September 28, 2020

Survey Shows Consumers Prefer Companies with ESOP Values

We here at The Menke Group have previously argued that the COVID-19 pandemic is an opportunity for change, for creating a more equitable economy, a better capitalism. We have said that the future of the American economy will hinge on employee ownership, and on ESOPs in particular. We have written about the ways ESOP companies have felt buoyed by their employee ownership cultures, and about the bills put forward in both houses of Congress that would promote employee ownership.

Now, the data shows that not just companies and politicians, but the American consumers themselves want companies that protect the lives and livelihoods of their workers, that live up to their stated values of putting people first, and that enact utilize creative solutions to avoid layoffs and support employees in difficult times.

In short, consumers want to do business with companies that embody the values at the core of every ESOP.

The independent nonprofit JUST Capital, which tracks, analyzes, and engages with large corporations and their investors on how they perform on the public’s priorities, polled over 1,000 consumers during the first few months of the pandemic. Their survey results show that, overwhelmingly, Americans want to give their business to—and work for—companies that put their employees first.

When asked what companies should prioritize during COVID-19:

  • 89% said providing workers with adequate personal protective equipment (PPE).
  • 87% said ensuring safe workplaces and social distancing.
  • 82% said giving employees the flexibility to work from home whenever possible.
  • 73% said companies should protecting workers’ jobs, even if it means corporate profits.

JUST Capital analyzed America’s 300 largest public employers to examine how the responses of the country’s biggest companies have lined up with what consumers actually want. The results were mixed, to say the least.

For instance, 77% of survey respondents said companies should prioritize providing hazard or additional pay for employees working essential jobs, but only 12% of the companies analyzed actually provided any such pay increases, and a number of them had already let those increases expire by June, when the survey results were published.

The survey also found that transparency is critical in challenging times, and that listening to and empowering workers is essential, but few companies live up to those principles. For instance, 77% of respondents said they would take a pay cut or reduced hours if it meant a coworker would be able to keep their job, and yet only 28% reported actually being asked about cost-cutting measures. Perhaps unsurprisingly, 70% also said that CEO pay cuts would be a welcome and effective tool for avoiding layoffs, as well.

The survey also showed that consumers are eager for a better way.

  • 85% said that “the pandemic has exposed underlying structural problems in American society.”
  • 80% agreed with the statement that “the pandemic has opened my eyes to acceptable and unacceptable corporate behavior.”
  • Nine out of 10 respondents agreed that the COVID-19 crisis represents an opportunity for a “reset” on the way America does business, with a far greater focus on doing right by their employees, customers, and communities.

The survey results strongly indicate that consumers are watching businesses carefully to see which ones live up to those ideals and which ones do not. 70% said they would stop buying from, investing in, or applying to companies that rolled back their worker-first policies as they reopened from the pandemic. 75% said they would go out of their way to support companies that showed their commitment to their workers was more than a temporary measure.

The survey never specifically asked about ESOPs, or any sort of broad-based employee ownership. Even so, the picture that the data paints of this “reset” could not be clearer:

As they look to the future, Americans want to buy from, and work for, companies that enact worker-first policies and stand firmly behind them. They want companies that will go to any length to avoid layoffs and, if layoffs become unavoidable, support the terminated employees in meaningful ways for as long as possible. They want companies that will be transparent about the challenges they’re facing and that seek input from their employees about finding solutions. They want companies that treat people fairly, empower their workers, and lift up their communities.

Americans want ESOPs.

ESOP companies out-perform their traditionally-owned competitors during recessions and times of crisis (and recover faster, and in a better position to capitalize on their competitive advantage) precisely because ESOP companies embody the above practices. Maintaining transparency, giving every employee a voice, and putting workers first are core components of ESOPs. And because ESOP companies put such a high premium on protecting jobs, workers cut their chances of being laid off in half during a recession—and six times under more stable conditions—just by working for one.

The time has come for a better, fairer, more equitable American economy, and ESOPs will be right at its heart. Washington wants it, businesses want it, and, as JUST Capital found, the American people want it, too.

Your business can be a leader in the new, better version of capitalism. Take your first step today. Contact The Menke Group to schedule your free preliminary analysis.

 

Menke & Associates, Inc. has helped over 3,500 companies successfully transition to employee ownership. Our holistic ESOP approach enables a positive outcome for the company, its employees and its shareholders. We believe ownership is powerful.

Share this article:
LinkedIn
Twitter
Facebook
WhatsApp

Learn why an ESOP is better for You,
your Business, and your Employees

Upcoming Web Seminar

Free 90-Minute Webinar for Business Owners, CFOs & Advisors

Learn how ESOPs fuel growth, reduce taxes, and power succession—without giving up control.

Days
Hours
Minutes
Seconds

Why 2026 is the Time for ESOPs

Strong companies are using ESOPs to play offense. With rates stabilizing and talent still tight, employee ownership is delivering a durable edge:

    • Founder Liquidity—On Your Terms. Create a market for your shares without selling to private equity or competitors.
    • Major Tax Efficiency. Enable capital‑gains deferral for selling shareholders (Section 1042 eligibility) and reduce or even eliminate ongoing corporate income tax for S‑Corporation ESOPs—freeing cash for growth.
    • Talent Magnet. Meaningful employee ownership boosts engagement, retention, and performance—without relying solely on wage increases.
    • Resilient Margins. ESOP tax advantages help counter wage pressure, input costs, and tariffs—so more operating cash flows to strategy.
    • Control & Culture Intact. Transition ownership while keeping leadership and values in place.. Transition ownership while keeping leadership and values in place.

Bottom line: ESOPs create a rare win‑win‑win—for owners, the business, and employees.

What You’ll Learn

ESOP 101—Modern Playbook
How ESOPs work in 2026, who qualifies, deal structures, and timelines.

Tax Strategies that Change the Math
Capital‑gains deferral, corporate tax reduction/elimination for S‑Corp ESOPs, deductible contributions, and cash‑flow modeling.

Talent & Culture
Retention without across‑the‑board raises; ownership communications that actually move the needle.

Protecting Margins
How ESOP incentives can offset cost inflation and support reinvestment.

Valuation & Financing in Today’s Market
Bank/seller notes, mezzanine options, rate considerations, and why “bankable ESOPs” are closing now.

Governance & Control
Board, trustee, and management roles—what really changes (and what doesn’t).

Who Should Attend

    • Business Owners planning an exit, partial sale, or recapitalization

    • CFOs evaluating capital structure and tax strategy

    • Advisors & Succession Planners guiding owner‑led companies

    • HR & ESOP Committee Members building engagement around ownership

Agenda (90 Minutes)

    1. Welcome, Speakers & Why ESOPs in 2026 (5 min)
      Quick orientation; who Menke is and why ESOPs are winning right now.
    2. ESOP Basics & Business Owner Benefits (10 min)
      What an ESOP is; liquidity, diversification, succession, productivity.
    3. Myth‑Busting: What ESOPs Do—and Don’t—Require (5 min)
      No, you don’t have to sell 30%+, borrow big, or give up control.
    4. Deal Structures & Transaction Paths (10 min)
      Cash‑contribution (pay‑as‑you‑go), leveraged (bank/seller notes), and stock contribution; when each fits.
    5. Typical Scenarios & Outcomes (10 min)
      Gradual sales, minority/majority sales, 100% buyouts, and recap strategies.
    6. Who’s a Strong Fit (and Common Constraints) (5 min)
      Profitability, team/transition readiness, industry notes.
    7. Tax Strategy Deep Dive (10 min)
      S‑Corp ESOP distribution savings; C‑Corp §1042 capital‑gains deferral; entity‑path options.
    8. Valuation & Pricing vs. Third‑Party Sales (8 min)
      FMV standards, control vs. minority value, practical comparisons.
    9. Financing the ESOP (8 min)
      Bank market overview, seller paper, balance‑sheet effects, cash‑flow modeling.
    10. Plan Operations & Employee Communications (8 min)
      Eligibility, vesting, distributions, disclosures, and how transparency drives results.
    11. Culture, Engagement & Measured Performance Uplift (6 min)
      What changes on day 2; tying ownership to productivity.
    12. Roadmap & Next Steps (3 min)
      Feasibility, design/adopt, contributions, and timing the sale.
    13. Live Q&A (2 min)

Hear From Past Attendees

“I came in skeptical. I left with a concrete roadmap and the math to brief our board.”

“This clarified our exit plan and showed how we can reward employees at the same time."

Your Presenter: Phil DeDominicis

Phil DeDominicis is an ESOP strategist and M&A advisor who has guided 300+ companies through ESOP formations, financing, and transactions over 20+ years at Menke & Associates. He specializes in selling ESOP‑owned businesses to financial or strategic buyers and in helping ESOP companies acquire other businesses.

Before Menke, Phil spent 14 years in investment banking M&A at Morgan Stanley and Salomon Smith Barney, advising middle‑market companies on change‑of‑control transactions. He holds a B.S. in Chemical Engineering from the University of Delaware (1985) and an MBA in Finance & Accounting from UCLA Anderson (1989). Phil currently serves on six for‑profit and not‑for‑profit boards.

What Phil will cover:

    • Where ESOPs win in 2026 (tax, talent, and control)
    • Owner liquidity paths: minority, majority, and 100% sales
    • Financing options and what lenders look for
    • Valuation reality vs. third‑party sales
    • How to prep a board, trustee, and employees for a successful close

Reserve Your Spot Now

Seats are limited. Save yours now and receive the ESOP Feasibility Checklist.

10:00AM – 11:30AM PT
11:00AM – 12:30PM MT
12:00PM – 1:30PM CT
1:00PM – 2:30PM ET

No cost. Suitable for companies with $5M–$500M+ in revenue across construction, manufacturing, services, distribution, tech, and more.

FAQ (Quick Hits)

    • Do I lose control? No—most ESOPs preserve day‑to‑day control with your leadership team and board.

    • Is this only for certain industries? ESOPs work across sectors when cash flow is stable and leadership continuity matters.

    • Can we do a partial sale? Yes—stage liquidity over time while capturing tax benefits.

READY FOR AN ESOP NOW?

Interested in finding out how an ESOP could work for your company?

For a free preliminary analysis, just fill out our ESOP Feasibility Questionnaire.

Related Articles

Man viewing employee stock ownership plan presentation on computer screen.
July 29, 2026
Don’t miss this opportunity to discover how ESOPs can align your business goals with the needs of employees and stakeholders.
Brass straightedge on slate, representing consistent ESOP valuation standards under new federal law
September 17, 2026
For fifty years, the hardest question in employee ownership was not how to finance the deal or how to structure the tax benefits. It was what “adequate consideration” actually meant. Congress has now answered it — and the answer is narrower, and more useful, than the headlines suggest.
Unfinished steel-frame building with a focused beam of light, representing AEC marketing and ideal client focus
September 14, 2026
Most contractors say they win work on relationships, and most are right, up to a point. What happens when the people who hold those relationships retire, or when the firm tries to grow into a market where nobody knows its name?
Abstract suspended architectural span under cable tension, representing the long-term structure of a Section 1042 tax deferral
August 31, 2026
A seller who elects Section 1042 on a $100 million ESOP transaction can defer roughly $33 million in capital gains tax, potentially for life. The same election, structured without care, can leave that seller carrying leverage on a securities portfolio for decades. The difference is in how the portfolio is built.
Abstract network of interconnected nodes representing ESOP employee ownership culture
August 17, 2026
Two companies can have identical ESOP structures on paper and produce completely different results. The difference usually comes down to three specific things — and most companies get at least one of them wrong.
Abstract image of a converging path symbolizing a 2026 ESOP market midyear review
August 3, 2026
Halfway through 2026, the ESOP market looks different than it did in January — bank lending is more competitive, private equity firms are eyeing ESOPs as an exit, and legislation is moving. Here’s what’s actually changed.