Trakware Systems is the worldwide leader in manufacturing execution system (MES) solutions for engineer-to-order (ETO) and project-based manufacturers maximizing both profitability and productivity. Trakware specializes in lean business-critical functions such as estimating, advanced scheduling, job costing, production management and labor as well as material shop floor data collection. TRAKware software fully integrates with existing ERP systems, as well as major software providers for financials, engineering design, optimization, payroll and wireless interaction for mobile workers. Trakware recognizes ETO manufacturing as a process and includes a wide range of industry sectors including Architectural Woodworking, Cabinets, Store Fixtures, Doors and Windows, Furniture, Oil and Gas Fabrication, Solid Surface, Metal Fabrication, Yacht-building, and Custom Electronics.

According to Trakware’s CEO, Randy Richel, “Our Leadership team is a critical part of the company’s success and ensures our ongoing growth.” The Leadership Team includes the following professionals:

• Randy Richel, P.Eng., CEO & General Manager. Randy joined Trakware in August, 2004. Previous to Trakware, Randy held senior positions in global product development, software delivery, software quality, product management, strategic partnering, while at MessagingDirect / ACI Worldwide.

• Craig Senych, P. Eng., President. Craig joined Trakware in the summer of 2000 as the VP of Business Development, and became the president of the company in September 2003. Previous success results in the areas of sales, marketing, business development, and business unit management experience while at Spartan Controls.

• John H. C. Pinsent, CA, CFO. Formerly with Ernst & Young – distinguished ten-year career as their Director of Technology; recipient of the Institute of Chartered Accountants of Alberta “Early Achievement” Award for 2001 and the 2002 Economic Development Edmonton Ambassador Award.

• Sam Cooper, Director of Sales. Prior to joining Trakware Sam experienced previous global success results in the areas of sales, marketing, business development and strategic partnerships with MessagingDirect / ACI Worldwide and Sun Microsystems. Sam’s education includes an undergraduate degree in Business from the University of Montana and was a Presidential Honor Roll Student-Athlete. In addition, he received his MBA from the University of Alberta with an emphasis in finance in 2004.

• Darrell Mykitiuk, Research and Development / CTO. Prior to co-founding Trakware in 1995, Mick gained substantial experience with product development for global markets, and software architecture, at both Hewlett-Packard and MPR.

Trakware Systems has been providing integration since 1995 and is a highly configurable, enterprise-wide business solution designed for the requirements of engineer-to-order manufacturing companies worldwide. Trakware combines ERP, MRP, and MES systems from estimation through to final installation in the field. Trakware leverages innovative technologies like XML and GPS-enabled mobile phone or smart phone.

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The process of gas station valuation can be a tricky business. Quite apart from the question of how you approach the actual valuation itself, you have many variables to take into account including principally whether the property is leased or owned and whether it is owned as part of a franchise agreement with a major oil company, for example. Above all else, remember to conduct a proper process of due diligence and pay particular attention to financials when trying to arrive at a good value proposition.

As a buyer, you must be prepared to make certain assumptions and decisions yourself and not to rely on the often partial information supplied by the seller. It is up to you to determine the value of the business for you personally, as the amount the business owner thinks the gas station is worth has little if anything to do with its actual value.

Traditionally there are two different ways to look at gas station convenience store valuation, and these are either asset-based, where the income-producing assets are individually valued and totaled to make the purchase price, or cash flow based, which is the most popular. In this scenario, the overall profit is adjusted according to certain expenses, multiplied and used to establish a price. The multiple is essentially the premium placed on the business and can be anything from one, up to five times this figure.

Before you can arrive at a value that you are happy with, you need to have certain fundamental questions answered. If the business occupies rented property you must engage with the landlord. Many landlords are not interested in issuing a new lease unless they can be sure that the incoming person has experience running this particular type of business. However, they are almost always willing to negotiate as they do not want to see the property sitting around empty!

As an owner of a gas station and convenience store you will have many different suppliers and vendors, some of which are absolutely critical to the ongoing success of the business. Never assume anything and make sure that you can enjoy an ongoing good relationship and great trading terms with these entities.

When it comes to cash sales, if the seller cannot prove it then you cannot include it as part of your value assessment. Some gas station owners will pride themselves on the amount of cash sales and put this to you as almost something magical. Remember that they have benefited from not paying taxes on this income, almost always cannot prove that it exists and cannot expect to therefore earn a premium from it.

Most often you will want to consider using the total owner benefit as a base to create a valuation for the business. This is defined as the net income of the business added to the owner salary, any perks, depreciation and interest less any amount that you might have to put aside for capital projects assessed. With regard to average business valuation, gas station or convenience stores that are full service will often command 2 to 3 times whatever the owner benefit figure it is. If it is a smaller establishment and self service, 1 to 2 times. Consider the volume of trade versus the amount of hours that you will have to put in. A 24-hour, seven-day a week establishment takes a lot of management and oversight.

While business financials and owner benefit multiples are primary to your decision-making process, remember to consider a host of other variables:

- During the process of observation, use a period when you actually count the number of patrons coming in and out of the station to enable you to come up with a good average for traffic.

- Remember that you should aim for between 25 and 33% return on your cash investment when purchasing a business such as this, although if you are going to be an absentee owner you should be prepared to accept a lower return.

- Watch out if the owner appears to be working excessive hours or is reliant on a number of his family members to help him staff the operation. Pay attention to employee records and costs and ask yourself whether you are prepared to be as hands-on as he appears to be.

- Consult with local authorities to see if there are any major road construction projects planned. Sometimes these are inevitable but can have major disruptive forces.

To really focus the attention of the seller as you establish a value for your business purchase, why not ask him or her to engage in an “earn-out” scenario, where a portion of the sale price is returned to them over a period of time subject to certain conditions. This will ensure that you have their full attention during the disclosure phase!

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