sal thought i would fund the business to keep it going while he kept the option to buy the building incket. that ain't happening. in order for me to move forward, i need to know that sal is equally committed fixing this business. so, my offer is $660,000 to satisfy this burdensome debt on the business, and i'll have 50% of the business. i'll have full financial control. sal: so, how long are you planning to hold financial control? lemonis: forever. sal: oh, boy. lemonis: when the option gets exercised, i'm the first person to get my money out. and so, what's that called is "last in, first out." sal: i just don't think that's fair. if the building is worth $6 million... lemonis: i get the money first. nick: you get that money back, the $660,000. sal: and then, from what i understand, half of the profits of that building become yours. lemonis: half of the profits of everything, including the successful business that we're gonna have. but if it's something that doesn't work for you, i understand. we don't have to do it. sal: let's just do whatever we got to do, and let's just get it going

lemonis: but you were gonna go list the business. didn't list the business is probably 'cause she wouldn't agree to sign the paper. john: no, no. that [scoffs] lemonis: becky, is that true? john: i was not going to do that. that was never my intention. lemonis: well, why did you do it?! -that's what's not clear to me. -john: because of her. i would love to do a deal between you and i. lemonis: no, but we shook hands at the table, all three of us. becky: do we want to read texts? "i'm more than done. you have no savior. "we will sell this for our original investment "and start over without each other. "marcus is irrelevant at this time. "the business will be listed for sale tomorrow, miss 18% owner. "you will be lucky to get your initial investment back, and after that, good luck." -lemonis: i got news for you. -john: okay. lemonis: um...i am relevant. i made a deal, and i bought 51% of this business. -and i can throw you out. -john: i understand that. lemonis: but i don't operate that way. and i was the one guy that was helping you ge

shay: no, not managing the business. no. ing the finances and managing us -- it's too much. lemonis: can we try the pie? betty: yes. that's grandma lucy's chicken pie. lemonis: chicken pot pie is amazing. -betty: thank you. -lemonis: which one's that? betty: the "eat your greens". lemonis: mm-hmm. this dough feels doughy, as opposed to flaky. -betty: okay. -lemonis: do you have, like, a recipe book for all this stuff? betty: i don't need a recipe. i winged it. winged it, and it's not the best way to do it. -it's really not. -lemonis: no? -you don't think so? -betty: no. lemonis: if these recipes aren't written down, what's gonna ultimately happen is you're gonna have an inconsistent product. and inconsistency isn't gonna encourage people to make visits every month. at some point, every time they come, the pie's different? they're gonna stop coming. betty: it's my passion -- it's just like finding new recipes. and my mom baked -- always. lemonis: and what did your mom inspire in here? betty: "rosalee's fancy pants pie". lemoni

dedicated to the low margin business, the wine walk-in retail business. know that if i can add tables and chairs, my margins will go up immediately. but as an owner, you have to be there to connect the dots. the problem that exists today here, there's no leader, and the owners are absent. and because of that, the business loses money, and because of that, the business is upside down. so what do you do? >> this is why we called you. >> when's the last time you guys had a staff meeting? >> we don't have them. >> i been here three years. there's been one. >> no staff meetings. how do you know what's going on? >> you don't. when the [bleep] hits the fan, that's when we learn about it. >> this--it's like--this is like the definition of insanity. how many total employees here? >> 17 employees. >> if the business does go out, that's 17 people that are on the street, and you guys lose-- >> a lot of money. >> i think bill, he doesn't even sleep at night. >> who's bill? >> bill gary's my partner. he's the one who handles all the financials and does all the book work

>> 'cause the recipes belong to the business, right? hareholder, so the only thing we can do is leave and start all over again. >> there's been a lot of work that went into getting things up to this level, and the research and other things that we've done to make these recipes, to have to-- >> i think that's our last option. >> i mean, that would be the last thing i'd want to do. >> there may be something. article three is the capitalization of the company. what it allows for is, it allows for additional capital to come in and for a shareholder to be diluted if they're not able to put in money at the same rate as the other shareholders. if he's not able to put money in at the same rate as you are, then his share gets diluted. does that make sense to you guys? >> mm-hmm. >> so he's not gonna have us backed into a corner. >> no, he will not. we'll be able to keep the name. we'll be able to keep the recipes. he'll have a small percentage of equity... but it's better than us having to change everything. >> that's the lesser of the evils. >>

for a long time i'm selling my business and theerson coming to any place of business is new to me i'll sell is noteworthy anything that's what i'm trying to find the distinction what you're department physically told that individual and if he dropped off a letter that indicates or whether he had a conversation with the business owner that is important because some place has invested a lot of time and effort. >> yes. i agree and, in fact, the answer to you're question is yes. the inspector dropped off a written memo explaining the restrictions under the law and then in person vertically communicated at the time of the invitation on july 20th. >> and the seller explicit indicate he was selling the business i don't know from the simply did the inspector didn't note that in they're not as far as i'm concerned. >> thank you. >> dpag commissioners and ann petersen the deputy city attorney with the city attorney's office i want to make one clarification that the law we're talking about is the density cap law that went into effect in janua

that the business!> no, i'm done arguing with you. >> he spent so much money building the most opulent dealership i have ever seen that now he can't afford to buy cars or pay bills. if i can't stop the wasteful spending... what'd you spend on these walls? >> $100,000. >> wow. and sell some cars... >> i won't sell it. that car's worth 30 all day. >> athans motors will be out of business. my name is marcus lemonis. i fix failing businesses. this month you lost $150,000. i make tough decisions... you're not gonna come behind every single person and change the deal. >> i didn't agree to this [bleep]. >> and i back them up with my own cash. if you're not gonna put your pride away, well, then i'm not gonna do the deal. it's not always pretty. >> are you okay? >> end it. >> but this is business. you gotta trust the process. i do it to save jobs, and i do it to make money. >> that's all you. >> yeah, buddy. this the profit. [hip-hop music] ♪ 10 miles outside of my hometown of chicago, located in morton grove, i

we own 47% of the business. venture partner, and we have an established process in the shareholder agreement. whereby we can put our shares to them. francine: and they are interested? john: i think we're at a point in the moment where, as i said, we have plenty of capital to deploy at the moment. penguin random house is performing well. we are still in the process of combining the two operations, particularly in areas like warehousing, distribution, finance, and technology systems. we are probably a year away from achieving the peak synergies. so whilst it is something that we look at, which i wouldn't rule out in the future, i don't think you should think it is an immediate priority for us. francine: so not 2015 and probably not 2016? john: not 2015 and probably not 2016. no. francine: what will it take for you to sell? john: as i say, i think we are happy with the performance of the business. it is doing well. i think the decision we would make would be based on a view of what we saw the earnings and growth wou

i'm jj ramberg and welcome to "your business," the show dedicated to helping your small business grow. as 2015 comes to a close, the story that has come to define small business in the last year is the exponential growth of the on-demand economy and the fundamental shift in the way expected by almost anything, any time with the simple tap of a button. that convenience is trickling down to an industry that until now has been notoriously difficult to connect with. we're talking about home services. just about anything you can think of is available on demand these days. massages, dog walkers, house rentals, and of course a car to take you anywhere you need to go at a moment's notice. and if uber proves anything, it's that consumers like getting what they want when they want it. and that's a revolution air idea for the $400 billion home services category. >> online booking is going to be the future of home services. it's happened already in other categories. this is where consumer preference is going. >> so how does an industry made up of millions of independent small businesses like plum

we started the business to take care of ourselves. it grew we wanted to give it back to the community and those coming behind us, giving them an opportunity to work. >> i want to assume that you don't have the box on your employment applications when rest. >> no, we do not. >> what do you want to know? >> i don't want to do anything, other than are they a hard worker, do they want to maintain employment and make a better place for themselves in society, because if they are ready to maining the change, we are ready to give -- ready to make the change, we are ready to give them employment. >> are there just things about the work life that you are no longer as familiar with - showing up on time. getting yourself from place to place, because for years you've been told where to be, and when to be there. >> yes, that's very debilitating for an individual. when i got out it was like i was afraid to go too far from my dwelling because i was taut to stay close to the building, not to what happeneder off. it made it very, very hard. technology

what i don't like about the business today is, i don't like that the whole business foundation is basedays thought that we could do another brand, another spin-off. i thought maybe we could do a gelato company 'cause we are italian, and we, you know, deal primarily in asian flavors. it'd be nice to take our heritage into making some of the products that we make money on, so i came up with the idea of solo gelato, 'cause the word "solo" means the same thing in italian as it does in english. >> i love it. >> it's a singular flavor. solo. one. so the tagline could be something like, "sometimes all you need is one bold flavor." >> i love the idea. >> it is a good idea. >> but? >> there's always a but, but-- >> but launching a whole new brand-- >> i never really thought about launching a whole new line. >> it would be--it's gonna be-- >> it's gonna be expensive. >> i think michael's idea to create a gelato line was brilliant because he understands that taking a facility that we're already gonna be operating making ice cream and creating another product inside that same facility, getting the

all of that's gonna double the business here. over five days at swansons spread out over four weeks, and i'm finally back to see what sort of progress they've made. the first thing i see when i get there, is sue rolling up in her bmw, and what's worse, it's 12:00. that's not my definition of commitment, and that's not gonna fly. hey, sue. i guess the first thing for me, really, is when you say, "i'm gonna help you, i'm gonna be your backbone," you have to actually be that backbone. it doesn't look good that you show up late, it doesn't look good that you're driving the bmw. can you see my point at all? sue: oh, marcus, i don't feel like doing this. okay, marcus? lemonis: what do you mean, "okay"? you're asking these guys at the front to show up and take money out of their pocket and buy the shrimp and buy the fish, and you got a $500, $600 car payment. and so when things get tough, you make sacrifices. you don't put yourself in front of the employees. sue: yeah, no, i've already explained it to you. i don't feel like going over i

welcome to "your business" the show dedicated to helping your small business grow. inspiration for a new start up or the next big product can come from anywhere if you are willing to think outside the box. that's what happened for the the owner of a rope making company who is lass soing up customers adapting ideas from other industries. >> growing up in idaho there's always been two constants in steve's life -- horses and business. >> i tell people it's a hobby gone bad. >> when he wasn't working at his father's business chances were you could find him at a rodeo. it was at one of those events that steve got his inspiration to start his own rope making company, cowboy cordage. >> i was in a college rodeo, and he had a horse for sale. so i went down and i was looking at the horse. he said you know, i think i sell this kind of rope that you guys use. i said really. yeah. could you show to the me? >> even though it was typically used for japanese fishing nets steve knew that the rope would be great for his rodeo needs with adjustments. >> the problem is those guys don't

that is really for should they be on the registry the business that is predicament for the legacy business registry not whether they'll get funding down the road. >> but they can't get fund if not on the registry irreverent. >> respect. >> it's a necessary step. >> i get it. >> it didn't qualify them for founding only as registry correct. >> you royals any in essence was stubble in that districts. >> that's own knowledge we're still a work in process. >> by want to focus on getting to a very sort of concise definition of the process and not hung up on the evaluation criteria i think the evaluation will be substantive we need to put in los angeles to doing everything we can to evaluate as they come in which the order they arrive yay or nay or a modification but and that you know we can only approve as many applications as the funding permits that's all there is to it and on the at the to decide we compassionate but the results will not play out. >> you get 50 grand it maybe years but at least requires some amount of time to see if this looks like it is a wise use of city's money. >> and som

welcome to "your business", the show dedicated to helping your small business grow. as 2015 comes to a close the story that has come to define small bills is the growth of the on demand economy and the shift in the way consumers expect to buy almost anything any time with the tap of a button. that is trickling down to an industry that until now has been difficult to connect with. we're talking about home services. >> just about anything you can think of is available on demand these days. massages, dog walkers, house rentals, and of course a car to take you anywhere you need to go. it's uber proves anything it's that consumers like what they want when they want it. that's a revolutionary idea for the $400 billion home services. >> online booking is going to be the future of home services. it's happened in other categories, this is where consumer preference is going. >> how does an industry made up of millions of small businesses like plumbers and contractors with their own ways of doing things tap into this. >> homeowners wanted to find information. now they want to be

there's $250,000 for 75% of the business. to do. >> mm-hmm. >> actually, all three of us do. it's hard to run two businesses at once, so we're gonna need to divide and conquer. both of you need to keep a laser focus on your specific areas. michael, i want you working exclusively on the gym, and tina exclusively on the food line. it's the only way we're gonna be successful. let's get to work. >> let's do it. >> all right? >> thank you, marcus. thank you very much. [exciting music] ♪ >> morning, guys. i wanted to bring everybody together to kind of give you guys an update on what happened yesterday. i made a deal with michael, and the deal is i agreed to put up $250,000. michael and i will be partners. i'll own 75%. michael will own 25%, and i will be completely in charge. i make all of the decisions. the $250,000 will go towards building a new, state-of-the-art lifestyle facility that will give us what i believe is going to be a one-stop shop environment. we're gonna find a new, larger facility that can accommodate not only the

i run the everyday business. ve designed pretty much everything--science kits, skulls, race cars, race sets. i wear many hats. >> and so when did the company start? >> 1987. my dad, he's the majority owner, was looking for a business to purchase. that was when it was all fossil replicas, so we hadn't gotten into the toy part of it yet. >> all of this stuff. >> both: yes. >> that's where skullduggery comes from. we make saber-toothed tiger skulls, humans, hominids, primates--museum-quality replicas. >> i was wondering where the name came from... >> both: yes. >> 'cause it's not so toy-friendly. >> no. >> and so the skull line that you were telling me the business started with, what percentage of the business is skull business? >> less than 10%. >> and so why are you guys still in it? >> we like to keep our guys busy in the slow season. >> i would love to see all the toys. is there a way i can see them? >> yeah, let me take you into the office. >> okay. >> i'll give you a quick breakdown and then we'll give you a to

the investment business, the venture business, some of the other businesses we are in in sequoia, it very humbling pursuit. as soon as you think you are good at it, you get chopped off at the knees. journalism, though, was very pretty helpful. because you're often parachuted into stories that you know absolutely nothing about. you have to get your bearings extremely quickly. you've got to deal with imperfect information. and then you have to have a point of view, if you are a journalist, or you make an investment decision, if you are investor. you are trying to read people. you are trying to gauge sentiment. i found the fact that i had been trained to make up my mind about a confusing set of information extremely helpful. emily: andreessen horowitz has really perpetuated this idea that good vc's need to be former founders or former ceo's. of which you are neither. sir michael: i think it's difficult to tell from someone's background whether or not they will be successful in the venture business. we have a lot of company founders at sequoia. but there is also room for lots of other pe

the problem. lemonis: we have a big opportunity to grow this business. we have a franchisee scheduled to come here, but it looks like chaos to me. but if these guys can't grow up... sammy: i laid out all the kitchen equipment, designed the entire space -- joe t.: i know. if it wasn't for you, we'd all be up the [bleep] creek without a paddle. lemonis: i may have to cut my losses. i've had enough. my name is marcus lemonis, and i risk my own money to save struggling businesses. we're not gonna wake up every morning wondering if we have a job. we're gonna wake up every morning wondering how many jobs we have to do. it's not always pretty... everything's gonna change. everything. ...but i do it to save jobs and i do it to make money. this... let's go to work. ...is "the profit." ♪ i receive thousands of applications from people looking for my help, but none were more persistent than sammy lazoja from standard burger. so, earlier this year, i headed to staten island to meet him and his partners. sammy: it's a pleasure to meet you. how are you? lemonis: how yo

tonight we are taking a closer look at the business of pot. e legalization of pot, forcing lawmakers and law enforcement to change, how they think about it, how they work with it. joining us now, an attorney, and a former chief of intelligence operation for the u.s. drug enforcement agency. let me start with you, it seems like the feds didn't get ready for what is happening. right now a bunch of states are in the pipeline getting ready to make the change that colorado already has, and it doesn't seem yet. >> i think that the federal government should have gotten way ahead of this issue of medical and recreational marijuana when the got started. i think that we are playing catch up at this point in time. but the fact of the matter is that we feel that marijuana, you know, is - it is a schedule one drug. and despite the disinformation that is provided by the advocates of marijuana. it has no medical properties, and the fact is that it's a dangerous drug. >> once voters head to the polls, they head to a new realm. won't it move into a world of cas

lemonis: the business is gonna make good money this year. about half a million dollars in profit. and the return on capital is pretty good. yes, it's risky, but if you're gonna bet on somebody, i would bet on you two guys. kab: i'm impressed, too. i'll just tell you, marcus, i'm their biggest cheerleader. i really am. lemonis: you agree with that? damion: um...i think the day when we saw the picture, the one of kab in mexico in a cabana when we were scrubbing the toilets -- that sort of killed us. kab: i told you i was gonna be out of the country. this is the first time i've heard that you were upset about it. damion: knowing how important that three weeks was, be there and just help us. simon: now can you understand where we're coming from? kab: hmm...no, because i thought it was pretty clear. lemonis: i don't look at kab as i sit here as an equal partner. he didn't do [bleep] in the last three weeks. and so what i have to be careful of is to make sure that i structure this deal in a way that protects my money. the risk that i see in this de

first, this deal will have no impact in the u.s. business and, therefore, no impact on the amount of supplies procured today. in hops we purchased 8% of the hops in the u.s. we manufactured some but in the open market we purchased 12% of the cans available in the marketplace. we placed 25% of the barley available in the marketplace and all those figures will remain the same pre and post transaction. bottles, we purchased 27% of what's out there. so that's all those numbers will remain the same and no impact because this transaction is about the rest of the world. >> thanks, mr. chairman. thank you and ranking member klobuchar for having this hearing on a very profoundly important topic. i want to thank our witnesses for being here today, all of you with diverse and different viewpoints. mr. brito, thank you for making the trip from connecticut today. we welcome you and thank you for your involvement in our community in connecticut. and i want to say that i'm a nondrinker, so i have to disclose that fact right at the outset although our four

so, my offer is $300,000 for 40% of the business. at $300,000 would be used to pay josh back his $50,000 and leave the rest in the account for working capital. -nikki: mm-hmm. lemonis: that 40% of the business would be divided up. i'll get 25%. chris will get 5%. sandy will get 5%. josh will get 5%. i'm trying to buy the opportunity for the other three key members of this organization to have equity. nikki: [ sighs ] mike: there is one worry that i have. lemonis: you're kind of smiling at me like you don't really give a [bleep] about what i'm saying. mike: no, i'm frustrated. lemonis: i'm not gonna allow you to be frustrated. when you're not confident you have complete visibility into your business, it can quickly become the only thing you think about. that's where at&t can help. at&t's innovative solutions connect machines and people... to keep your internet of things in-sync, in real-time. leaving you free to focus on what matters most. that's why i run on quickbooks. details. i use the payments app to accept credit cards... ...and

but she's the business owner, and she needs to be where the business is.e need leadership and they need supervision. >> what's up with tom? >> tom says he's willing to move. >> i can't imagine, in a million years, that tom would move to waycross. he likes the city life, and he likes the rolexes, and he likes to be a big shot. >> you think he was lying? >> he does that a lot, so-- >> he does lie a lot? >> oh, god. >> has he been lying to me? >> oh, no, i'm just saying that i would believe it when i see it. >> and wa--his girlfriend's there? >> where? >> in tampa? >> oh, i don't know. i'm the type, i don't do any drama at all. >> yeah. >> tom was just--took advantage of a situation. he would've hooked up with anybody. like i tell him, he'd have hooked up with a girl that had no teeth and whatever if she'd have came onto him, 'cause he knew that would never, ever--he would never, ever have a chance with me again. you're a [bleep] scammer and a liar, [bleep for a minute, shut up! ok, we're here. here's dad. mom. the twins. aunt alice... you didn't tell me aunt

so i'm getting in the sign business. question is, am i getting in the sign business with you? at ally bank no branches equals great rates. it's a fact. kind of like ordering wine equals pretending to know wine. pinot noir, which means peanut of the night. ok, wehere's dad. mom. the twins. aunt alice... you didn't tell me aunt alice was coming. of course. don't forget grandpa. can the test drive be over now? maybe just head back to the dealership? don't you want to meet my family? yep, totally. it's practically yours, but we still need your signature. the volkswagen sign then drive event. zero due at signing, zero down, zero deposit, and zero first months payment on a new jetta and other select models. lemonis: i'm getting in the sign business. question is, am i getting in the sign business with you? anthony: you will be. i'm gonna prove to you. lemonis: how do i overcome you not being the most process-, structure-oriented guy? how do i overcome you thinking you're right more often than you are? how do i overcome all that? anthony: well, if you're willing to take a gamble, i'm w

they just need to run the business that way. delegate really well, like, really well. covello: but we're in the same spot with sammy there that we were just in with joe. lemonis: but sammy's not trying to [bleep] somebody. in the short term, sammy's got to pick up the slack here. it's a messy day. but long term, we're gonna hire a real general manager who's there on a day-to-day basis, who can run the operations with a high level of professionalism. thanks. it's been a rough time for everybody, but if we're gonna close the deal with a potential franchisee, we have to get to work. he suggested that we add some non-burger alternatives to the menu, so i'm taking the guys to pat lafrieda to look for some options. what we started talking about is how do we come up with something that's memorable? yes, we have new york's best burger. great. check the box. i think to get people to like the franchise even more, we need something that isn't a burger that would appeal to kids, appeal to families, and get people excited. mark: if someone d

we are heavily dependent on the baseball business. on't feel the need to swim upstream against louisville slugger. let's not compete with somebody that's the official baseball bat. we're not getting out of the baseball business. scott: right. lemonis: we're gonna try to be creative and innovative and look for new ways. are you guys excited? -man: very excited. -woman: yeah. lemonis: okay, we got a lot of work to do. let's go. [ applause ] jackie: all right. thank you. lemonis: i wanted to meet the family at this facility that would be perfect for coopersburg sports. we need to move now. the layout at their current facility just doesn't work, and it's toxic, and we need to make the move to plan for the future. well, i'll tell you what i like the most -- i could actually breathe in here. [ jackie and ben chuckle ] and so, how i envision this, scott, is you'd have a sorting area, you'd have finished goods, and then they'd leave out the back -- so, in the front, out the back. scott: how many years are you thinking about? lemonis: five, but

the tax environment should not change for the business community. we need to bolster the confidence and trust between the business community and the authority, this year we have completed the plants of that were set forth for the initiative. we have a good plan but we need to move forward together with the agency and the business organizations need to make sure that the appropriate laws armed force. it's a major economic and social issue. we need to expand and this is our solution, if someone is trying to place, that is why we have announced that the corporation so it's more medium enterprises and urge the government and state companies, banks, two provided a kind of assistance to this corporation. according to surveys we do not see significant progress in terms of supervision and control. while we have been talking about that for a long time. we have been cutting supervision and barriers back, we may cut them in one area but there's a bigger number and other areas. there is control, it doesn't mean we should not see the business community. by july 2

i can build the business." so, i started courage. b. monis: i'm finally starting to understand the goureau family business. noemi has actually owned an apparel store in manhattan for decades. courage. b started in 2008 when noemi decided to step back from management and just focus on design. well, i want to get more of a tour. can you kind of give me a tour of the rest of the place and -- -nicolas: may i? -lemonis: yeah. nicolas: we built this store fully finished. lemonis: mm-hmm, and when you open a new store, who does the merchandising? stephanie: the merchandising is done by the employees in the stores but run by the managers themselves. lemonis: look, i have hundreds of businesses all over the country, and even my best manager cannot be left to do the merchandising. if you're gonna be a national brand, you have to have a national look and feel. i want customers to be able to travel the country and land at any of our locations and have the exact same experience. that's what a brand is about. i'm fascinated by how all this stuff gets

jonathan: i think this is interesting, consolidating the business from six businesses to three businesses. i think the dividend news wasn't really the news. the disposals and the consolidation, there is little bit of extra news. let's bring in michael metcalfe. us, karen hodgson. welcome to tv. what do you make of the dividend news and the consolidation news, the idea that you streamline the business more and increase the disposal target? >> as you say, the dividend was probably one of the worst kept secrets in the city. the best case scenario investors could've hoped for was a conversion to a payout ratio. that's gone. that's going to save a significant amount of money for the business. the restructuring is definitely in response to the commodities outlook at this moment. considered sale is something that has been reiterated. we considered that is one of the better parts of the business it could sell. billion dollar price tag, if that is achieved, that will exceed the company's guidance. they are not talking about $4 billion worth of divestments. there is a perceived capital shortfall at

that is really for should they be on the registry the business that is predicament for the legacy business registry not whether they'll get funding down the road. >> but they can't get fund if not on the registry irreverent. >> respect. >> it's a necessary step. >> i get it. >> it didn't qualify them for founding only as registry correct. >> you royals any in essence was stubble in that districts. >> that's own knowledge we're still a work in process. >> by want to focus on getting to a very sort of concise definition of the process and not hung up on the evaluation criteria i think the evaluation will be substantive we need to put in los angeles to doing everything we can to evaluate as they come in which the order they arrive yay or nay or a modification but and that you know we can only approve as many applications as the funding permits that's all there is to it and on the at the to decide we compassionate but the results will not play out. >> you get 50 grand it maybe years but at least requires some amount of time to see if this looks like it is a wise use of city's money. >> and som

so, my offer is $300,000 for 40% of the business. at $300,000 would be used to pay josh back his $50,000 and leave the rest in the account for working capital. -nikki: mm-hmm. lemonis: that 40% of the business would be divided up. i'll get 25%. chris will get 5%. sandy will get 5%. josh will get 5%. i'm trying to buy the opportunity for the other three key members of this organization to have equity. nikki: [ sighs ] mike: there is one worry that i have. lemonis: you're kind of smiling at me like you don't really give a [bleep] about what i'm saying. mike: no, i'm frustrated. lemonis: i'm not gonna allow you to be frustrated. no tellin' how much i'm gellin'. you gellin'? you gellin'? i'm like magellan, i'm so gellin'. quit yellin' we're gellin'. riigghhttt. dr. scholl's massaging gel insoles e so soft they ke any shoe feel outrageously comfortable. are you gellin'? dr. scholl's. try align for a non-stop,ive sweet-treat-goodness hold-onto-your-tiara, kind-of-day. live 24/7 with 24/7 digestive support. try align, the undisputed #1 ge re

so, my offer is $300,000 for 40% of the business. at $300,000 would be used to pay josh back his $50,000 and leave the rest in the account for working capital. -nikki: mm-hmm. lemonis: that 40% of the business would be divided up. i'll get 25%. chris will get 5%. sandy will get 5%. josh will get 5%. i'm trying to buy the opportunity for the other three key members of this organization to have equity. nikki: [ sighs ] mike: there is one worry that i have. lemonis: you're kind of smiling at me like you don't really give a [bleep] about what i'm saying. mike: no, i'm frustrated. lemonis: i'm not gonna allow you to be frustrated. ok, wehere's dad. mom. the twins. aunt alice... you didn't tell me aunt alice was coming. of course. don't forget grandpa. can the test drive be over now? maybe just head back to the dealership? don't you want to meet my family? yep, totally. it's practically yours, but we still need your signature. the volkswagen sign then drive event. zero due at signing, zero down, zero deposit, and zero first months payment o

against realizing the capital and growing art education business. be a view of what is best likely to deliver the highest returns to shareholders and grow the business sustainably over the next three years to five years. francine: talk to me about john fallon the leader. who was your biggest inspiration? is there another ceo or figure you look for inspiration? john: one of the things that attracted me to pearson in the first place, my predecessor marjorie scardino always talked about the fact that every great company has to have a purpose. the profits derived from doing something important and meaningful to society and doing it incredibly well. so, what is important to mean and important to all 40,000 people in the company, who have the leadership roles to play in their different way, we have the opportunity to make the most important thing in the society and communities that we work alongside health and basic human needs. education, more available to more people around the world. so in a purpose driven organization, it is understanding that profits

what do you think the business is worth? keith: you know, maybe, i don't know, $2.5 million. $2 million, $2.5 million. lemonis: basically, the tangible net worth, the enterprise value of the business is $270,000. keith: hm. lemonis: the formula that i've used is i've taken all of the assets of $650,000, all of the liabilities of $835,000, which includes the money that you and tina put in, and then i come up with the difference there, which is -$185,000. and then on the other side, i look at the earnings of $143,000, i put a three-time multiple on it. it's around $450,000, a little less, but we'll call it $450,000 for this discussion. and then i subtract the extra liabilities because there's not any assets to cover it. and so, basically, the tangible net worth is $270,000. you don't agree with that number? keith: i had it a little bit higher, but i don't have anything to back it up, i got to be honest with you. lemonis: but i have to make decisions based on it. -keith: i understand that. -lemonis: so, what do i do? keith: we c

so, my offer is $300,000 for 40% of the business. at $300,000 would be used to pay josh back his $50,000 and leave the rest in the account for working capital. -nikki: mm-hmm. lemonis: that 40% of the business would be divided up. i'll get 25%. chris will get 5%. sandy will get 5%. josh will get 5%. i'm trying to buy the opportunity for the other three key members of this organization to have equity. nikki: [ sighs ] mike: there is one worry that i have. lemonis: you're kind of smiling at me like you don't really give a [bleep] about what i'm saying. mike: no, i'm frustrated. lemonis: i'm not gonna allow you to be frustrated. this bale of hay cannot be controlled. when a wildfire raged through elkhorn ranch, the sudden loss of pasture became a serious problem for a family business. faced with horses that needed feeding and a texas drought that sent hay prices soaring, the owners had to act fast. thankfully, mary miller banks with chase for business. and with greater financial clarity and a relationship built for the unexpected, she co

if they commingle, the temperatures will even out. emily: what businesseso you see will be the first to go belly up in what trends do you see that will last? sir michael: the businesses that go belly up are the ones run by people who deny reality. and do not use the money they have raised very wisely. and think that there are a bunch of shortcuts to success. those things will come a cropper. companies that behave prudently, have very good business behind them, that have distinctive promises -- emily: let's talk about the web van. sir michael: the one thing we got right about web van, although it was a horrible mistake -- the consumer part of the business is right through the roof. which is what young instacart is finding out today. instacart does not have a huge factory or distribution centers. it does not have all of the capital infrastructure required. in a can manage a workforce through these incredibly powerful smartphones and it is incumbent on instacart and it's wonderful under and ceo to make sure all of the economics makes ense, which it will. but t