When Information Was Scarce, It Could Be Extremely Valuable
There was a time when specialized information was genuinely difficult to obtain.
In fact, I still have books on my bookshelf that were never distributed through major publishers.
Some were simply photocopied at a local print shop, coil-bound, and sold through the mail.
If you wanted one, you had to discover that it existed, find out where to send a cheque, and wait for it to arrive.
Before information became widely available online, people often discovered specialized publications through advertisements in newsletters, magazines, or industry publications.
And sometimes the only way to learn certain techniques was to attend a conference or meet someone who already had the knowledge.
Some of those materials helped shape the understanding I later used when writing my book Invest Local, including concepts related to calculating returns on secondary-market note transactions.
The information was difficult to find.
That scarcity created value.
If a business had developed specialized knowledge that competitors couldn't easily access, that information could represent a meaningful competitive advantage.
But the economics of information have changed dramatically.
The Internet Reduced Information Scarcity. AI Is Accelerating the Change.
The internet was the first major disruption.
Suddenly, information that previously required weeks of searching could be discovered in minutes.
People gained access to instructional videos, templates, online communities, examples, research, and specialized explanations.
Knowledge became easier to locate and distribute.
Now artificial intelligence is accelerating that process.
You can ask an AI system to draft a lesson plan, organize a training program, create worksheets, develop project ideas, or outline an operating procedure.
You may still need an experienced person to review, test, and improve the output.
But the time and cost required to assemble the initial material can be dramatically lower.
This doesn't mean that all intellectual property is worthless.
It means that buyers must become much more careful about identifying which information still creates a meaningful competitive advantage.
Something that was difficult to reproduce twenty years ago might be relatively easy to recreate today.
And that changes what a rational buyer should be willing to pay for it.
The Children's Coding Camp Example: Is the Curriculum Really the Asset?
Imagine a business that operates summer coding camps for children.
Twenty years ago, developing a strong curriculum might have required an enormous amount of work.
The owner would need to determine which programming concepts children could understand, create age-appropriate lessons, develop engaging projects, prepare worksheets, and build instructor guides.
They would also need to test the material and determine what actually worked in a classroom.
That effort could create a valuable educational asset.
A buyer might reasonably view the curriculum as a significant part of what they were acquiring.
But consider the same business today.
An AI tool can help generate lesson plans, coding exercises, worksheets, and project ideas relatively quickly.
An experienced educator or programming instructor could then review the material and make necessary improvements.
The result might not immediately match a mature, thoroughly tested curriculum.
But the cost of producing a credible alternative could be much lower than it once was.
So if the seller claims that the curriculum represents a large portion of the company's value, you need to investigate that claim.
How difficult would it actually be to recreate the material?
How much would it cost?
How long would it take?
And would the new material be good enough to compete?
Those questions are now essential to evaluating information-based businesses.
The Difference Between Information and Execution
This brings us to one of the most important distinctions in business valuation.
Having information is not the same as having a functioning business.
I've met many people who believe they have a million-dollar business idea.
Sometimes they don't even want to explain the idea because they're afraid someone will steal it.
But ideas alone rarely create substantial business value.
What matters is whether you can execute the idea successfully.
That means finding customers, delivering products or services, managing employees, controlling expenses, and generating profits.
And ideally, the business should be able to do those things consistently without depending entirely on one person.
As I explained:
"execution is the hard part." —David C. Barnett
A curriculum is information.
A profitable coding camp is an operating business.
And the distinction between those two things can be enormous.
What Actually Makes a Coding Camp Business Valuable?
Let's return to the children's coding camp.
Suppose the business has been operating successfully for twenty years.
It has an established reputation in the community.
Parents recognize the brand.
Schools and community organizations refer families to the program.
The company has relationships with instructors and a reliable process for recruiting and training them.
It also has a registration system, a marketing process, and procedures for handling cancellations, refunds, behavioural issues, food allergies, and staffing problems.
These things matter.
The company knows how to attract customers and deliver a successful experience.
It has developed relationships that would take time to recreate.
And it has operational systems that have been tested in the real world.
Now imagine the seller argues that the company's main asset is its coding curriculum.
That may completely misunderstand where the real value resides.
The curriculum might be relatively easy to reproduce.
But the customer relationships, reputation, operating systems, and established distribution channels could be much more difficult to replicate.
The Real Question Buyers Should Ask
When evaluating this kind of company, ask yourself:
Is the value in the content, or is the value in the machine that delivers the content?
That question can help you distinguish between information that is easily copied and a business that has developed a meaningful competitive advantage.
Why Proprietary Information Doesn't Automatically Justify a Higher Purchase Price
Business sellers sometimes describe their assets using terms such as proprietary methods, unique systems, specialized training, exclusive knowledge, or intellectual property.
Those descriptions can sound impressive.
But they aren't substitutes for financial analysis.
A buyer needs to investigate whether the claimed intellectual property actually provides an advantage.
For example, could a competent person recreate most of the material using readily available tools?
Does the business have legal protections, such as enforceable intellectual property rights, that meaningfully restrict competitors?
Does the information produce measurable customer benefits?
And is the advantage durable?
These are different questions from simply asking how much the seller spent developing the material.
Historical development costs don't necessarily determine present economic value.
A seller may have invested thousands of hours creating a training program.
But if a competitor can now produce a comparable alternative for a fraction of the cost, that changes the economic value of the original material.
The effort involved in creating an asset isn't the same as the benefit it provides to a buyer today.
When Intellectual Property Claims Become Especially Dangerous
The risk becomes particularly significant when a business isn't generating strong cash flow.
Imagine a company that has stopped operating because the owner became ill.
Perhaps it has valuable-looking manuals, training materials, course content, or a proprietary operating system.
The seller argues that these assets justify a substantial purchase price.
But the company has no current earnings.
There may be no active customers.
And its operational capabilities may have deteriorated.
In that situation, the buyer needs to be especially careful.
The Backhoe and Dump Truck Comparison
Years ago, I used an example involving a foundation contractor.
Imagine purchasing a backhoe and a dump truck.
You now have some of the equipment necessary to operate a foundation business.
But you don't have customers, revenue, or earnings.
You essentially have a pre-revenue foundation company.
The equipment has value because it could be sold or used.
But you shouldn't automatically value the operation as though it were a profitable going concern.
The same principle applies to information-based businesses.
Owning a collection of training materials doesn't automatically mean you own a functioning, profitable training company.
You need to distinguish between the value of individual assets and the value of an operating business.
Why Existing Customers May Be Worth More Than the Information
One of the most important advantages of acquiring an established business is access to an existing customer base.
Suppose the coding camp has operated in the same community for twenty years.
It has developed a mailing list of parents who have enrolled their children in previous programs.
Each year, the company can contact those families and encourage them to register again.
It may also receive referrals from satisfied customers.
That customer access can be valuable.
A startup would need to build those relationships from scratch.
But even this asset requires careful investigation.
Customer Lists Can Lose Value Over Time
Imagine the coding camp stopped operating for two summers.
The owner became ill and couldn't run the program.
The mailing list still exists.
But some of the children represented by that list may now be too old to attend.
Other families may have moved away or developed relationships with competing programs.
And because the business wasn't operating, it may have missed opportunities to attract new families.
The customer database could be significantly less useful than it was before operations stopped.
So buyers need to examine not only whether customer information exists but also whether that information remains commercially valuable.
A database isn't automatically a customer relationship.
And a historical customer relationship isn't automatically future revenue.
The Assets That May Still Justify Buying an Existing Business
When evaluating a company whose value supposedly depends on information or intellectual property, I encourage buyers to look for assets that are genuinely difficult to recreate.
These can include:
Existing customers: Relationships that would require significant time and marketing investment to develop independently.
Demonstrated cash flow: Historical evidence that the business can generate profits.
Brand recognition: A reputation that influences customer purchasing decisions.
Trained employees: People who understand the company's operations and can deliver its products or services.
Established locations: Premises that provide a meaningful operational or competitive advantage.
Licences and approvals: Permissions or regulatory authorizations that may be difficult to obtain.
Vendor relationships: Supplier arrangements that provide favorable pricing, access, or reliability.
Proven sales channels: Marketing and distribution systems that consistently generate customers.
Operational systems: Documented processes that employees actually use to produce results.
Transferable know-how: Specialized knowledge that can realistically be transferred to a new owner.
These assets can create value because they provide advantages that a new competitor may struggle to reproduce.
The key is determining which advantages actually exist and how much they're worth.
The Importance of Location and Community Relationships
Let's revisit the coding camp example one more time.
Imagine the company operates in a church hall directly across the street from an elementary school.
Parents can easily arrange for their children to attend after-school programs.
The location is affordable.
The organization has a long-standing relationship with the facility.
And there may be very few comparable spaces available nearby.
That location could be a significant advantage.
A competing startup might be able to develop a similar curriculum in a matter of days or weeks.
But securing a similarly convenient facility at a reasonable cost could be much more difficult.
That's an example of an asset that may create genuine economic value.
Of course, the buyer would still need to verify whether the location agreement can continue after the acquisition.
But the principle remains.
Sometimes the value of a business lies in practical advantages that have little to do with its intellectual property.
Buying a Business Versus Starting a Competitor
This leads to a comparison I believe every business buyer should consider.
Would it make more sense to buy the existing business or start a competing company?
I discuss this in my 2014 book Buying Versus Starting a Small Business.
A business acquisition can provide substantial advantages.
You may receive existing customers, trained employees, operating systems, established supplier relationships, and proven cash flow.
Building those advantages independently could take years.
And a startup might experience significant losses before reaching profitability.
In those circumstances, buying the existing business may be the better decision.
But what happens when the seller wants a very high price for a company whose main asset is easily recreated information?
The comparison changes.
If you can create a comparable product, develop the necessary systems, and enter the market for substantially less money, starting a competing business may be more attractive.
Compare the Real Cost of Both Options
When evaluating the alternatives, consider:
| Acquisition consideration | Startup consideration |
|---|
| Purchase price and transaction expenses | Startup investment and development costs |
| Existing cash flow | Expected losses before profitability |
| Established customers | Cost and time required to attract customers |
| Existing employees and systems | Recruiting and system-development expenses |
| Acquisition financing and debt service | Startup financing and capital requirements |
| Existing reputation and market position | Time required to establish credibility |
| Inherited liabilities and operating problems | Risks of launching an unproven business |
The right answer depends on the specific circumstances.
Sometimes the established business provides advantages that would be extremely expensive to recreate.
Other times, the seller's asking price is so high that a startup becomes a more reasonable alternative.
Even if you ultimately decide to buy the company, understanding the startup alternative can help establish a sensible maximum purchase price.
Why AI May Change the Value of Some Franchise Systems
This issue also applies to franchises.
A franchise can provide valuable advantages.
These may include brand recognition, established customer demand, supplier relationships, operating systems, and ongoing support.
But not every franchise offers the same benefits.
Suppose a franchise primarily provides an operating manual, a logo, and some basic training.
If the underlying business concept and procedures can be recreated relatively easily, you need to ask what justifies the franchise fees and ongoing royalties.
The existence of a manual doesn't necessarily create a durable competitive advantage.
The Plant-Based Restaurant Example
I've spoken with people interested in restaurant franchises built around specialized food concepts, including plant-based dining.
The argument is sometimes that demand for vegetarian food will continue increasing.
That may be true.
But consider what happens if vegetarian dining becomes much more popular.
Existing restaurants can add vegetarian options to their menus.
They don't necessarily need to adopt an entirely new franchise concept.
In fact, many restaurants already offer menu items designed for vegetarian customers.
So the question isn't simply whether the market for vegetarian food will grow.
It's whether the franchise possesses advantages that competitors cannot easily reproduce.
Does it have a powerful brand?
Does it have superior operations?
Does it offer meaningful purchasing advantages?
Does it attract customers more efficiently?
Those are the questions that matter.
A Franchise Manual Isn't the Same as a Competitive Advantage
Some food suppliers already provide restaurants with operating guides, business plans, recipes, and other support materials.
If you want to open a particular style of restaurant, you may be able to obtain much of the basic information from suppliers and other accessible sources.
AI may make developing those materials even easier.
That doesn't mean a franchise has no value.
It means buyers need to separate the easily reproduced information from the assets that genuinely improve the economics of operating the business.
A strong franchise may provide customer recognition, proven systems, purchasing power, and ongoing operational support.
A weak franchise may provide little more than information that is already widely available.
Those two propositions shouldn't be valued the same way.
What About Businesses Built Around Personal Expertise?
There's another important complication.
Some businesses derive much of their value from the knowledge and experience of a particular individual.
My own consulting business is an example.
I provide educational materials about buying, selling, financing, and managing small businesses.
I also work directly with clients who need help evaluating real transactions.
Someone could purchase the rights to my Business Buyer Advantage training materials.
But owning those materials wouldn't automatically give them the ability to deliver the same consulting services.
My consulting work draws on years of experience dealing with business owners, buyers, sellers, lenders, and transaction problems.
That expertise is difficult to transfer.
As I explained:
"Really, the true IP in my business is in here." —David C. Barnett
I was referring to the knowledge and experience I've developed personally.
A buyer acquiring an expertise-driven business needs to understand how much of that value depends on the seller remaining involved.
If the seller leaves, can the business continue delivering the same results?
Or does the company's value depend on knowledge that isn't easily transferred?
This is a critical consideration when evaluating consulting firms, professional services businesses, and other knowledge-intensive companies.
Why Training and Experience Still Matter in the Age of AI
AI can help people access and organize information.
But it doesn't automatically give them practical judgment or experience.
There's a difference between reading about business acquisitions and knowing how to evaluate a real transaction.
For example, someone who completes my Business Buyer Advantage training becomes familiar with concepts such as cash flow, goodwill, valuation, due diligence, and deal structure.
When that person later books a consulting session with me, we can often move through their questions much more efficiently.
They already understand the terminology and fundamental concepts.
We can spend our time examining the specific issues affecting their transaction.
Without that foundation, I may need to spend substantial time explaining the basics before we can investigate the actual problem.
That's one reason structured education and experienced guidance can still create value.
The value isn't necessarily in exclusive access to information.
It can be in how effectively that information is organized, taught, understood, and applied.
How Buyers Should Evaluate Intellectual Property in Due Diligence
If you're considering purchasing a business with significant information-based assets, I recommend investigating several areas.
| Due diligence area | Key question |
|---|
| Reproducibility | How easily could a competent competitor recreate the information? |
| Development cost | What would it cost to produce a comparable alternative today? |
| Legal protection | What rights does the business actually own or control? |
| Customer relationships | Does the business have active customers who are likely to remain? |
| Revenue and profitability | Does the information contribute to demonstrated earnings? |
| Operational systems | Can the business consistently deliver its product or service? |
| Employee capabilities | Does the team have the expertise needed to operate independently? |
| Seller dependence | How much important knowledge exists only in the owner's head? |
| Competitive advantage | What prevents competitors from offering a similar product? |
| Startup alternative | Could you build a comparable business for less than the acquisition price? |
The objective isn't to dismiss intellectual property.
It's to understand its actual economic contribution.
Some intellectual property remains extremely valuable because it is protected, difficult to reproduce, commercially useful, or integrated into a successful operating system.
Other information may have lost much of its scarcity value.
Buyers need to distinguish between the two.
The Changing Value of Information Should Affect Your Acquisition Strategy
The availability of AI-generated information creates both opportunities and risks.
For buyers, it may reduce the cost of starting certain types of businesses.
It can make it easier to develop training materials, organize procedures, create content, and build initial operating systems.
But it can also reduce the competitive advantage of businesses that previously relied on information scarcity.
That means buyers should be especially skeptical when sellers emphasize the historical effort involved in developing proprietary materials.
The important question is what advantage those materials provide today.
As I explained:
"the value in any business acquisition is on what advantage it gives the buyer today." —David C. Barnett
That principle applies whether you're evaluating a training company, consulting practice, franchise, educational business, or another information-based enterprise.
You're not purchasing the seller's past effort.
You're purchasing the future economic benefits of owning the business.
And those benefits must be evaluated in today's competitive environment.
Final Thoughts: Buy the Business, Not Just the Information
Information has become easier to find, assemble, and reproduce.
And artificial intelligence is accelerating that trend.
But successful businesses still require much more than information.
They need customers.
They need capable employees.
They need reliable systems.
They need strong relationships, effective marketing, and the ability to deliver products or services profitably.
Those things can be much harder to recreate than a collection of manuals, lesson plans, or training materials.
That's why I encourage buyers to focus on the operational advantages a business provides.
Does the company have a loyal customer base?
Does it generate transferable cash flow?
Does it have systems that work?
Does it possess relationships, locations, or capabilities that would take significant time and money to reproduce?
And can the business continue delivering those benefits after the seller leaves?
As I explained:
"Are you buying a machine that produces results? Or are you just buying something that can be easily recreated?" —David C. Barnett
That's the distinction.
The value of a business isn't determined by how difficult its information was to create in the past. It's determined by the competitive and economic advantages that business provides today.
Before paying a premium for intellectual property, make sure you understand what you're actually acquiring.
And always compare the acquisition opportunity with the cost and risk of building a competing business yourself.
Sometimes buying is the better option.
Sometimes starting from scratch makes more sense.
The important thing is making that decision based on real economic value rather than outdated assumptions about information scarcity.
Learn How to Evaluate Business Value Before You Buy
If you're considering buying an existing business, my Business Buyer Advantage program teaches you how to analyze cash flow, evaluate goodwill, understand business valuation, conduct due diligence, and identify acquisition risks.
The goal is to help you understand what you're actually buying and whether the proposed transaction makes financial sense.
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If you want to understand how business value is affected by assets, earnings, goodwill, and other factors, explore my book Business and Asset Values: How Owners, Buyers, Sellers, Lenders, and Advisors Should Think About Small Business & Equipment Value.
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If you're comparing buying an existing business with launching a startup, my Cash Flow Forecasting and Business Plan Writing Program can help you model the financial implications of both approaches.
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