1) The document provides advice on selling a business for maximum price, discussing reasons for selling, the best timing, valuation methods, finding buyers, and preparing the business and sale process.
2) Key points include that the best time to sell is when the business is performing well and prospects are bright, and that the only way to determine actual maximum value is by creating a competitive market through running a transaction process.
3) Valuation estimates can be made using earnings-based approaches like discounted cash flow analysis or capitalization of earnings ratios, and market-based approaches like comparable public company analysis, but the actual sale price depends on generating buyer interest and competition.
The document discusses the important considerations for business owners who are preparing to sell their company. It emphasizes that owners should start the process 5-10 years in advance to ensure a smooth transition. Key steps include cleaning financial records, increasing cash flow, creating stability, determining value, and choosing a buyer type. It also stresses the importance of planning for emotional and financial changes after the sale, as many owners struggle after losing their business identity.
This document discusses exit strategy planning for business owners. It outlines that exit strategy planning coordinates business and estate planning based on an owner's objectives. It notes that over 4.5 million business owners are over 50 years old and planning to exit their businesses within 10 years. However, over 75% have done little planning for this significant financial event. The document discusses different exit alternatives and issues that may limit alternatives or lower business value. It positions exit strategy planning as helping owners achieve their goals through various services like education, advisory teams, and implementing an exit plan to maximize value.
Most of the time VCs have one or more discrete reasons for saying “no.” Although it would be ideal if they relayed them to founders clearly and openly, they sometimes feel pressure to take the less confrontational path and say vague things “this is too early for us” when the truth is more difficult to hear. VCs have a code around rejection language that often leaves founders scratching their heads to interpret, but candor is usually better for both parties long-term. Truthfully, the reason for the “no” often has little to do with the founder or the details of the business, but lots to do with that VC’s personal interests, portfolio, or history.
An ultimate guide on bootstrapping your small business in 2019Merchant Advisors
This document provides guidance on bootstrapping or self-financing a small business. It discusses that bootstrapping means managing a business using only one's own cash reserves rather than taking on debt or outside investment. Some benefits of bootstrapping include maintaining full control over the business and spending money intelligently without obligations to lenders or investors. However, bootstrapping also limits growth opportunities and access to outside advice. The document provides tips for when bootstrapping may be preferable and how to effectively manage costs, cash flow, and financing while self-funding a small business.
This document provides an overview of entrepreneurship, discussing various myths and definitions. It explores what motivates entrepreneurs, the importance of opportunity recognition, resource gathering, and risk/reward. Entrepreneurs play a key role in communities by creating jobs and wealth. Successful entrepreneurial communities have support systems like education, capital access, and recognition of entrepreneurial efforts. Nurturing entrepreneurs requires mentors, assistance, inclusion, and a focus on execution to develop sustainable rural economies.
The document discusses how equity is often used as "currency" by start-ups to compensate advisors, mentors, and consultants due to a lack of cash. This poses problems as it leads to over-dilution of company ownership. Start-ups typically fail due to insufficient capitalization and lack of management skills. While entrepreneurs are responsible for unrealistic plans, advisors also share blame for not protecting clients and instead accepting large equity stakes in under-capitalized start-ups. Entrepreneurs should ensure sufficient capital through realistic plans before launching, while advisors should be paid in advance or accept modest equity stakes, reserving larger ownership for growth-stage firms.
This document provides an overview and guide for businesses seeking finance for growth. It discusses the importance of being prepared when seeking financing by taking a fresh look at the business, opportunities, challenges, and future plans. A key part of preparation is developing a robust business plan that demonstrates the vision, strategy, financial forecasts, funding needs, and management team to potential investors and lenders. The guide emphasizes the need for business owners to think critically about their financing options and ensure the business is "investment ready" before seeking funds to support growth plans.
The document discusses the important considerations for business owners who are preparing to sell their company. It emphasizes that owners should start the process 5-10 years in advance to ensure a smooth transition. Key steps include cleaning financial records, increasing cash flow, creating stability, determining value, and choosing a buyer type. It also stresses the importance of planning for emotional and financial changes after the sale, as many owners struggle after losing their business identity.
This document discusses exit strategy planning for business owners. It outlines that exit strategy planning coordinates business and estate planning based on an owner's objectives. It notes that over 4.5 million business owners are over 50 years old and planning to exit their businesses within 10 years. However, over 75% have done little planning for this significant financial event. The document discusses different exit alternatives and issues that may limit alternatives or lower business value. It positions exit strategy planning as helping owners achieve their goals through various services like education, advisory teams, and implementing an exit plan to maximize value.
Most of the time VCs have one or more discrete reasons for saying “no.” Although it would be ideal if they relayed them to founders clearly and openly, they sometimes feel pressure to take the less confrontational path and say vague things “this is too early for us” when the truth is more difficult to hear. VCs have a code around rejection language that often leaves founders scratching their heads to interpret, but candor is usually better for both parties long-term. Truthfully, the reason for the “no” often has little to do with the founder or the details of the business, but lots to do with that VC’s personal interests, portfolio, or history.
An ultimate guide on bootstrapping your small business in 2019Merchant Advisors
This document provides guidance on bootstrapping or self-financing a small business. It discusses that bootstrapping means managing a business using only one's own cash reserves rather than taking on debt or outside investment. Some benefits of bootstrapping include maintaining full control over the business and spending money intelligently without obligations to lenders or investors. However, bootstrapping also limits growth opportunities and access to outside advice. The document provides tips for when bootstrapping may be preferable and how to effectively manage costs, cash flow, and financing while self-funding a small business.
This document provides an overview of entrepreneurship, discussing various myths and definitions. It explores what motivates entrepreneurs, the importance of opportunity recognition, resource gathering, and risk/reward. Entrepreneurs play a key role in communities by creating jobs and wealth. Successful entrepreneurial communities have support systems like education, capital access, and recognition of entrepreneurial efforts. Nurturing entrepreneurs requires mentors, assistance, inclusion, and a focus on execution to develop sustainable rural economies.
The document discusses how equity is often used as "currency" by start-ups to compensate advisors, mentors, and consultants due to a lack of cash. This poses problems as it leads to over-dilution of company ownership. Start-ups typically fail due to insufficient capitalization and lack of management skills. While entrepreneurs are responsible for unrealistic plans, advisors also share blame for not protecting clients and instead accepting large equity stakes in under-capitalized start-ups. Entrepreneurs should ensure sufficient capital through realistic plans before launching, while advisors should be paid in advance or accept modest equity stakes, reserving larger ownership for growth-stage firms.
This document provides an overview and guide for businesses seeking finance for growth. It discusses the importance of being prepared when seeking financing by taking a fresh look at the business, opportunities, challenges, and future plans. A key part of preparation is developing a robust business plan that demonstrates the vision, strategy, financial forecasts, funding needs, and management team to potential investors and lenders. The guide emphasizes the need for business owners to think critically about their financing options and ensure the business is "investment ready" before seeking funds to support growth plans.
Raising Capital for Tech Startups - 5 Keys to Unlocking the Deal You Want. L...Patrick Doherty
This document provides an overview of important considerations for startups raising capital. It discusses mentally preparing for the fundraising process, which takes significantly more time and resources than anticipated. Founders are advised to research all funding options, prepare their team to operate without full involvement during fundraising, and ensure a good cultural fit with potential investors as their choice will impact the business long-term. The document outlines 5 keys to securing funding: knowing important metrics, creating financial projections, providing required documents, telling a compelling story, and highlighting the company's strengths.
professional Planner article 1408-ForumAnne Graham
This document discusses segmentation and client service models in financial planning firms. It provides perspectives from several financial planning firms on how they define and segment their client bases to improve business efficiency and client services. Key approaches mentioned include segmenting clients based on the type and level of services needed, revenue generated, and ideal client profiles. Firms emphasize the importance of clearly defining service packages for each segment and ensuring services are valuable and profitable. It is noted that segmentation helps distinguish transactional clients from those seeking ongoing relationships.
Managing an asset management business is unique. Not only is it a professional service business but extraordinary portfolio management and sales talent is critical to the business. Balancing the business and the profession is essential.
Here are the six differences I spotted between the two photos:
1. In the left photo, the clock reads 10:15. In the right photo, the clock reads 10:30.
2. In the left photo, there is a closed book on the table. In the right photo, the book is open.
3. In the left photo, there are two pencils on the table. In the right photo, there is one pencil.
4. In the left photo, the lamp shade is pointed to the left. In the right photo, the lamp shade is pointed to the right.
5. In the left photo, there are two cups on the table. In the right photo
Mel feller illustrates how to obtain a loan for your business startup by mel ...Mel Feller
Mel Feller Illustrates How to Obtain a Loan for Your Business Startup by Mel Feller
Mel Feller know all too well that when you are going into business for yourself, locating financing can be problematic, but it certainly is not impossible. If you can demonstrate that your business idea is feasible and if you have a solid financial history, you can apply for loans from a variety of sources, including the government, banks and credit unions.
Therefore, Mel Feller offers these tips and suggestions in order to speed the process up for you and your startup business.
Succession Plan Presentation - 11.18.14 Society of Financial Service Professi...Alex W. Howard
This document discusses executing an effective succession plan for a business. It begins by emphasizing the importance of having a vision and plan for succession. The document then outlines various facets of planning that must be considered, including succession, estate, retirement, and exit planning. It stresses that having a succession plan avoids inertia and provides a roadmap for a successful exit. The document provides an overview of options for succession, such as selling the business to outsiders, employees, or family members. It emphasizes the importance of preparing the business to maximize its value and control the transition process.
roadmap-successful-succession-plan - 2014 Fall SRR JournalAlex W. Howard
This document provides an overview of key steps for business owners to develop a successful succession plan. It recommends starting the planning process 5 years before anticipated exit and assembling an advisory team that includes a family business advisor, CPA, investment banker, wealth advisor, attorney, and insurance professional. The succession planning process involves 4 steps: 1) assembling an advisory team, 2) determining the current value of the business, 3) establishing the desired future value, and 4) developing strategies to increase the business value over time to meet retirement goals. Understanding value drivers like profit margins, growth potential, and proprietary assets is important for setting accurate business valuations and exit prices.
KRG has started 6 businesses in various industries with mixed success. The document provides advice for entrepreneurs on preparing to start a business, including having the right mindset, qualities, and understanding the challenges. It discusses forming the business entity, raising money, protecting intellectual property, understanding competition, and advises entrepreneurs to act with imperfect information and adapt quickly. The overall message is that entrepreneurship is very challenging but also rewarding.
Entrepreneurs discover market needs and launch businesses to meet those needs, taking risks and driving innovation. Small businesses are defined by employee count, sales, and assets, though definitions are arbitrary. Successful entrepreneurs are committed, take leadership roles, seek opportunities, tolerate risk and uncertainty, are creative and adaptable, and are motivated to exceed goals. Integrity is essential for entrepreneurial success by creating value for customers and avoiding distortions from excessive financial focus. The right small business considers individual strengths and the type of business. Franchises provide training, financial assistance, and proven methods but with fees and restrictions.
how can companies avoid having to throw in the towel and giving up on their dreams? Suzzanne Uhland is here with some recommendations on what a business should do to avoid going bankrupt.
Before you begin mapping your financial targets and goals for 2019, you must plan your budget. The right budget can help you prepare for taxes, identify seasonal peaks and lulls, explore growth opportunities, gauge your small business’s performance, and achieve your 2018 goals.
This document provides guidance for business leaders and entrepreneurs on surviving the recession. It begins by recognizing that the current economic situation is more like a recession/depression and recovery will take a long time. It then provides advice in 3 key areas: [1] Sales & Marketing - focusing on preserving and growing customer base through differentiating from competitors and innovative marketing; [2] Internal Cash Flow - emphasizing expense reduction, negotiation, and operating frugally; [3] Internal Processes - reviewing processes to find efficiencies and using process improvement methodologies. For businesses in severe trouble, it recommends promptly seeking professional help and taking sensible risks to improve fortunes. The document concludes by emphasizing managing people resources effectively and involving employees.
The document discusses seven essential questions that CFOs should ask themselves to become more strategic. The questions include: how the company plans to grow, what constraints hold back growth and how to overcome them, what uncertainties exist and how to resolve them, areas of high spending with uncertain returns, whether growth goals are ambitious enough, what could disrupt the company, and what the company should stop doing. By asking and addressing these questions, CFOs can identify strategic opportunities, partner with other leaders to implement solutions, and help move the company forward in a pragmatic way.
*Please excuse title, formatting of title page was changed during upload*
Powerpoint from talk I gave during Prince Georges Community Colleges "Why Black Businesses Fail" program on April 11, 2013.
The first speaker discussed some reasons black businesses fail and I followed with a discussion on some steps they can take to succeed.
If you would like the talking points for this lecture you can email me at kendrick.staley@civicgrind.com
Entrep special report fan li (cristhel molina pdf)Cristhel Molina
Fan Li was an advisor and prime minister during the Spring and Autumn Period in Ancient China who is considered the modern-day billionaire of his time. As an advisor, he encouraged Emperor Gou Jian to live humbly to rebuild their state of Yue after being captured. Later, Fan Li became a successful businessman and developed principles of business in his work "The Art of Trade". These principles included understanding human psychology, adapting to changes, and avoiding price wars. He outlined 12 rules for business success focusing on traits like trustworthiness and 12 safeguards against risks like dishonesty. Fan Li's teachings emphasize the importance of business ethics and social responsibility.
The document discusses the top 10 mistakes that entrepreneurs commonly make when starting a new business. These include going it alone without partners, asking too many people for advice which can delay decisions, spending too much time on product development and not enough on sales, targeting too small of a market, entering a market without distribution partners, overpaying for new customers, raising too little capital to sustain operations, raising too much capital which can waste resources, not having a business plan, and over-thinking the business plan instead of taking action. The key is to learn from inevitable mistakes but avoid any that could seriously jeopardize the viability of the business.
Growth is essential for businesses to survive and thrive over the long run. As businesses mature, owners face a choice between continuing to invest in growth or focusing on cash preservation, which can lead to decline. The top priority for building long-term value is maintaining a history of growth, especially in recent years. Entering a period of mass business owner retirements, growth will be critical to business survival and valuation.
The document provides information and advice for choosing the right business, including doing self-analysis to understand your strengths, risks, and passions. It discusses various business options like franchising, buying an existing business, or starting your own, and considerations for each. The goal is to help the reader feel more confident about evaluating their next steps in starting or acquiring a business.
Oilsixwww.oilsix.com is a one sentence document containing a website URL. The URL is for the website oilsix.com but no other information is provided about the website or its purpose.
Investment Banker - Issues and Considerations January PLI - 1-10-17Kevin Miller
This document discusses issues related to financial analyses underlying fairness opinions. It provides an overview of common analyses such as discounted cash flow, selected companies, and selected transactions. It notes that the purpose of a "football field" summary is to concisely outline key financial analyses for a fairness opinion in an easy to understand format. The document also discusses considerations in selecting methodologies, assumptions, and inputs for analyses and how different analyses have unique strengths and limitations given a company's specific facts and circumstances.
Raising Capital for Tech Startups - 5 Keys to Unlocking the Deal You Want. L...Patrick Doherty
This document provides an overview of important considerations for startups raising capital. It discusses mentally preparing for the fundraising process, which takes significantly more time and resources than anticipated. Founders are advised to research all funding options, prepare their team to operate without full involvement during fundraising, and ensure a good cultural fit with potential investors as their choice will impact the business long-term. The document outlines 5 keys to securing funding: knowing important metrics, creating financial projections, providing required documents, telling a compelling story, and highlighting the company's strengths.
professional Planner article 1408-ForumAnne Graham
This document discusses segmentation and client service models in financial planning firms. It provides perspectives from several financial planning firms on how they define and segment their client bases to improve business efficiency and client services. Key approaches mentioned include segmenting clients based on the type and level of services needed, revenue generated, and ideal client profiles. Firms emphasize the importance of clearly defining service packages for each segment and ensuring services are valuable and profitable. It is noted that segmentation helps distinguish transactional clients from those seeking ongoing relationships.
Managing an asset management business is unique. Not only is it a professional service business but extraordinary portfolio management and sales talent is critical to the business. Balancing the business and the profession is essential.
Here are the six differences I spotted between the two photos:
1. In the left photo, the clock reads 10:15. In the right photo, the clock reads 10:30.
2. In the left photo, there is a closed book on the table. In the right photo, the book is open.
3. In the left photo, there are two pencils on the table. In the right photo, there is one pencil.
4. In the left photo, the lamp shade is pointed to the left. In the right photo, the lamp shade is pointed to the right.
5. In the left photo, there are two cups on the table. In the right photo
Mel feller illustrates how to obtain a loan for your business startup by mel ...Mel Feller
Mel Feller Illustrates How to Obtain a Loan for Your Business Startup by Mel Feller
Mel Feller know all too well that when you are going into business for yourself, locating financing can be problematic, but it certainly is not impossible. If you can demonstrate that your business idea is feasible and if you have a solid financial history, you can apply for loans from a variety of sources, including the government, banks and credit unions.
Therefore, Mel Feller offers these tips and suggestions in order to speed the process up for you and your startup business.
Succession Plan Presentation - 11.18.14 Society of Financial Service Professi...Alex W. Howard
This document discusses executing an effective succession plan for a business. It begins by emphasizing the importance of having a vision and plan for succession. The document then outlines various facets of planning that must be considered, including succession, estate, retirement, and exit planning. It stresses that having a succession plan avoids inertia and provides a roadmap for a successful exit. The document provides an overview of options for succession, such as selling the business to outsiders, employees, or family members. It emphasizes the importance of preparing the business to maximize its value and control the transition process.
roadmap-successful-succession-plan - 2014 Fall SRR JournalAlex W. Howard
This document provides an overview of key steps for business owners to develop a successful succession plan. It recommends starting the planning process 5 years before anticipated exit and assembling an advisory team that includes a family business advisor, CPA, investment banker, wealth advisor, attorney, and insurance professional. The succession planning process involves 4 steps: 1) assembling an advisory team, 2) determining the current value of the business, 3) establishing the desired future value, and 4) developing strategies to increase the business value over time to meet retirement goals. Understanding value drivers like profit margins, growth potential, and proprietary assets is important for setting accurate business valuations and exit prices.
KRG has started 6 businesses in various industries with mixed success. The document provides advice for entrepreneurs on preparing to start a business, including having the right mindset, qualities, and understanding the challenges. It discusses forming the business entity, raising money, protecting intellectual property, understanding competition, and advises entrepreneurs to act with imperfect information and adapt quickly. The overall message is that entrepreneurship is very challenging but also rewarding.
Entrepreneurs discover market needs and launch businesses to meet those needs, taking risks and driving innovation. Small businesses are defined by employee count, sales, and assets, though definitions are arbitrary. Successful entrepreneurs are committed, take leadership roles, seek opportunities, tolerate risk and uncertainty, are creative and adaptable, and are motivated to exceed goals. Integrity is essential for entrepreneurial success by creating value for customers and avoiding distortions from excessive financial focus. The right small business considers individual strengths and the type of business. Franchises provide training, financial assistance, and proven methods but with fees and restrictions.
how can companies avoid having to throw in the towel and giving up on their dreams? Suzzanne Uhland is here with some recommendations on what a business should do to avoid going bankrupt.
Before you begin mapping your financial targets and goals for 2019, you must plan your budget. The right budget can help you prepare for taxes, identify seasonal peaks and lulls, explore growth opportunities, gauge your small business’s performance, and achieve your 2018 goals.
This document provides guidance for business leaders and entrepreneurs on surviving the recession. It begins by recognizing that the current economic situation is more like a recession/depression and recovery will take a long time. It then provides advice in 3 key areas: [1] Sales & Marketing - focusing on preserving and growing customer base through differentiating from competitors and innovative marketing; [2] Internal Cash Flow - emphasizing expense reduction, negotiation, and operating frugally; [3] Internal Processes - reviewing processes to find efficiencies and using process improvement methodologies. For businesses in severe trouble, it recommends promptly seeking professional help and taking sensible risks to improve fortunes. The document concludes by emphasizing managing people resources effectively and involving employees.
The document discusses seven essential questions that CFOs should ask themselves to become more strategic. The questions include: how the company plans to grow, what constraints hold back growth and how to overcome them, what uncertainties exist and how to resolve them, areas of high spending with uncertain returns, whether growth goals are ambitious enough, what could disrupt the company, and what the company should stop doing. By asking and addressing these questions, CFOs can identify strategic opportunities, partner with other leaders to implement solutions, and help move the company forward in a pragmatic way.
*Please excuse title, formatting of title page was changed during upload*
Powerpoint from talk I gave during Prince Georges Community Colleges "Why Black Businesses Fail" program on April 11, 2013.
The first speaker discussed some reasons black businesses fail and I followed with a discussion on some steps they can take to succeed.
If you would like the talking points for this lecture you can email me at kendrick.staley@civicgrind.com
Entrep special report fan li (cristhel molina pdf)Cristhel Molina
Fan Li was an advisor and prime minister during the Spring and Autumn Period in Ancient China who is considered the modern-day billionaire of his time. As an advisor, he encouraged Emperor Gou Jian to live humbly to rebuild their state of Yue after being captured. Later, Fan Li became a successful businessman and developed principles of business in his work "The Art of Trade". These principles included understanding human psychology, adapting to changes, and avoiding price wars. He outlined 12 rules for business success focusing on traits like trustworthiness and 12 safeguards against risks like dishonesty. Fan Li's teachings emphasize the importance of business ethics and social responsibility.
The document discusses the top 10 mistakes that entrepreneurs commonly make when starting a new business. These include going it alone without partners, asking too many people for advice which can delay decisions, spending too much time on product development and not enough on sales, targeting too small of a market, entering a market without distribution partners, overpaying for new customers, raising too little capital to sustain operations, raising too much capital which can waste resources, not having a business plan, and over-thinking the business plan instead of taking action. The key is to learn from inevitable mistakes but avoid any that could seriously jeopardize the viability of the business.
Growth is essential for businesses to survive and thrive over the long run. As businesses mature, owners face a choice between continuing to invest in growth or focusing on cash preservation, which can lead to decline. The top priority for building long-term value is maintaining a history of growth, especially in recent years. Entering a period of mass business owner retirements, growth will be critical to business survival and valuation.
The document provides information and advice for choosing the right business, including doing self-analysis to understand your strengths, risks, and passions. It discusses various business options like franchising, buying an existing business, or starting your own, and considerations for each. The goal is to help the reader feel more confident about evaluating their next steps in starting or acquiring a business.
Oilsixwww.oilsix.com is a one sentence document containing a website URL. The URL is for the website oilsix.com but no other information is provided about the website or its purpose.
Investment Banker - Issues and Considerations January PLI - 1-10-17Kevin Miller
This document discusses issues related to financial analyses underlying fairness opinions. It provides an overview of common analyses such as discounted cash flow, selected companies, and selected transactions. It notes that the purpose of a "football field" summary is to concisely outline key financial analyses for a fairness opinion in an easy to understand format. The document also discusses considerations in selecting methodologies, assumptions, and inputs for analyses and how different analyses have unique strengths and limitations given a company's specific facts and circumstances.
M&A activity in the o&g industry is at its lowest point in years. The number of deals in the first half of 2016 was 198, an "extremely low" number compared to what it has been in past years.
Wilcox Swartzwelder & Co. announced the sale of AggieTech Operating, LLC's salt water disposal well assets to Oilfield Water Logistics. AggieTech developed and operated seven high-quality salt water disposal wells in the Permian Basin. The AggieTech team will now work for Oilfield Water Logistics in the Permian Basin. Toben Scott, President of AggieTech, praised Wilcox Swartzwelder for their work in identifying qualified buyers and navigating the transaction. Jason Wilcox said the acquisition provides an opportunity for continued growth for both companies.
Ante5 Oil & Gas Research Report (8/9/2011)The WSR Group
Ante5, Inc. is an oil and gas exploration and production company based in Minnetonka, Minnesota. Ante5’s focus is the Williston Basin Bakken and Three Forks trend in North Dakota and Montana. Ante5 controls over 10,000 net mineral acres in North Dakota.
A presentation by Ken Peak, CEO of Contango Oil and Gas, at the 2010 Islamorada Investment Management investor meeting. Peak spoke to investors in IIM's Tarpon Folio about their holdings in Contango.
Robinson presents "State of the Proppants Market" presentationPLG Consulting
This document provides an overview and analysis of the proppants market from a presentation by Taylor Robinson of PLG Consulting. It summarizes that demand for natural sand is rising significantly due to new fracking techniques, while ceramic and resin coated volumes are flat to down. Supply of natural sand is keeping pace through new mines and adequate transloading infrastructure. It also notes that consolidation and improving logistics efficiency will be key for companies to succeed in the proppants industry in coming years as customers focus on reducing total costs.
Crowdfunding and the Oil Industry with Travis M PohlTravis M. Pohl
A company based in Texas is doing really exciting stuff by merging crowdfunding and oil production. Travis M Pohl shares some information about Crudefunding. Enjoy!
RMR Holdings operates across several industries including agriculture, energy, industrials, metals and mining. It pursues production assets and underutilized infrastructure, with a focus on unique acquisitions and consolidation opportunities. RMR seeks to create long-term value through operational excellence, capital solutions expertise, and leveraging local relationships within the industries it operates.
Fortune research om cs_look beyond fy15!Saad Yousuf
- The oil marketing sector is expected to see a recovery in coming quarters, fueled by robust growth in cash-based products like MS and HSD, convergence of FO prices with gas/grid power leading to stronger FO sales, and lower oil prices reducing circular debt accumulation.
- Earnings of OMCs like PSO and APL declined in 1HFY15 due to inventory losses and lower FO margins as oil prices fell, but profits are expected to return to normalized levels going forward.
- MS and HSD sales are forecast to grow at a FY15-FY17 CAGR of 15% and 5% respectively, while FO sales may grow at a 2% CAGR, supported
Report: The Crude Downturn for E&Ps: One Situation, Diverse ResponsesMarcellus Drilling News
The document discusses how exploration and production companies have responded to low oil prices over the past 15-18 months. It analyzes five options companies have taken: filing for bankruptcy, borrowing more money, making acquisitions, adjusting financials, and optimizing operations. 35 US E&P companies filed for bankruptcy protection, with total debt of under $18 billion. Many companies also took on more debt, with 175 worldwide E&Ps considered "high risk" due to high leverage and low debt coverage. Some companies made acquisitions to gain assets and scale, though about half of these companies did not have the financial capacity for risk.
Commodities - Futures Curves and Implied Volatility Surfaces - Futures and ETFsBCV
Commodities and Natural Resources
Commodities can be an efficient contributor to portfolio performance over a wide range of risk levels, as the asset class provides potent diversification at the total portfolio level. Although risk premia on commodity futures and equity markets are comparable, commodity futures’ returns display different behavior over the business cycle than traditional asset classes; resulting in negatively correlated returns with equity and fixed income. In addition, commodity futures are positively correlated with inflation, unexpected inflation, and changes in expected inflation. Those attributes make the asset class attractive from a total portfolio standpoint. Additionally, clients investing in hard and soft commodities can potentially profit from the increasing demand for these resources across the developed and developing world, and earn a risk premium for providing liquidity to the markets.
Still, commodity markets are volatile and only managers with acute expertise in the field may offer attractive returns as each market has its own characteristics and dynamics. Commodity investment programs must therefore be carefully designed, as there are opportunities to invest actively or passively, tactically or strategically, with leverage or without leverage. In this context, QMS Advisors can help guide investors allocate to the asset class efficiently and explore the many alternatives.
Similarly, designing a timber investment program is a custom solution driven by an investor's particular needs and investment objectives. Sophisticated investors have long profited from investments in timber as an adjunct to their real estate investments. Timber is unique among natural resources as timberland continually produces a commodity over time and offers embedded real options (mainly the option to postpone the harvesting time), while investments in natural resources like oil and gas are depleted over time. Like real estate, timber can be an income generating investment or a source of long term capital appreciation.
Investments in real estate, natural resources and commodities all present the advantage of having very low to insignificant correlation in returns when compared to traditional equity and fixed income investments. This allows for greater return diversification in addition to the possibility of higher overall returns.
RSA CANOLA (WCE) CCA COCOA FUTURE KCA COFFEE 'C' FUTURE C A CORN FUTURE CTA COTTON NO.2 JOA FCOJ-A FUTURE LBA LUMBER FUTURE O A OAT FUTURE RRA ROUGH RICE (CBOT) S A SOYBEAN FUTURE SMA SOYBEAN MEAL BOA SOYBEAN OIL SBA SUGAR #11 (WORLD) W A WHEAT FUTURE(CBT) KWA WHEAT FUTURE(KCB) OLA WOOL FUTURE (SFE) FCA CATTLE FEEDER FUT LHA LEAN HOGS FUTURE LCA LIVE CATTLE CLA WTI CRUDE FUTURE COA BRENT CRUDE XBA GASOLINE RBOB FUT HOA HEATING OIL QSA GAS OIL FUT (ICE) NGA NATURAL GAS GCA GOLD 100 OZ SIA SILVER FUTURE PLA PLATINUM FUTURE PAA PALLADIUM FUTURE LAA LME PRI ALUM LPA
This document summarizes the global investment banking capabilities of Taylor-DeJongh, including their industry focus and expertise in oil and gas, LNG, and project finance. It provides details on Taylor-DeJongh's corporate philosophy, capabilities, track record, and case studies of advisory mandates on major energy projects around the world.
Oil production is a weaved deeply into the cultural fabric of Texas. Travis M Pohl explores the early stages of oil drilling in the Lone Star State. Take a look and stay tuned for more!
This document provides 10 tips for business owners to prepare their private business for sale. The tips include: 1) making yourself redundant from business operations before the sale, 2) focusing on profitability and value enhancements well in advance, 3) looking for cost efficiencies like removing unnecessary assets, 4) implementing strong financial controls and processes, 5) reducing customer concentration, 6) articulating a clear growth vision, 7) providing a realistic financial forecast, 8) addressing any family issues, 9) properly managing working capital to free up cash, and 10) seeking professional advice from accountants, lawyers, and M&A advisors. Thorough preparation across these areas will help business owners achieve the highest possible valuation.
Success Failure and Principles of Competitive SuccessSudhir Bisht
Partial notes on BBA 205 course for students of IP University (Delhi) and anyone who wants a beginner's level knowledge.
Citations are reflected in the slides.
Use These Five Step to Ensure the Future Success of Your BusinessMatthew Wirgau
Business is unpredictable, and the one thing we know for sure is that we will face changes and challenges.
To ensure success, you must rigorously measure the performance of your business.
We have identified five key strategic areas to help you determine if your business will be successful in the future.
They will help you get started on deriving your own solutions to the key challenges, hurdles, and problems you may face.
Over the next few pages we review five (5) key strategic elements on which all business owners–CEOs– Presidents should focus to be successful.
9 steps to prepare your business to sellPaula Carr
This document provides 9 steps for business owners to take to prepare their business for sale. These steps include increasing revenue, diversifying the customer base, de-emphasizing the owner's role, developing a strong management team, reducing family/owner perks, removing unnecessary assets, reducing inventory, updating business materials, and collecting outstanding payments. Taking these steps ahead of time will make the business more efficient and valuable to potential buyers.
Making yourself irresistible for M&A: 7 tips to get you ready to sell your bu...Deloitte Canada
The document provides 7 tips for business owners to make their company irresistible for potential acquirers when looking to sell: 1) Know what you want from the transition; 2) Reduce dependence on yourself so the business can succeed without you; 3) Be transparent with accurate financials and reporting; 4) Share your vision and growth story to attract buyers; 5) Support employees and clients through the transition; 6) Have realistic expectations of valuation based on industry; 7) Get professional M&A advice to navigate the complex process and achieve the optimal outcome. The overall goal is to maximize value and make the transition process as smooth as possible.
The document discusses succession planning for family-owned construction businesses. It notes that only 20-33% of such businesses survive to the next generation due to lack of proper planning. The key aspects of succession planning discussed are choosing a successor, valuing the business accurately, protecting the owner's credit reputation, and structuring the transfer of ownership to minimize tax liability. It stresses the importance of training successors over time and strengthening the business before transitioning ownership.
This document provides an overview of resources for starting a small business, including guidance on evaluating if entrepreneurship is right for you based on your strengths and weaknesses. It discusses different business structures like sole proprietorships, partnerships, and corporations. The document outlines how to write an effective business plan, covering components like marketing, operations, and financial projections. It also offers tips on securing financing, such as considering personal savings, friends and family, banks, credit unions, or venture capital. The summary evaluates key factors for entrepreneurs to consider when starting and managing a successful small business.
Proper preparation is key to getting a high return on selling your business. You should begin preparing three years before selling by ensuring you have three years of financial statements and adjusting your business to maximize profitability and cash flow. Consistency in profits is also important to demonstrate the strength and lower risk of the business. When selling, provide thorough documentation in a standard process to appear professional and transparent to buyers. Preparation increases the perceived value of the business to buyers.
This document provides an overview of important considerations for purchasing an existing business. It discusses evaluating different types of businesses, conducting due diligence, determining a fair purchase price, and completing the transaction. The key steps are researching business options, qualifying for financing, analyzing a potential target business thoroughly, making an offer, and closing the deal with proper legal documentation. Consulting experts can help navigate the process successfully.
This document summarizes a seminar about buying and valuing privately held businesses. The seminar discusses factors that affect business value, maintaining confidentiality during sales, financing issues, and goals to reach win-win scenarios for buyers and sellers. The presenter, Joseph Harrel, has experience buying, operating, and selling his own business and now helps others through business brokerage. Key points include properly evaluating businesses, understanding tax considerations, maintaining confidentiality in negotiations, and taking steps to minimize risk such as due diligence and professional advice.
This document provides an overview of different business structures and considerations for business owners in choosing the right structure. It discusses sole proprietorships, partnerships, and corporations, explaining their tax implications, liability issues, and other pros and cons. Choosing the right structure depends on factors like the nature and size of the business, taxation goals, liability risks, and financial needs. Professional advice is recommended to understand legal and tax implications of each option.
This e-book provides 8 tips for startups: 1) Get a mentor for advice and connections, 2) Have a savings fund for unexpected expenses, 3) Expect no salary in the startup phase, 4) Develop a solution to a market need, 5) Become a networker to build relationships, 6) Plan and budget cashflow tightly, 7) Work twice as hard as employees, 8) Understand technology and market trends. It also advertises C8 Chartered Accountants for business services like accounting, tax, and consulting. The author, Royston Benjamin, founded C8 CA to provide personalized services to entrepreneurs.
IPEX - Selling your Business Successfully ReportCavendish
This document summarizes a report on successfully selling a business. It discusses the importance of planning an exit from a business to maximize value and ensure fulfillment after the sale. Key points covered include determining when and how to leave the business, identifying a successor if transferring ownership, estate planning, and discovering post-sale passions. The report recommends a three-step process for creating an exit plan: setting goals for when the owner will leave day-to-day operations and liquidate ownership shares, analyzing the current state of the business, and developing a customized plan to achieve the stated goals.
How business continuation planning could help preserve your business by providing a smooth transition of ownership and control.
Family-owned businesses are the backbone of the American economy. Yet many small-business owners make a costly mistake: They have no business continuation plan. This leaves the future of their businesses to chance.
This document discusses closing business in the fourth quarter and selling techniques. It is from a company called MIMS Morning Meeting LLC that provides business development and sales skills training. The document contains tips, quotes and surveys related to closing more deals in the fourth quarter through prospecting, communication skills, creating value for clients, and understanding customer needs and motivations. It emphasizes the importance of asking for business in order to generate sales.
Inshan Meahjohn | Four reasons why small businesses fail to growInshan Meahjohn
In each niche, new corporations return to the horizon a day. whereas some business develops and dominate, others shrink and eventually fail. There square measure loads of reasons why corporations fail to grow says Inshan Meahjohn.
This document discusses exit planning opportunities for business advisors. It outlines a seven step exit planning process that helps business owners achieve their goals of retiring from their business and ensuring financial security. The process involves identifying objectives, quantifying business value, maximizing value, planning for ownership transfer either to employees or third parties, business continuity planning, and personal wealth/estate planning. Providing exit planning services allows advisors to build strong client loyalty, help clients achieve life goals, and generate new referral business through a team approach.
The document discusses various considerations for starting a business, including motivations, deciding between starting or buying a business, assessing the market, and costs. It outlines three main types of business motivations: lifestyle ventures focused on flexibility and personal interests; smaller profit ventures aiming to make a decent living; and high growth ventures focused on maximum profit and innovation. The document also covers questions around operating domestically or globally and managing the formalization process and growth pressures that come with business expansion.
A business succession plan helps you plan what your business will become when you retire and how your business fits into your retirement plan. Even if you think you’re years away from slowing down, the need to address these questions is a pressing one – you need to put an exit strategy in place today.
basic startups challenges faces by new syartups sourav mathur
The document discusses the key challenges faced by new enterprises. The major challenges include financial issues in raising capital, managing human resources as the business grows, adapting to environmental factors like market trends, obtaining mentorship, effective management as the business scales, and dealing with competitors in the market. Overcoming these challenges requires an entrepreneur to have a strong business plan, pitch their idea to investors, build a skilled team, stay aware of trends, seek guidance, implement strategic planning, and differentiate their offering from rivals. How well an entrepreneur can address these common startup hurdles will determine the success or failure of their new business venture.
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