The document provides an analysis of strategic options for NewAlliance Bank's merchant services portfolio, including maintaining the current model, expanding through an ISO partnership, transforming to a more "bank centric" model, or outsourcing the portfolio. It summarizes the results of a functional review of the portfolio in areas like risk management, sales, and processing. A decision matrix is used to evaluate the risk and reward tradeoffs of each strategic option.
This course will take you through the process of a typical business valuation engagement, from scoping the work to ultimately arriving at a conclusion of value. Through a case study, we will address fundamental issues including valuation approaches (asset, income and market), normalizing analysis and valuation discounts.
Better business cases overview presentation - 5 Case ModelTraining Bytesize
Training Bytesize provides project management training and certification courses. They offer courses in PRINCE2, Agile, Better Business Cases, and other topics. Training Bytesize trains over 350 students per month and has offices in the UK, Australia, and partnerships in Europe. They provide classroom, blended, and online training. Better Business Cases training helps organizations justify projects and make better investment decisions, with potential savings of £200-300 million per year for the UK public sector. The course covers the Five Case Model and how to develop strategic cases, outline cases, and full business cases to assess needs, options, and ensure successful project delivery.
1. The document discusses assessing the financial viability of business models through early testing of pricing, costs, and profitability. This helps determine if outside investment is needed.
2. It examines financial viability for both markets for products and markets for technology. For products, it assesses addressable market size, competitive pricing, costs, and time to profitability. For technology, it compares to acquisition prices and stages of similar companies to estimate potential value.
3. Key factors in financial viability include risks and returns on investment compensating the founder, the ability to price competitively while covering costs, and the need for and ability to obtain outside financing.
The role of finance in the strategic planning and decision-making processyashikagupta48
The document discusses the role of finance in strategic planning and decision making. It outlines the strategic planning process, which includes creating a vision and mission statement, analyzing strengths/weaknesses/opportunities/threats, formulating a strategy, and implementing and monitoring the strategy. The balanced scorecard approach aligns strategy with financial goals in key areas like free cash flow, economic value added, asset management, profitability, growth, risk management, and tax optimization. Setting measurable financial goals in these areas helps ensure strategies are effectively implemented and monitored.
The document summarizes a comparable companies analysis valuation of GM using multiple automotive companies. Key steps included selecting comparable public companies, collecting financial data, calculating ratios and growth rates, determining trading multiples based on forward EV/EBITDA, and applying those multiples to GM's EBITDA to calculate an implied valuation range. GM's implied valuation range was then compared to its current enterprise value to assess whether it was under or overvalued based on the comparable company analysis.
The document discusses different perspectives on what makes a business viable or able to survive, including economic viability through profitability, social viability through value delivered, and sustainability over time. It examines factors like growth, competition, size, product lifecycles, and protecting a business from threats both internal and external.
The document provides an analysis of strategic options for NewAlliance Bank's merchant services portfolio, including maintaining the current model, expanding through an ISO partnership, transforming to a more "bank centric" model, or outsourcing the portfolio. It summarizes the results of a functional review of the portfolio in areas like risk management, sales, and processing. A decision matrix is used to evaluate the risk and reward tradeoffs of each strategic option.
This course will take you through the process of a typical business valuation engagement, from scoping the work to ultimately arriving at a conclusion of value. Through a case study, we will address fundamental issues including valuation approaches (asset, income and market), normalizing analysis and valuation discounts.
Better business cases overview presentation - 5 Case ModelTraining Bytesize
Training Bytesize provides project management training and certification courses. They offer courses in PRINCE2, Agile, Better Business Cases, and other topics. Training Bytesize trains over 350 students per month and has offices in the UK, Australia, and partnerships in Europe. They provide classroom, blended, and online training. Better Business Cases training helps organizations justify projects and make better investment decisions, with potential savings of £200-300 million per year for the UK public sector. The course covers the Five Case Model and how to develop strategic cases, outline cases, and full business cases to assess needs, options, and ensure successful project delivery.
1. The document discusses assessing the financial viability of business models through early testing of pricing, costs, and profitability. This helps determine if outside investment is needed.
2. It examines financial viability for both markets for products and markets for technology. For products, it assesses addressable market size, competitive pricing, costs, and time to profitability. For technology, it compares to acquisition prices and stages of similar companies to estimate potential value.
3. Key factors in financial viability include risks and returns on investment compensating the founder, the ability to price competitively while covering costs, and the need for and ability to obtain outside financing.
The role of finance in the strategic planning and decision-making processyashikagupta48
The document discusses the role of finance in strategic planning and decision making. It outlines the strategic planning process, which includes creating a vision and mission statement, analyzing strengths/weaknesses/opportunities/threats, formulating a strategy, and implementing and monitoring the strategy. The balanced scorecard approach aligns strategy with financial goals in key areas like free cash flow, economic value added, asset management, profitability, growth, risk management, and tax optimization. Setting measurable financial goals in these areas helps ensure strategies are effectively implemented and monitored.
The document summarizes a comparable companies analysis valuation of GM using multiple automotive companies. Key steps included selecting comparable public companies, collecting financial data, calculating ratios and growth rates, determining trading multiples based on forward EV/EBITDA, and applying those multiples to GM's EBITDA to calculate an implied valuation range. GM's implied valuation range was then compared to its current enterprise value to assess whether it was under or overvalued based on the comparable company analysis.
The document discusses different perspectives on what makes a business viable or able to survive, including economic viability through profitability, social viability through value delivered, and sustainability over time. It examines factors like growth, competition, size, product lifecycles, and protecting a business from threats both internal and external.
The document provides an overview of business valuation, including key principles and methodologies. It discusses:
- The definition and purpose of valuation as estimating economic worth subject to assumptions and data available.
- Common standards of valuation including fair market value and intrinsic value.
- Approaches to valuation including income, asset, and market based methods.
- Key valuation methods like relative valuation using multiples and discounted cash flow valuation.
- Factors that influence valuation like purpose, industry, stage of business, and financial performance.
TRU Snacks Webinar Series - Determining the Right Path Forward When Restructu...Citrin Cooperman
The COVID-19 pandemic pushed many business owners into crisis management mode to identify the best way to pivot and ensure sustainability. During this TRU Snacks session, we will provide insight on how to determine the right path forward when restructuring a financially distressed company.
https://www.citrincooperman.com/infocus/tru-snacks-webinar-series
Introduction to Business Valuation, Fair Market Value, reasons and elements of business valuation, methodologies of business valuation, case study on net asset value.
The document provides a self-assessment exercise for businesses to evaluate their viability in three key areas: market viability, organizational viability, and commercial viability. It contains a series of questions for businesses to assess how well positioned they are for growth. The questions are divided into blue questions for quick yes/no answers and green questions requiring short explanations. The assessment is meant to help businesses identify areas of weakness and create an action plan to improve over the next 30 to 90 days.
The document discusses strategic financial management and value-based management approaches. It defines strategic financial management as identifying strategies to maximize net present value and implementing and monitoring chosen strategies. Value-based management seeks to maximize shareholder value using techniques like discounted cash flow analysis. Common VBM methods include free cash flow, economic value added, and cash flow return on investment.
International financial,marketing strategy.Liz Mary Jose
The document discusses various aspects of international financial and marketing strategies. It covers topics such as international capital budgeting, selection of funding sources, financial swaps, market identification, product strategies, and pricing strategies. Specifically, it discusses computing cash flows, cost of capital, adjusted present value approaches, interest rate and currency swaps, standardization versus product adaptation, pricing discrimination, skimming versus penetration pricing, and transfer pricing between related entities.
The document discusses various types of business analysis including credit analysis, equity analysis, business environment and strategy analysis, and financial analysis. It then provides a roadmap for financial analysis, covering business environment analysis, business strategy analysis, company profile/events, shareholding patterns, and ratio analysis. Ratio analysis examines short-term solvency, long-term solvency, profitability, return on investment, and liquidity. Comparative standards, influencing factors, and valuation ratios are also discussed.
Corporate Valuations “Techniques & Application”: A compilation of research oriented valuation articles.
Contents: Business valuation, Relative valuation, Sum of the parts valuation and value creation, ESOP valuation, Discounted Cash Flow Valuation, Enterprise Valuation etc.
This document discusses financial strategy and objectives for a new business venture. It explains that a financial strategy should answer questions about startup costs, ongoing operating costs, capital needs, and sources of funding. The key components of a financial strategy are identified as sales forecasts, expenses, profits, balance sheets, cash flow projections, and repayment plans. The document also outlines the financial planning process and defines important financial terms like breakeven point, market share, profit margin, return on investment, and the difference between startup costs and operating expenses.
There are specific steps to take when preparing a supportable business valuation.
If you need a business valuation and want to make sure that the valuation expert covers all of the bases, you should look at our slides to understand the basics of the valuation process.
Financial objectives are goals or targets set by a business regarding its financial performance. Typical financial objectives include cash flow targets, cost minimization, return on capital employed, and shareholders' returns. Cash flow targets ensure a business has enough cash when needed. Cost minimization aims to raise profits by reducing costs. Return on capital employed measures profit generated relative to money invested. Shareholders' returns objectives focus on dividend per share and dividend yield. A business's financial objectives are influenced by internal factors like stakeholders and strategy, and external factors such as economic climate, competition, and legislation.
Valuation & Financial Re-organization
This document provides contact details for valuation services at IndiaCP and outlines an upcoming business leadership program on valuation. It discusses what valuation is, key concepts like value vs price and the difference between transactions and valuations. It covers standard valuation approaches like income, asset and market approaches. It also discusses valuation methodologies, factors considered, and regulatory contexts where valuation is required in India like for the Reserve Bank of India, Income Tax, and SEBI.
This chapter introduces corporate financial strategy and key concepts. It discusses setting the context for corporate financial strategy by covering risk and return relationships, the two-stage investment process, different models for measuring shareholder value like NPV, economic profit and total shareholder return. The chapter also addresses how value is created, stakeholders in corporate strategy, and issues of agency theory.
The document discusses functional objectives and strategies as well as financial objectives and their influences. It defines key terms like profit, cash flow, and return on capital employed. It states that financial objectives are goals set by a business's finance department to achieve specific targets related to returns, costs, and cash flow. Financial objectives are influenced internally by corporate objectives and management priorities, and externally by competitors, financial markets, and economic conditions. The document provides examples of common financial objectives like return on capital employed targets and cash flow goals.
This document discusses key financial documents and concepts for businesses: the balance sheet, income statement, statement of cash flows, financial projections, budgets, forecasts, and break-even analysis. It explains how to calculate and use ratios from the balance sheet to analyze a company's financial health. Preparing budgets, forecasts, and break-even analysis can help entrepreneurs understand their business's financial requirements and determine if a certain output level will be profitable.
Keith turner quick silver funding solutions the role of finance in the stra...keithturnerquicksilverfun
Keith Turner discusses the role of finance in strategic planning and decision making. He outlines the strategic planning process and emphasizes that financial goals and metrics are critical to translating vision into action. Specifically, he discusses 8 key financial metrics that should be established based on benchmarks and industry standards to monitor strategy implementation: free cash flow, economic value-added, asset management, financing decisions, profitability ratios, growth indices, risk assessment, and tax optimization. Establishing measurable financial goals in these areas helps firms execute strategies effectively and create long-term value for stakeholders.
The document discusses strategic financial management and provides details on:
1. Strategic financial management focuses on the long-term outlook and anticipating environmental changes.
2. Strategic planning involves studying internal/external factors, identifying opportunities/threats, and leveraging core competencies.
3. Financial forecasting helps prepare pro forma statements and budgets to project the future financial position.
The Age of Alignment Part III: Moving From Theory to PracticePearl Meyer
This series is designed to explore a fundamental question that was raised by the NACD Blue Ribbon Commission on Strategy Development: “Does your company’s incentive structure reinforce or unintentionally undermine its chosen strategy?”
Parts 1 and 2 – which are available for replay – outlined a number of diagnostic tools and approaches that boards can use to uncover potential misalignment between their strategy and the compensation program design. We’ve also looked at various protocols that can help improve alignment and drive toward desired goals.
As we know – protocols cannot anticipate every situation. The fresh news on the proposed SEC rules regarding pay for performance disclosure is a perfect example!
I’m joined today by Jim Heim and Theo Sharp, both managing directors in the Boston office of Pearl Meyer and Partners and today we’re going to talk about some real-world examples that show how companies have put these smart theories and protocols into practice and how they’ve remained disciplined toward strategy execution but also flexible to accommodate the unexpected.
This document discusses transfer pricing guidelines issued by the Malaysian Inland Revenue Board (IRBM). It provides an overview of key concepts related to transfer pricing such as controlled transactions between associated persons, the arm's length principle, and transfer pricing methods acceptable to the IRBM like comparable uncontrolled price method, resale price method, cost plus method, profit split method and transactional net margin method. It emphasizes the importance of contemporaneous documentation and advance pricing arrangements to support transfer prices and reduce audit risks.
This document discusses transfer pricing and advance pricing arrangements (APAs). It provides an overview of transfer pricing guidelines issued by the Malaysian Inland Revenue Board (IRBM) and acceptable transfer pricing methods, including comparable uncontrolled price, resale price, cost-plus, profit split, and transactional net margin methods. It also explains the importance of adhering to documentation requirements and the arm's length principle. Additionally, the document outlines the benefits of APAs for multinational companies, such as providing certainty on appropriate transfer pricing methodology and alleviating double taxation between countries.
The document provides an overview of business valuation, including key principles and methodologies. It discusses:
- The definition and purpose of valuation as estimating economic worth subject to assumptions and data available.
- Common standards of valuation including fair market value and intrinsic value.
- Approaches to valuation including income, asset, and market based methods.
- Key valuation methods like relative valuation using multiples and discounted cash flow valuation.
- Factors that influence valuation like purpose, industry, stage of business, and financial performance.
TRU Snacks Webinar Series - Determining the Right Path Forward When Restructu...Citrin Cooperman
The COVID-19 pandemic pushed many business owners into crisis management mode to identify the best way to pivot and ensure sustainability. During this TRU Snacks session, we will provide insight on how to determine the right path forward when restructuring a financially distressed company.
https://www.citrincooperman.com/infocus/tru-snacks-webinar-series
Introduction to Business Valuation, Fair Market Value, reasons and elements of business valuation, methodologies of business valuation, case study on net asset value.
The document provides a self-assessment exercise for businesses to evaluate their viability in three key areas: market viability, organizational viability, and commercial viability. It contains a series of questions for businesses to assess how well positioned they are for growth. The questions are divided into blue questions for quick yes/no answers and green questions requiring short explanations. The assessment is meant to help businesses identify areas of weakness and create an action plan to improve over the next 30 to 90 days.
The document discusses strategic financial management and value-based management approaches. It defines strategic financial management as identifying strategies to maximize net present value and implementing and monitoring chosen strategies. Value-based management seeks to maximize shareholder value using techniques like discounted cash flow analysis. Common VBM methods include free cash flow, economic value added, and cash flow return on investment.
International financial,marketing strategy.Liz Mary Jose
The document discusses various aspects of international financial and marketing strategies. It covers topics such as international capital budgeting, selection of funding sources, financial swaps, market identification, product strategies, and pricing strategies. Specifically, it discusses computing cash flows, cost of capital, adjusted present value approaches, interest rate and currency swaps, standardization versus product adaptation, pricing discrimination, skimming versus penetration pricing, and transfer pricing between related entities.
The document discusses various types of business analysis including credit analysis, equity analysis, business environment and strategy analysis, and financial analysis. It then provides a roadmap for financial analysis, covering business environment analysis, business strategy analysis, company profile/events, shareholding patterns, and ratio analysis. Ratio analysis examines short-term solvency, long-term solvency, profitability, return on investment, and liquidity. Comparative standards, influencing factors, and valuation ratios are also discussed.
Corporate Valuations “Techniques & Application”: A compilation of research oriented valuation articles.
Contents: Business valuation, Relative valuation, Sum of the parts valuation and value creation, ESOP valuation, Discounted Cash Flow Valuation, Enterprise Valuation etc.
This document discusses financial strategy and objectives for a new business venture. It explains that a financial strategy should answer questions about startup costs, ongoing operating costs, capital needs, and sources of funding. The key components of a financial strategy are identified as sales forecasts, expenses, profits, balance sheets, cash flow projections, and repayment plans. The document also outlines the financial planning process and defines important financial terms like breakeven point, market share, profit margin, return on investment, and the difference between startup costs and operating expenses.
There are specific steps to take when preparing a supportable business valuation.
If you need a business valuation and want to make sure that the valuation expert covers all of the bases, you should look at our slides to understand the basics of the valuation process.
Financial objectives are goals or targets set by a business regarding its financial performance. Typical financial objectives include cash flow targets, cost minimization, return on capital employed, and shareholders' returns. Cash flow targets ensure a business has enough cash when needed. Cost minimization aims to raise profits by reducing costs. Return on capital employed measures profit generated relative to money invested. Shareholders' returns objectives focus on dividend per share and dividend yield. A business's financial objectives are influenced by internal factors like stakeholders and strategy, and external factors such as economic climate, competition, and legislation.
Valuation & Financial Re-organization
This document provides contact details for valuation services at IndiaCP and outlines an upcoming business leadership program on valuation. It discusses what valuation is, key concepts like value vs price and the difference between transactions and valuations. It covers standard valuation approaches like income, asset and market approaches. It also discusses valuation methodologies, factors considered, and regulatory contexts where valuation is required in India like for the Reserve Bank of India, Income Tax, and SEBI.
This chapter introduces corporate financial strategy and key concepts. It discusses setting the context for corporate financial strategy by covering risk and return relationships, the two-stage investment process, different models for measuring shareholder value like NPV, economic profit and total shareholder return. The chapter also addresses how value is created, stakeholders in corporate strategy, and issues of agency theory.
The document discusses functional objectives and strategies as well as financial objectives and their influences. It defines key terms like profit, cash flow, and return on capital employed. It states that financial objectives are goals set by a business's finance department to achieve specific targets related to returns, costs, and cash flow. Financial objectives are influenced internally by corporate objectives and management priorities, and externally by competitors, financial markets, and economic conditions. The document provides examples of common financial objectives like return on capital employed targets and cash flow goals.
This document discusses key financial documents and concepts for businesses: the balance sheet, income statement, statement of cash flows, financial projections, budgets, forecasts, and break-even analysis. It explains how to calculate and use ratios from the balance sheet to analyze a company's financial health. Preparing budgets, forecasts, and break-even analysis can help entrepreneurs understand their business's financial requirements and determine if a certain output level will be profitable.
Keith turner quick silver funding solutions the role of finance in the stra...keithturnerquicksilverfun
Keith Turner discusses the role of finance in strategic planning and decision making. He outlines the strategic planning process and emphasizes that financial goals and metrics are critical to translating vision into action. Specifically, he discusses 8 key financial metrics that should be established based on benchmarks and industry standards to monitor strategy implementation: free cash flow, economic value-added, asset management, financing decisions, profitability ratios, growth indices, risk assessment, and tax optimization. Establishing measurable financial goals in these areas helps firms execute strategies effectively and create long-term value for stakeholders.
The document discusses strategic financial management and provides details on:
1. Strategic financial management focuses on the long-term outlook and anticipating environmental changes.
2. Strategic planning involves studying internal/external factors, identifying opportunities/threats, and leveraging core competencies.
3. Financial forecasting helps prepare pro forma statements and budgets to project the future financial position.
The Age of Alignment Part III: Moving From Theory to PracticePearl Meyer
This series is designed to explore a fundamental question that was raised by the NACD Blue Ribbon Commission on Strategy Development: “Does your company’s incentive structure reinforce or unintentionally undermine its chosen strategy?”
Parts 1 and 2 – which are available for replay – outlined a number of diagnostic tools and approaches that boards can use to uncover potential misalignment between their strategy and the compensation program design. We’ve also looked at various protocols that can help improve alignment and drive toward desired goals.
As we know – protocols cannot anticipate every situation. The fresh news on the proposed SEC rules regarding pay for performance disclosure is a perfect example!
I’m joined today by Jim Heim and Theo Sharp, both managing directors in the Boston office of Pearl Meyer and Partners and today we’re going to talk about some real-world examples that show how companies have put these smart theories and protocols into practice and how they’ve remained disciplined toward strategy execution but also flexible to accommodate the unexpected.
This document discusses transfer pricing guidelines issued by the Malaysian Inland Revenue Board (IRBM). It provides an overview of key concepts related to transfer pricing such as controlled transactions between associated persons, the arm's length principle, and transfer pricing methods acceptable to the IRBM like comparable uncontrolled price method, resale price method, cost plus method, profit split method and transactional net margin method. It emphasizes the importance of contemporaneous documentation and advance pricing arrangements to support transfer prices and reduce audit risks.
This document discusses transfer pricing and advance pricing arrangements (APAs). It provides an overview of transfer pricing guidelines issued by the Malaysian Inland Revenue Board (IRBM) and acceptable transfer pricing methods, including comparable uncontrolled price, resale price, cost-plus, profit split, and transactional net margin methods. It also explains the importance of adhering to documentation requirements and the arm's length principle. Additionally, the document outlines the benefits of APAs for multinational companies, such as providing certainty on appropriate transfer pricing methodology and alleviating double taxation between countries.
Transfer pricing refers to the determination of prices at which goods, services and intangible properties are transacted between related parties. When unrelated parties deal with each other, independent market forces shape the commercial pricing of such transactions. However, in transactions involving related parties, their commercial and financial relations may lead to the setting of prices that deviate from independent commercial prices.
1. Transfer pricing regulations are necessary for tax administrations and taxpayers to protect tax bases, eliminate double taxation, and enhance cross-border trade. Under Indian regulations, transfer pricing provisions apply to international transactions between associated enterprises and specified domestic transactions.
2. To determine the arm's length price for related party transactions, taxpayers must analyze transaction features, identify comparable uncontrolled transactions, select the most appropriate transfer pricing method, and apply the method to calculate the arm's length price. Common methods include comparable uncontrolled price method, resale price method, cost plus method, transactional net margin method, and profit split method.
3. Taxpayers must maintain thorough transfer pricing documentation covering functions, assets, risks, comparables analysis
Revised Guidance on the Application on the TPSM.pptxrheaCabillan
The transactional profit split method seeks to establish arm's length outcomes for controlled transactions by splitting profits between associated enterprises based on their contributions. It is particularly useful when compensation cannot be reliably valued by reference to comparable transactions alone. The transactional profit split method may be the most appropriate method when each party makes unique and valuable contributions, the business operations are highly integrated, or the parties share economically significant risks or separately assume closely related risks. It requires detailed information and documentation of how the method was applied.
The document discusses transfer pricing in India. It begins with an introduction to transfer pricing, noting that it refers to the pricing of cross-border transactions between related entities. The price must be comparable to what unrelated parties would charge, known as the arm's length price. It then provides an overview of India's transfer pricing regulations, including the introduction of legislation in 2001 based on OECD guidelines. Key points covered include the definition of associated enterprises, identification of international transactions, and the methods used to determine arm's length pricing such as comparable uncontrolled price, resale price, cost plus, transactional net margin, and profit split methods. The document also includes two case studies applying these methods.
This is an overview of transfer pricing mechanisms, providing guidelines to follow arm’s length principle and documentation to be maintained for the purpose of audits
This document discusses transfer pricing methods and alternatives such as safe harbour regimes. It describes the arm's length principle for pricing transactions between related entities and some limitations of current transfer pricing methodologies for developing countries. Safe harbours are defined as provisions that provide certainty to taxpayers by accepting certain transfer prices without extensive analysis. The benefits and issues to consider with safe harbours and alternative arrangements like advance pricing agreements are also outlined.
Transfer pricing refers to the prices charged for transactions between related parties. It is important for tax purposes as multinational groups can use transfer pricing to minimize taxes by shifting profits between jurisdictions with different tax rates. The arm's length principle requires transfer prices to be the same as if the parties were unrelated. There are several methods to determine appropriate transfer prices such as the market rate method, adjusted market rate method, and transactional net margin method which compares the profit of related party transactions to similar uncontrolled transactions. Factors that influence transfer pricing include tax rates, currency fluctuations, and regulations from bodies like the OECD.
Transfer pricing regulations aim to ensure multinational companies pay appropriate taxes based on real economic activity in each country. When tax rates differ between countries where a multinational operates, there is an incentive to shift profits to low tax jurisdictions. To prevent tax losses, many countries have introduced transfer pricing laws governing prices on cross-border transactions between related entities. The arm's length principle requires related party transactions be priced as if they occurred between unrelated parties. Various transfer pricing methods, like comparable uncontrolled price method and cost plus method, can be used to determine the arm's length price applicable to related party deals.
The document discusses transfer pricing methods used to determine appropriate prices for transactions between related companies. It describes the arm's length principle, which requires prices to be comparable to uncontrolled transactions. Traditional transaction methods like comparable uncontrolled price, resale price, and cost-plus compare prices in controlled and uncontrolled deals. Transactional profit methods examine overall profits rather than individual transactions, using methods like comparable profits and profit split. The document provides examples and compares traditional vs transactional profit methods.
This document summarizes key aspects of transfer pricing regulations in India. It discusses the various methods that can be used to determine the arm's length price under section 92C of the Income Tax Act, including the comparable uncontrolled price method, resale price method, cost plus method, profit split method, and transactional net margin method. It also outlines the documentation requirements that must be maintained under section 92D to substantiate transfer prices. Penalties may be levied for failure to maintain such documentation or provide it to tax authorities upon request.
This document discusses transfer pricing and provides guidance on mastering it. Transfer pricing involves setting the right prices for transactions between related entities in different countries. It is a strategic tool that can help businesses minimize tax risks and maximize profits if implemented properly. The document outlines the two-pillar framework adopted by the OECD to harmonize transfer pricing principles globally. It also explains the five main transfer pricing methods and highlights advantages and disadvantages of each to help choose the most appropriate one. The overall message is that mastering transfer pricing through guidance from experts can help businesses navigate global tax regulations and thrive internationally.
RoyaltyRange is a database that contains royalty rate data compiled from over 150,000 agreements. The database meets OECD guidelines on transfer pricing for intangibles. The database offers subscription access and benchmarking studies to help clients evaluate royalty rates. One service is performing searches based on client-provided criteria to find relevant agreements in the database for further analysis.
FRS 15: Determining and allocating the transaction pricePwC
IFRS 15, Revenue from Contracts with Customers, (the Standard) will have a profound impact on the way in which the Communications industry measures and reports revenue. The industry is currently assessing the impact of the Standard on its current revenue recognition policies. Operators also have major change and implementation programmes in progress reflective of the impact this Standard will have on accounting, systems and the processes of the business.
The purpose of this document is to outline the background to purchase price allocation, the process as well as commonly used methodology in valuing intangible assets
This document discusses transfer pricing and the regulations around it. Transfer pricing refers to the prices set for goods and services transferred within a multinational company. There is potential for profit shifting through manipulation of transfer prices. Strict rules are needed to prevent multinational corporations and domestic companies from exploiting loopholes to improperly report higher or lower profits. The document outlines India and global regulatory frameworks for determining appropriate transfer prices between related parties using methods like comparable uncontrolled price and resale price. It also discusses challenges and operational problems in accurately identifying arm's length prices.
Deloitte Comments on Discussion Draft on Risk Recharacterization and Special ...Philippe Penelle
This document is a letter from Deloitte Tax LLP and Deloitte LLP submitting comments to the OECD regarding proposed revisions to Chapter I of the OECD Transfer Pricing Guidelines. The letter includes:
1) An executive summary highlighting key concerns with the discussion draft, including that some proposals move away from the arm's length principle and do not align with economic analysis of risk and returns.
2) A response to specific questions from the OECD regarding the risk-return tradeoff and the ability of associated enterprises to have different risk preferences.
3) A restatement of the principles of the arm's length standard and how it relies on the concept of equal risk equaling equal
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
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1. Overview on transfer
pricing methodology
MULTINATIONAL CORPORATE ENTITIES, AND LOCAL LEGAL
ENTITIES PROVIDING “OTHER SERVICES”
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2. • Background to OECD guidelines
• Overview of applicable methods:
• Comparable Uncontrolled Price (CUP) Method
• Resale Price Method (RPM)
• Cost Plus Method
• Transactional Profit Methods - Profit Split Method
• Transaction Net Margin Method (TNMM)
• Master file concept
• Legal Entity documentation: Functional & Risk Analysis
• Analysis of Risks:
• Appropriate method:The Cost Plus Method
• Transfer Pricing Agreement proposal
• Preamble to Any Agreement
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Contents
3. Background
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• Chapter I, paragraph 1 of Article 9 of the OECD ModelTax Convention provides that where
"conditions are made or imposed between the two enterprises in their commercial or financial
relations which differ from those which would be made between independent enterprises, then
any profits which would, but for those conditions, have accrued to one of the enterprises, but, by
reason of those conditions, have not so accrued, may be included in the profits of that enterprise
and taxed accordingly."
• The most direct way to establish whether the conditions made or imposed between associated
enterprises are at arm's length is to compare the prices charged in the transactions undertaken
between related parties with prices charged in comparable transactions undertaken between
independent enterprises.
• Due to lack of information on such transactions, it is necessary to compare other indicators
created on the basis of available financial data to establish whether the conditions between
related parties are at arm’s length.
• In analysing intercompany transactions for tax purposes, taxpayers must select the transfer pricing
method that provides the most reliable results. According to Chapter II and Chapter III of the OECD
Guidelines the transfer pricing methods preferred for analysing the arm’s length transfer price
include the transactional methods, such as the comparable uncontrolled price, resale price and
cost plus methods. Profit-based methods, such as the transactional net margin method and profit
split methods may also be used if they provide a better result than those methods classified as
transactional.
4. Comparable Uncontrolled Price (CUP) Method
• The CUP method, a transaction-based method, is a reliable and preferred method under the OECD
Guidelines. In addition, the OECD advocates the use of the CUP method if comparable internal or
external agreements can be identified.
• The CUP method compares the price for services or the transfer of goods provided in a controlled
transaction to the price for services provided in a comparable uncontrolled transaction in
comparable circumstances. Under the OECD Guidelines, the results from applying the CUP
generally will be the most direct and reliable measure of an arm’s length price for the controlled
transaction if an uncontrolled transaction has no material differences with the controlled
transaction that would affect price or if there are only minor differences that have a definite and
reasonably ascertainable effect on price and for which adjustments can be made.
• However, if there are material differences between the transactions for which reliable adjustments
cannot be made, the CUP method will not generally provide a reliable arm’s length result. Specific
comparability factors that may be particularly relevant to the CUP method are product
characteristics and quality, contractual terms, market conditions, geographic market, transaction
date, intangibles associated with the transaction and foreign currency risk.
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5. Resale Price Method (RPM)
• The RPM determines arm’s length pricing for related-party transactions by reference to
the gross profit margin realized in comparable uncontrolled sales. Generally the
distribution entity should be reimbursed for its efforts on the basis of an appropriate
gross profit margin.The determination of this margin depends on the functions
performed, risks assumed and assets employed by the distributor.
• The RPM measures the value of the distribution function in those cases where the
related-party purchaser does not add substantial value before resale to an unrelated
party.This method typically cannot be utilized if the reseller adds substantial value to the
property purchased by undertaking additional assembly or manufacturing steps or by
applying its valuable intangible property.
• The preferred way to establish an appropriate gross profit margin is to identify
comparable gross profit margins in transactions with unrelated parties, either between
the group company and a third party (internal comparables) or exclusively between third
parties (external comparables).The appropriate gross profit is computed by multiplying
the applicable resale by the above-mentioned gross profit margin.
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6. Cost Plus Method
• The cost plus method evaluates the arm’s length price of a transaction by calculating
the direct and the indirect costs incurred in the transaction, excluding overheads,
and adding a cost mark-up to ensure an appropriate profit in the light of the
functions performed.The result may be regarded as the arm’s length price in a
controlled transaction.
• The cost plus method is typically used in transactions involving provision of services
or semi-finished products. As with the resale price method, comparability under the
cost plus method is particularly dependent on the similarity of the functions
performed, risks borne and contractual terms.
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7. Transactional Profit Methods:
- Profit Split Method
• The profit split method seeks to eliminate the effect on profits of special conditions
made or imposed in a controlled transaction by determining the division of profits that
independent enterprises would have expected to realize from engaging in the
transaction or transactions.The profit split method first identifies the profit to be split
for the associated enterprises from the controlled transactions in which the associated
enterprises are engaged. It then splits those profits between the associated enterprises
on an economically valid basis that approximates the division of profits that would have
been anticipated and reflected in an agreement made at arm's length.
• The combined profit may be the total profit from the transactions or a residual profit
intended to represent the profit that cannot readily be assigned to one of the parties,
such as the profit arising from high-value, sometimes unique, intangibles.
• The contribution of each enterprise is based upon a functional analysis, and valued to
the extent possible by any available reliable external market data.The profit split
method is typically used in cases involving highly valuable intangible property,
particularly where both parties to the transaction own valuable intangible property or
unique assets used in the transaction that distinguish the transaction from those of
potential competitors.
• In such cases the profit split method may be relevant although there may be practical
problems in its application.
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8. Transactional Profit Methods:
- Transaction Net Margin Method
(TNMM)
• TheTNMM examines the net profit margin relative to an appropriate base (e.g.
costs, sales, assets) that a taxpayer realizes from a transaction with a related entity
and compares it with the level of the margin set by the same entity in transactions
with independent entities, or the margin set in comparable transactions by
independent entities.
• The transactional net margin is arrived at by deducting from the gross income
earned on the transaction the costs incurred in earning this gross income (including
overhead costs, which should be deducted according to the proportion of gross
income from a given transaction to total gross income).
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9. Methodology & Process :
Master File concept proposal
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10. Legal Entity documentation:
Functional & Risk Analysis
• As part of the Functional and Risk analysis, the legal entity documentation should
include:
• History of legal entity
• Legal and organisation structure
• Business operations included in the legal entity
• Functions / activities in the legal units (function and risk analysis)
• Intra-group transactions
• Overview of the financial performance
• In completing the functional and risk analysis it will determine the definition of the
entity and functions performed between that of Entrepreneur and Service provider
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11. Analysis of Risks:
• Types of risks to be identified and analysed to enable appropriate split of functions,
roles and responsibilities between entrepreneur and service providers, focused but
not limited to the following main risk areas:
• Inventory Risk
• Market Risk
• Customer Credit Risk
• Foreign Exchange Risk
• ProductWarranty Risk
• Product Liability Risk
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12. Appropriate method:The Cost Plus Method
• As concluded in the Functional Analysis, in their function of merely providing “Other Services” on a
contract basis to a Entrepreneur, the Group companies are operating as service providers.
• The Entrepreneur funds, manages and coordinates the activities and is the economic owner to all
intangible assets developed.
• As service providers, the companies provide basic, cost-effective services.The service providers are
virtually risk-free providers since the Entrepreneurs purchase the service output and assume the risk of
unsuccessful projects.
• When the CUP method cannot be reliably applied, the OECD Guidelines state that the most suitable
method for setting an arm’s length transfer price for services is the cost plus method, where the
identified costs charged are marked up with a profit margin.
• The underlying rationale is that cost coverage plus an arm’s length mark-up provide an appropriate
remuneration for the activities undertaken, the assets employed and the risks borne by the taxpayer.
• Generally, the mark-up to be applied to the costs should be representative of the mark-up on costs that
an independent party would expect to earn in undertaking similar services and risks when providing
comparable services.
• The cost plus method is considered as an appropriate method for “Other Services” in the absence
of comparable uncontrolled prices.
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13. Transfer Pricing Agreement proposal
• Documentation to outline agreement between related parties on services performed
and remuneration.
• Defines Entrepreneur and Service Provider roles between the two parties, defines
each risk and assigns responsibility
• Currency of transactions, to be local currency of service provider to remove foreign
exchange risk
• States appropriate mark-up to be charged on associated costs, to ensure arms-
length profit is achieved
• Ensures compliance with local tax rules, and provides evidence of approach on inter-
company transactions
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14. This agreement shall be read and interpreted in the light of the Transfer Pricing
Policy and related documents (TPP) as modified from time to time. (if such policy
exists)
The TPP is founded on the notion of the arm’s length principle. A cornerstone of the
TPP is the differentiation between legal entities within the Corporate Group that hold
the position as Entrepreneurs and Service Providers.
-An Entrepreneur assumes all significant economic risks and has the control,
assets and financial capacity to carry these risks.
-A Service Provider carries out certain functions and does not bear any significant
economic risks.
This agreement is concluded to ensure that the parties in their internal relations
adhere to the TPP and the arm’s length principle.
Preamble to Any Agreement:
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