry can be.
Here are a few industry multiplier examples, as mentioned in "The Complete Guide to Buying a Business" by Richard Snowden (Amacom, 1994):
  • Travel agencies - .05 to .1 X annual gross sales
  • Ad agencies - .75 X annual gross sales
  • Retail businesses - .75 to 1.5 X annual net profit + inventory + equipment