The document discusses strategic planning and business valuation. It provides definitions of strategy, outlines elements of a strategic plan including goals and milestones, and describes tools like the lean business planner for organizing ideas. It also discusses strategic business valuations for communicating financials simply, using methods like earnings bands and efficiency frontiers. Metrics like return and risk-adjusted return are evaluated at the business unit level against benchmarks.

1. We make owners and management visualize
the potential with our approach
STRATEGY
It’s about the approach

2. We make owners and management visualize
the potential with our approach
Michael Porter, a strategy expert and
professor at Harvard Business School,
defines strategy to be;
 How an organization communicates it’s
unique position,
 How an organization’s resources, skills,
and competencies should be combined
to create competitive advantage.
The definition of strategy
STRATEGY Copyright © 2017 Beide Forvaltning A/S

3. Strategic Planning
STRATEGY Copyright © 2017 Beide Forvaltning A/S
The Strategic Plan
How elements are combined to build a
competitive advantage. The overall disposition
contains prioritized descriptions of main
elements.
In arguing for the various
strategic alternative focus should
be placed on;
I. Structural difference in
product offering.
II. Market peneration
implications (criteria).
III. Variations in financials of
strategic alternatives.
The overall goal of the plan is to ensure that the reader understand how the
unique elements combine to form the overall strategy. By conducting interviews,
studies, research and questionaires a structured disposition is created of elements to
bring in to the overall description of how the company in question will create a
recurring and sustainable business model.

4. Lean Business Planner
STRATEGY Copyright © 2017 Beide Forvaltning A/S
Digital tool to organize your ideas and
build the business case.
Lean business planner allows you to identify, organize, test and
support your ideas in a dynamic environment to build the case.
As opposed to traditional design of business plans the dynamic
features of Lean Business Planner will enable you to work with many
ideas simultaneously to identify what is unique, what segments your
idea is intended for and how to support your idea by defining a test
plan, list of resources and determine financial criteria to be met.
Dynamic approach versus traditional
approach.
The dynamic approach should be
viewed as complimentary to the
traditional design approach using
dispositions and documents. By first
testing out your ideas dynamically –
details, recommendations and
descriptions can later be transferred
to strategic documents.

5. Strategic plans
STRATEGY Copyright © 2017 Beide Forvaltning A/S
Vision /goal setting
Secure goal
Define a goal that you feel for sure you will reach by acting
the way you are accustomed too.
Realistic goal
Define a goal that you will be very glad to accomplish. This
goal level demands that you break out of some routines, put
In an extra gear and work actively to accomplish objective(s).
Barrier breaking goal
Define a goal level that really breaks with some of your
routines for you on a personal level.
Vision, goals and structured milestone(s)
Requires a clear understanding of what realistic
S.M.A.R.T activities to pursue.
Specific : Are your goals specific enough.
Measurable : Are the goals measurable.
Applicable : Have the goals been assigned
Realistic : Are the goals realistic given resources
Timetable : Has a timetable been defined.

6. The assesment scoring model is
designed to rate capabilities based on
a set number of questions and
assessments to rate where the
organisation stands as a whole. The
model can be configured to set
weights to the categories to be
included in the overall assessment of
readiness and maturity in relationship
to comparable companies.
H i g h e st n u m b e r i s b e s t
Key drivers for success
Points
Company 1
Points
Company 2
Points
Company 3
Points
Company 4
Weighted
Point Score
1. Strategic Makeover 232 212 199 192 209
2. Technology (how it is described) 179 167 169 153 167
3. Lobbying / Networking 96 86 75 78 84
4. Financial 102 98 126 113 110
5. Visual and branding identity 36 36 39 43 39
6. Advanced 48 48 48 48 48
7. Digital / Artifical Intelligence 48 48 48 48 48
Total Scores 740 694 704 673 703
RANK Aggregate Scores 1 4 2 5 3
Specify Makeover Criteria
(max 10):
Weight%
1. Strategy 25%
2. Technology 20%
3. Lobbying / Networking 10%
4. Financial 15%
5. Visual 10%
6. Advanced 10%
7. Digital / Artifical Intelligence 10%
Sum: 100%
Point scoring model to rate
capabilities within categories for
start-up companies.
Assessment of capabilities, where a company
stands requires a scoring method to assess
status, plan activities and set up a structured
improvement program for the next 3 and 12
months.
Assessment scoring model
STRATEGY Copyright © 2017 Beide Forvaltning A/S
The model will score points based on a
set number of questions within each
category whereas a scaling system i used
(1-10) that rates the company relative to
other companies, industry etc. The point
scoring system can be used to rate a set
number of companies against each other.

7.  Innovative new methods integrated with accounting data to build
financial statement(s).
 Multiple valuation methodologies and core contingencies to
portray financial summaries (consolidated and by BUs).
 Ability to build strategic efficient frontier views by applying the
following;
 Build alternative strategic scenarios.
 Hedging methodologies - many type of hedging instruments.
 Fair Value / Cash flow hedging assumptions.
 Pricing formulas.
 Definition valuation benchmarks (over value / under value).
 Construct your own or utilize standard benchmarks.
 Integration with «market / transaction platforms» .
SBV - Explains financials associated
with a business case or business
valuation in a simple manner.
We make valuing and communicating a business case or
business simple by applying asset, income and market
based methodologies.
Strategic business valuations (SBV)
STRATEGY Copyright © 2017 Beide Forvaltning A/S

8. NetPresentValue(NPV/IRR)
Portfolio Risk
Efficient Frontier
Investment alternatives /
hedgingstrategies
Figure 1.0 Describes how the composition of
earnings portrayed through net present value
(NPV) and internal rate of return (IRR) would
look differently based on the earnings risk
associated with each earnings composition
(investment alternative),
Figure 1.0. Efficient frontier views – Composition of earnings.
Utilizes the efficient frontier view – CAPM (Capital Asset Pricing Model)
Gives a consisting framework where valuation methodologies, investment composition as well as hedging and
pricing methods can be varied utilizing asset, income and market based methods.
Efficient frontier
STRATEGY Copyright © 2017 Beide Forvaltning A/S

9. High EPS targetLow EPS target
High Earnings Band
Low Earnings Band
BU #2
BU #1
BU #3
BU #4
Figure 2.0 Strategic placement of BU – EPS band (stochastic confidence 95%)
Strategic view that describes earnings volatility and expected earnings per share
Target that varies by business unit, valuation principles and varying investment alternatives gives insight into overall
earnings expectancy.
Figure 2.0 describes how expected financials can be
communicated utilizing SBV in a strategic view based
on an expected earnings band with an expected
earnings per share target.
Earnings band is in this context referred to as a measure
of expected variability in earnings while EPS target is
referred to the absolute earning per share.
Strategic view - Implications
STRATEGY Copyright © 2017 Beide Forvaltning A/S

10. Variation of quantifications
How the SBV behaves under various valuation
methodologies and investment compositions.
Requires a consistent framework whereas
measurements are view in a consistent manner.
Portfolio Risk (EPS) at 95% confidence
ALT - 3ALT- 1
ALT- 2
ALT - 4
ALT-1 ALT-2 ALT-3 ALT-4
EPS -0,05 -0,03 -0,05 -0,01
EaR -0,10 -0,08 +0,02 -0,12
VaR -0,12 -0,12 0,00 -0,12
CVaR 1 M 1,2M 1,3M 1,4M
Figure 3.0 Variations of financials by principles, investment case)
Figure 3.0 depicts how a consistent view
for valuation measurements will enable
the user to address earnings per share
impact utilizing standardized
measurement of expected variability.
OperationalEarnings(EPS)
FIGURE Incremental Portfolio changes – 95% confidence
Measurement framework
STRATEGY Copyright © 2017 Beide Forvaltning A/S
In addressing the standardized
measurement framework, the
alternative methodologies for
valuation as well as composition of
earnings mix (investment
alternatives, hedging compositions)
can be viewed consistently.

11. Varying valuation principles,
investment cases increases
confidence in the financial outlook
Enhances the ability to perform risk adjusted reviews
assessing the forward outlook and gives insight into
what benchmark and relative benchmarks to choose.
UtilityS&P
Industry S&P
BUTotal
BusinessUnit
Return
Sharp
Figure 4.0 Risk adjusted performance BU Unit against S&P 500 (stochastic confidence 95%)’
Per Business Unit Return Deviance from Index Sharpe Ratio Sortino Ratio
Last Calendar Year 4,5% 0,1% 0,262 0,015
Last 3 calendar years 6,7% 1,2 % 0,252 0,058
Last 5 calendar years 8,0% 0,4% 0,376 -0,009
0 % 5 % 10 % 15 % 20 % 25 % 30 % 35%
Figure 4.0 depicts how return and risk information for a particular
business unit can be used to compare returns and risk adjusted
metrics for selected benchmarks.
Benchmarks can also be built by evaluating / assessing earnings
characteristics for the consolidated earnings view utilizing the SBV
strategic view utilizing the various valuation principles and
investment cases.
Tactical implications
Copyright © 2017 Beide Forvaltning A/SSTRATEGY
Table 4.1.2 Capital Allocation Matrix / Tactical allocations - BU Units (stochastic confidence 95%)

12. Product & Prices – Strategy
T Copyright © 2017 Beide Forvaltning A/S
Product Description Prices
Strategic plan
Design of a strategic plan focusing on
utilizing lean business planner and
addressing an outline tailored to the
industry and offering in question
containing plan categories and content
of the highest quality.
Fixed price of NOK 100,000
to arrive at a investor ready
strategic plan – up to 150
hours. Each hour priced at
$150 thereafter.
Scoring model
Design of a scoring model with design
of weight categories for the scoring
purpose in question (rank external
porfolio managers, evaluate RFP, score
start-up, venture copmany capabilities)
including all qualitative and
quantitative questions to be addressed
in arriving at an overall comparable
scoring.
Fixed price of NOK 50,000 to
arrive at a investor ready
strategic plan – up to 75
hours. Each hour priced at
$150 thereafter.
STRATEGY
When building the strategic approach, the analytical mindset require depth and precision to arrive at a unique
offering, a recurring business model and realistic goal setting.