28A - Your Exit Strategy

1) Identify the exit strategy you plan to make. Do you intend to sell your business in the next 5 years for a large return? Do you intend to stay with the business for several decades and retire? Do you intend to protect the venture as a family business, and pass it down to your children?

I do not plan on selling my business in the short term and for a large return. I want to keep the company private and under the control of a limited amount of people. Because of this, I am looking to stay with Zenergy until I retire. Since Zenergy is a company founded off of exercise and mindfulness, I will most likely promote a manager // highly trained and qualified instructor to run the business I created. After I retire, I still will be investing into the company and have a say on our business operations.

2) Why have you selected this particular exit strategy?

I have selected this exit strategy because I want to preserve the mission, values, and culture of Zenergy. I do not want a contract organization to come and change the integrity of the cycling studio. In addition, Zenergy creates intimacy and family community among riders. If management is transparent and viewed as a peer, most clients will feel trusted in the services provided. Since I do not know if my children will possess the same passion for wellness and exercising, I intend to pass the company to someone I trust will preserve Zenergy's values and keep our customer's health a priority.

3) How do you think your exit strategy has influenced the other decisions you've made in your concept? For instance, has it influenced how you have identified an opportunity? Has it influenced your growth intentions or how you plan to acquire and use resources?

This exit strategy limits my growth intentions. As an owner and operator, I want to be seen by my riders and I want to be able to hear their needs. For the first couple of years, I will commute around the South East region looking over and teaching at few Zenergy Studios. If I see more of growth opportunity, I will consider franchising the business to a person who truly shares the same values and mission as me. In addition, the next owners need to be highly motivated, understand others emotions, and be dedicated to eliminating stress for others. Also, those leading Zenergy need to have a similar advantage with their social capital, human resources, financial capital, etc. They need to be able to financial support our mission, and have the community/resources to back up their studio.