Dr. Carsten Lehmann, Managing Director at IMAP Germany shares valuable insights into the key factors affecting company valuations in M&A, using the IT & Software sector as an example.
Mark Fasold, Strategic Advisor to Falls River Group (FRG) – IMAP USA, shares with Creating Value the guiding principles companies should follow to optimize their supply chains including the vital dos and don’ts.
The document discusses research conducted by UPS and IDC on operational transformation in the manufacturing industry. The research found that while most companies use Lean/Six Sigma approaches, the increasing demands of customers have tested the limits of these methods. To achieve higher levels of operational excellence, companies must leverage new technologies like IoT and analytics (smart operations) to gain greater insights from data in real-time. The research showed that companies aggressively pursuing smart operations investments were better positioned for success and had made more progress in areas like connected products/assets and supply chain decision-making. Those lagging risk falling further behind industry leaders in competitiveness.
Reliability, quality and a competitive price are table stakes in
the business of maintaining and repairing industrial facilities
and equipment, commonly known as Maintenance, Repair
and Operations (MRO). Given the nature of MRO, urgency can
often catapult to the top of the list of requirements. Sellers
who cannot consistently come through will almost certainly
be dropped from future consideration.
Tackling the challenges confronting independent software vendors from becoming true software-as-a-service providers.
The confluence of changing consumer behaviour, product innovations with multi-platform integration, and new pricing models is redefining the software landscape. Increasingly independent software vendors (ISVs) are shifting towards a SaaS- based product portfolio, in whole or in part, to meet consumer demand and achieve greater market share and profitability. It is imperative that ISVs embrace and partake in progressively shaping the SaaS-based landscape, lest be stranded, scrambling to pick up the remnants of a market that has moved on.
How to Add Agility and Customer Focus to the Healthcare Supply ChainUPS Longitudes
The global pharmaceutical and healthcare industry has
experienced a number of severe shocks to the system in
recent decades. What was once a sector where profits flowed
from ‘blockbuster’ drugs and a customer base willing to
pay premium prices has transformed into a quite different
world as a consequence of competition from generics along
with reduced budgets available to healthcare providers.
Compounding these problems are increasing regulatory
constraints and more challenging logistics requirements as
bio-pharmaceuticals and related products increase the need
for stricter control of temperature and shelf-life as they move
through the supply chain.
As a result there is now a significantly greater focus across
the sector on supply chain management. Previously, when
margins were higher and logistics costs were a relatively
small proportion of total costs, supply chain issues tended
to take a back seat. Now things have changed. Recent
research by UPS® has highlighted that many companies are
finding it difficult to develop supply chain capabilities that
can simultaneously take out costs whilst ensuring regulatory
compliance, track and trace, product security and stricter
temperature and shelf-life control.
Because of these pressures, a new approach to the design
and management of supply/demand networks in the industry
becomes imperative. In today’s marketplace, there is a need
for supply chains that are cost-effective, efficient and agile.
Companies operating in every industrial sector and in
every market around the world have been confronted in
recent years with significant challenges. These challenges
have come from numerous sources – economic recession,
demographic changes, geo-political upheavals to name but
a few. The healthcare and pharmaceutical industry has been
no exception and has been impacted by major changes in the
competitive and market environment.
This document summarizes key points from Broadwind's Q3 2015 earnings conference call:
- Broadwind discussed challenges in ramping up full tower production capacity and solutions being implemented around procurement processes and capital investments.
- The wind market continues to be driven by a large pipeline of projects under construction, particularly in Texas and the Midwest.
- Tower orders and backlog were down compared to Q3 2014 but are expected to increase in Q4 2015 with significant order announcements.
- Financial results showed declines in revenue and margins compared to Q3 2014 due to unfavorable tower mix. Liquidity improved with declining working capital and inventory levels projected to decrease further.
Supply Chain Optimization under New Product Development and Emergence of Risk...IIJSRJournal
This document summarizes a research paper that proposes a multi-objective optimization model to minimize costs, lead time, and risks in a supply chain when new product development and risks emerge. It first reviews literature on new product development criteria, risks and mitigation strategies, and supply chain optimization methods. It then presents the methodology, which involves identifying risks and criteria for a case study on the Iranian UPVC profile industry, developing a multi-objective model, and using meta-heuristic algorithms to optimize the supply chain. The paper aims to determine key new product criteria, risks and strategies for the case study industry, and evaluate algorithms to minimize costs, time and risks when new products are developed.
Mark Fasold, Strategic Advisor to Falls River Group (FRG) – IMAP USA, shares with Creating Value the guiding principles companies should follow to optimize their supply chains including the vital dos and don’ts.
The document discusses research conducted by UPS and IDC on operational transformation in the manufacturing industry. The research found that while most companies use Lean/Six Sigma approaches, the increasing demands of customers have tested the limits of these methods. To achieve higher levels of operational excellence, companies must leverage new technologies like IoT and analytics (smart operations) to gain greater insights from data in real-time. The research showed that companies aggressively pursuing smart operations investments were better positioned for success and had made more progress in areas like connected products/assets and supply chain decision-making. Those lagging risk falling further behind industry leaders in competitiveness.
Reliability, quality and a competitive price are table stakes in
the business of maintaining and repairing industrial facilities
and equipment, commonly known as Maintenance, Repair
and Operations (MRO). Given the nature of MRO, urgency can
often catapult to the top of the list of requirements. Sellers
who cannot consistently come through will almost certainly
be dropped from future consideration.
Tackling the challenges confronting independent software vendors from becoming true software-as-a-service providers.
The confluence of changing consumer behaviour, product innovations with multi-platform integration, and new pricing models is redefining the software landscape. Increasingly independent software vendors (ISVs) are shifting towards a SaaS- based product portfolio, in whole or in part, to meet consumer demand and achieve greater market share and profitability. It is imperative that ISVs embrace and partake in progressively shaping the SaaS-based landscape, lest be stranded, scrambling to pick up the remnants of a market that has moved on.
How to Add Agility and Customer Focus to the Healthcare Supply ChainUPS Longitudes
The global pharmaceutical and healthcare industry has
experienced a number of severe shocks to the system in
recent decades. What was once a sector where profits flowed
from ‘blockbuster’ drugs and a customer base willing to
pay premium prices has transformed into a quite different
world as a consequence of competition from generics along
with reduced budgets available to healthcare providers.
Compounding these problems are increasing regulatory
constraints and more challenging logistics requirements as
bio-pharmaceuticals and related products increase the need
for stricter control of temperature and shelf-life as they move
through the supply chain.
As a result there is now a significantly greater focus across
the sector on supply chain management. Previously, when
margins were higher and logistics costs were a relatively
small proportion of total costs, supply chain issues tended
to take a back seat. Now things have changed. Recent
research by UPS® has highlighted that many companies are
finding it difficult to develop supply chain capabilities that
can simultaneously take out costs whilst ensuring regulatory
compliance, track and trace, product security and stricter
temperature and shelf-life control.
Because of these pressures, a new approach to the design
and management of supply/demand networks in the industry
becomes imperative. In today’s marketplace, there is a need
for supply chains that are cost-effective, efficient and agile.
Companies operating in every industrial sector and in
every market around the world have been confronted in
recent years with significant challenges. These challenges
have come from numerous sources – economic recession,
demographic changes, geo-political upheavals to name but
a few. The healthcare and pharmaceutical industry has been
no exception and has been impacted by major changes in the
competitive and market environment.
This document summarizes key points from Broadwind's Q3 2015 earnings conference call:
- Broadwind discussed challenges in ramping up full tower production capacity and solutions being implemented around procurement processes and capital investments.
- The wind market continues to be driven by a large pipeline of projects under construction, particularly in Texas and the Midwest.
- Tower orders and backlog were down compared to Q3 2014 but are expected to increase in Q4 2015 with significant order announcements.
- Financial results showed declines in revenue and margins compared to Q3 2014 due to unfavorable tower mix. Liquidity improved with declining working capital and inventory levels projected to decrease further.
Supply Chain Optimization under New Product Development and Emergence of Risk...IIJSRJournal
This document summarizes a research paper that proposes a multi-objective optimization model to minimize costs, lead time, and risks in a supply chain when new product development and risks emerge. It first reviews literature on new product development criteria, risks and mitigation strategies, and supply chain optimization methods. It then presents the methodology, which involves identifying risks and criteria for a case study on the Iranian UPVC profile industry, developing a multi-objective model, and using meta-heuristic algorithms to optimize the supply chain. The paper aims to determine key new product criteria, risks and strategies for the case study industry, and evaluate algorithms to minimize costs, time and risks when new products are developed.
The document discusses managing disruptive innovation. It provides strategies for determining the minimum viable product (MVP) to enter new markets with and developing the value chain to determine where to enter the market. These strategies help address challenges like lack of market information and credibility when innovating disruptively. The discussion also emphasizes engaging the ecosystem, flexibility to change course based on new information, and taking a portfolio approach to managing disruptive innovation investments and risks.
In few years only, Supply Chain Management became one of the trendiest topic for organizations facing globalized markets. But in parallel it also remained one of the foggiest topic for managers at every level.
To develop Managers' level of understanding, let's review the main tendencies forging Supply Chains in 2017.
Servitization in global markets - role alignment in global service networks f...Ying wei (Joe) Chou
This study investigates how global manufacturers offer advanced services through global service networks to meet customer needs. The study identifies challenges in value co-creation between manufacturers' R&D units and service network partners when providing advanced services globally. These challenges include governance, risk management, innovation, and scaling issues. The study proposes that role alignment, where manufacturers take the role of global service orchestrators and partners act as global service integrators, can help manage these challenges and establish win-win relationships. The findings contribute to understanding servitization in global markets and networks.
Winners will improve responsiveness while cutting costsCBX Software
The document discusses the top concerns of apparel companies regarding global sourcing. It finds that the top three concerns are (1) the price of raw materials, (2) wage rates, and (3) customs logistics issues. To address these concerns and remain competitive, companies need to pursue more cost-saving opportunities such as exploring new sourcing countries and partners, increasing value-added services from suppliers, and improving supply chain efficiency. New technologies also need to be leveraged to gain better visibility and control over increasingly complex global supply chains.
The document is a project report submitted by Akash Singh Thakur for an MBA program. It discusses supply chain management in e-commerce by analyzing the operations of eMart Solutions, an Indian e-commerce company. The report provides an overview of eMart's marketing, human resources, operations, finances, and SWOT analysis. It also examines the supply chain processes involved in procuring and distributing products through e-commerce.
Supply Chain Management has evolved over time with frequent inputs from strategic innovations, technology changes and connectivity paradigms. It will continue to be so in coming decades when IIoT, Machine Learning , 3D Printing and Blockchain technologies mature. As the market place moves towards mass customising SCM professionals need to adopt more and more of Gray thinking rather than the conventional black or white approach.
This document summarizes the key findings of a 2014 supply chain planning benchmark study that surveyed over 300 supply chain professionals across industries. The study found that few companies have highly integrated planning environments, and many see opportunities to improve areas like forecast accuracy, sales and operations planning processes, and integration of planning and execution. Companies reported using a variety of planning modules and technologies, with demand planning being most common. The study also found that companies have a range of approaches to planning technology from ERP-dominated to best-of-breed solutions. Most see changes coming to accelerate planning cycles and globalize the planning function.
Agility is critical to overcome the challenges of a traditional S&OP process. Learn more from our recommendations to manage, anticipate and synchronize supply and demands
Supply Chain Metrics That Matter – A Focus on Auto Parts Companies 19 SEP 2017Lora Cecere
Report Details: This report is based on analysis of financial balance sheet and income statement data within the Automotive Parts industry, for the period of 2004-2016. The data is collected from YCharts.
Objective: To use the financial balance sheet and income statement data to better understand the state of the Automotive Parts industry supply chains and to determine which companies’ supply chains did the best on the delivery of a portfolio of metrics over the last 13 years.
Highlight: As the technology for automotive vehicles continues to evolve, it will become more paramount than ever for Auto Parts companies to become more demand-driven in their supply chain planning processes. Companies across the board saw their revenue drop significantly during the 2004-2016 period. Those who redefined their manufacturing and distribution processes, drove strong balance sheet results. Others learned that doing traditional retail more efficiently was not enough. As a result only one company, Autoliv Inc, made the list of Supply Chains to Admire Winners.
This document discusses the importance of supply chain management for companies and its rising priority for CEOs. It makes three key points:
1. Leading companies view their supply chain as a source of competitive advantage and have made strategic investments to overcome cross-functional silos. This allows them to better satisfy customers and disrupt their industries.
2. CEOs recognize supply chain excellence is critical for profitability and resilience in today's complex global environment. The right supply chain capabilities help companies exploit opportunities for growth.
3. There are three actions CEOs can take - differentiate supply chain and corporate strategies, create a modern end-to-end supply chain organization, and set performance standards for the entire organization - to maximize
Business Intelligence for FMCG BusinessLi Ken Chong
Empower the FMCG business with data framework to consolidate Modern Trade & General Trade business information into a single repository for performance review around sales, distribution channel, inventory efficiency and many more KPI driven analysis.
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
Artificial intelligence transforming the phase of supply chain managementRahul R
Artificial intelligence is transforming supply chain management by optimizing business processes and establishing agile supply chains. AI can help with inventory control and planning by accessing real-time information on customer demands and inventory levels. It can also help with transportation network design challenges like routing and scheduling through techniques like genetic algorithms and ant colony optimization. Expert systems allow purchasing managers to evaluate suppliers and make more informed make-or-buy decisions. Overall, integrating AI offers competitive advantages through predictive analytics and more efficient supply chain management.
The report finds that China's export manufacturing sector continues to slow as headwinds both domestically and abroad intensify. Competition is expected to further increase this year while customer loyalty remains low. A lower price is the least important factor for customers considering new suppliers, suggesting manufacturers need to focus on quality over cost reduction. To survive in this challenging environment, the report argues exporters must strengthen knowledge of customer needs, develop more collaborative partnerships, and deliver tailored logistics solutions, as outlined in UPS's Made in China 2.0 reform agenda.
Business Model Transformation: The right Strategy and the right Solution at t...Isabelle Roussin
Why going through a Business Model Innovation approach is the right thing to do when confronted with disruptions brought by the digital revolution, low end disruptors, new technologies or yet a new form of economy like the collaborative one.
The document discusses how technology investments are shifting from standalone point solutions to end-to-end solutions that span customer journeys. It notes that investments are moving through three phases - from an initial "dawning" phase where visionary firms experiment with point solutions, to an "awareness" phase where limitations of point solutions become clear, to an "acceptance" phase where most firms recognize the need for end-to-end solutions to remain competitive. Enterprise architecture professionals should help their firms address challenges in scaling end-to-end customer experiences through a business technology agenda.
As technology demands on logistics services providers (LSPs) become more intense, organizations are seeking to integrate or consolidate their third-part logistics (3PL) providers' solutions for tasks such as warehousing, inventory management, shipment management, cross-docking, order management, bar coding, analytics and far more. We offer a roadmap for selecting whether to make such a transition in logistics systems via a big bang or phased/pilot approach.
Reverse logistics programs are complicated but can provide opportunities. They involve managing returns, repairs, and used goods in ways that (1) generate additional revenue, differentiate companies, and support new product demand; (2) establish customer loyalty; and (3) are considered part of successful growth strategies. However, reverse logistics requires defined processes and metrics since returns are variable, and many companies currently do not handle returns well due to a lack of focus on this area.
PARTNERS 2014 - Dr. Stefan Schwarz - Money for NothingStefan Schwarz
This document discusses ways for telecommunication companies to reduce spending on customer acquisition and retention, which on average accounts for 27% of operating expenses. It presents several case studies where companies avoided useless retention efforts that induce churn, avoided churn-inducing upselling, and acquired customers at the right price. Integrating customer data and applying analytics allows telcos to better understand customer value and identify opportunities to optimize acquisition and retention efforts that could save 7.1% of total company revenue on average. The document argues that telecom companies should leverage their data and analytics capabilities to unlock significant untapped value in customer management.
The document discusses how the SaaS model is becoming an increasingly important trend and viable business model, especially during economic downturns when businesses seek to maximize technology ROI and efficiency with existing resources at lower costs. It notes that SaaS adoption will continue growing rapidly due to benefits like reduced costs, rapid deployment, centralized operations, and elastic scaling. Over the next five years, SaaS is expected to explode in prominence and change traditional business metrics and thinking, with the market evolving to include more niche providers and a blurring between SaaS and platform-as-a-service offerings.
The document discusses how the SaaS model is becoming an increasingly important trend and viable business model, especially during economic downturns when businesses seek to maximize technology ROI and efficiency with existing resources at lower costs. It notes that SaaS adoption will continue to rapidly grow over the next five years and change traditional business metrics and thinking. Key benefits of SaaS include reducing capital and IT labor costs through shared infrastructure and resources, rapid provisioning, centralized operations, and elastic scaling to improve service levels.
The document discusses managing disruptive innovation. It provides strategies for determining the minimum viable product (MVP) to enter new markets with and developing the value chain to determine where to enter the market. These strategies help address challenges like lack of market information and credibility when innovating disruptively. The discussion also emphasizes engaging the ecosystem, flexibility to change course based on new information, and taking a portfolio approach to managing disruptive innovation investments and risks.
In few years only, Supply Chain Management became one of the trendiest topic for organizations facing globalized markets. But in parallel it also remained one of the foggiest topic for managers at every level.
To develop Managers' level of understanding, let's review the main tendencies forging Supply Chains in 2017.
Servitization in global markets - role alignment in global service networks f...Ying wei (Joe) Chou
This study investigates how global manufacturers offer advanced services through global service networks to meet customer needs. The study identifies challenges in value co-creation between manufacturers' R&D units and service network partners when providing advanced services globally. These challenges include governance, risk management, innovation, and scaling issues. The study proposes that role alignment, where manufacturers take the role of global service orchestrators and partners act as global service integrators, can help manage these challenges and establish win-win relationships. The findings contribute to understanding servitization in global markets and networks.
Winners will improve responsiveness while cutting costsCBX Software
The document discusses the top concerns of apparel companies regarding global sourcing. It finds that the top three concerns are (1) the price of raw materials, (2) wage rates, and (3) customs logistics issues. To address these concerns and remain competitive, companies need to pursue more cost-saving opportunities such as exploring new sourcing countries and partners, increasing value-added services from suppliers, and improving supply chain efficiency. New technologies also need to be leveraged to gain better visibility and control over increasingly complex global supply chains.
The document is a project report submitted by Akash Singh Thakur for an MBA program. It discusses supply chain management in e-commerce by analyzing the operations of eMart Solutions, an Indian e-commerce company. The report provides an overview of eMart's marketing, human resources, operations, finances, and SWOT analysis. It also examines the supply chain processes involved in procuring and distributing products through e-commerce.
Supply Chain Management has evolved over time with frequent inputs from strategic innovations, technology changes and connectivity paradigms. It will continue to be so in coming decades when IIoT, Machine Learning , 3D Printing and Blockchain technologies mature. As the market place moves towards mass customising SCM professionals need to adopt more and more of Gray thinking rather than the conventional black or white approach.
This document summarizes the key findings of a 2014 supply chain planning benchmark study that surveyed over 300 supply chain professionals across industries. The study found that few companies have highly integrated planning environments, and many see opportunities to improve areas like forecast accuracy, sales and operations planning processes, and integration of planning and execution. Companies reported using a variety of planning modules and technologies, with demand planning being most common. The study also found that companies have a range of approaches to planning technology from ERP-dominated to best-of-breed solutions. Most see changes coming to accelerate planning cycles and globalize the planning function.
Agility is critical to overcome the challenges of a traditional S&OP process. Learn more from our recommendations to manage, anticipate and synchronize supply and demands
Supply Chain Metrics That Matter – A Focus on Auto Parts Companies 19 SEP 2017Lora Cecere
Report Details: This report is based on analysis of financial balance sheet and income statement data within the Automotive Parts industry, for the period of 2004-2016. The data is collected from YCharts.
Objective: To use the financial balance sheet and income statement data to better understand the state of the Automotive Parts industry supply chains and to determine which companies’ supply chains did the best on the delivery of a portfolio of metrics over the last 13 years.
Highlight: As the technology for automotive vehicles continues to evolve, it will become more paramount than ever for Auto Parts companies to become more demand-driven in their supply chain planning processes. Companies across the board saw their revenue drop significantly during the 2004-2016 period. Those who redefined their manufacturing and distribution processes, drove strong balance sheet results. Others learned that doing traditional retail more efficiently was not enough. As a result only one company, Autoliv Inc, made the list of Supply Chains to Admire Winners.
This document discusses the importance of supply chain management for companies and its rising priority for CEOs. It makes three key points:
1. Leading companies view their supply chain as a source of competitive advantage and have made strategic investments to overcome cross-functional silos. This allows them to better satisfy customers and disrupt their industries.
2. CEOs recognize supply chain excellence is critical for profitability and resilience in today's complex global environment. The right supply chain capabilities help companies exploit opportunities for growth.
3. There are three actions CEOs can take - differentiate supply chain and corporate strategies, create a modern end-to-end supply chain organization, and set performance standards for the entire organization - to maximize
Business Intelligence for FMCG BusinessLi Ken Chong
Empower the FMCG business with data framework to consolidate Modern Trade & General Trade business information into a single repository for performance review around sales, distribution channel, inventory efficiency and many more KPI driven analysis.
ER Publication,
IJETR, IJMCTR,
Journals,
International Journals,
High Impact Journals,
Monthly Journal,
Good quality Journals,
Research,
Research Papers,
Research Article,
Free Journals, Open access Journals,
erpublication.org,
Engineering Journal,
Science Journals,
Artificial intelligence transforming the phase of supply chain managementRahul R
Artificial intelligence is transforming supply chain management by optimizing business processes and establishing agile supply chains. AI can help with inventory control and planning by accessing real-time information on customer demands and inventory levels. It can also help with transportation network design challenges like routing and scheduling through techniques like genetic algorithms and ant colony optimization. Expert systems allow purchasing managers to evaluate suppliers and make more informed make-or-buy decisions. Overall, integrating AI offers competitive advantages through predictive analytics and more efficient supply chain management.
The report finds that China's export manufacturing sector continues to slow as headwinds both domestically and abroad intensify. Competition is expected to further increase this year while customer loyalty remains low. A lower price is the least important factor for customers considering new suppliers, suggesting manufacturers need to focus on quality over cost reduction. To survive in this challenging environment, the report argues exporters must strengthen knowledge of customer needs, develop more collaborative partnerships, and deliver tailored logistics solutions, as outlined in UPS's Made in China 2.0 reform agenda.
Business Model Transformation: The right Strategy and the right Solution at t...Isabelle Roussin
Why going through a Business Model Innovation approach is the right thing to do when confronted with disruptions brought by the digital revolution, low end disruptors, new technologies or yet a new form of economy like the collaborative one.
The document discusses how technology investments are shifting from standalone point solutions to end-to-end solutions that span customer journeys. It notes that investments are moving through three phases - from an initial "dawning" phase where visionary firms experiment with point solutions, to an "awareness" phase where limitations of point solutions become clear, to an "acceptance" phase where most firms recognize the need for end-to-end solutions to remain competitive. Enterprise architecture professionals should help their firms address challenges in scaling end-to-end customer experiences through a business technology agenda.
As technology demands on logistics services providers (LSPs) become more intense, organizations are seeking to integrate or consolidate their third-part logistics (3PL) providers' solutions for tasks such as warehousing, inventory management, shipment management, cross-docking, order management, bar coding, analytics and far more. We offer a roadmap for selecting whether to make such a transition in logistics systems via a big bang or phased/pilot approach.
Reverse logistics programs are complicated but can provide opportunities. They involve managing returns, repairs, and used goods in ways that (1) generate additional revenue, differentiate companies, and support new product demand; (2) establish customer loyalty; and (3) are considered part of successful growth strategies. However, reverse logistics requires defined processes and metrics since returns are variable, and many companies currently do not handle returns well due to a lack of focus on this area.
PARTNERS 2014 - Dr. Stefan Schwarz - Money for NothingStefan Schwarz
This document discusses ways for telecommunication companies to reduce spending on customer acquisition and retention, which on average accounts for 27% of operating expenses. It presents several case studies where companies avoided useless retention efforts that induce churn, avoided churn-inducing upselling, and acquired customers at the right price. Integrating customer data and applying analytics allows telcos to better understand customer value and identify opportunities to optimize acquisition and retention efforts that could save 7.1% of total company revenue on average. The document argues that telecom companies should leverage their data and analytics capabilities to unlock significant untapped value in customer management.
The document discusses how the SaaS model is becoming an increasingly important trend and viable business model, especially during economic downturns when businesses seek to maximize technology ROI and efficiency with existing resources at lower costs. It notes that SaaS adoption will continue growing rapidly due to benefits like reduced costs, rapid deployment, centralized operations, and elastic scaling. Over the next five years, SaaS is expected to explode in prominence and change traditional business metrics and thinking, with the market evolving to include more niche providers and a blurring between SaaS and platform-as-a-service offerings.
The document discusses how the SaaS model is becoming an increasingly important trend and viable business model, especially during economic downturns when businesses seek to maximize technology ROI and efficiency with existing resources at lower costs. It notes that SaaS adoption will continue to rapidly grow over the next five years and change traditional business metrics and thinking. Key benefits of SaaS include reducing capital and IT labor costs through shared infrastructure and resources, rapid provisioning, centralized operations, and elastic scaling to improve service levels.
This document summarizes challenges facing cloud service providers as customers increasingly demand "need-based" solutions that shift operating risks to providers. It discusses how disappearing upfront fees, shrinking top lines, and shorter purchase cycles force providers to bear more capital and operating expenses. It recommends that providers diversify their business, manage geo-distribution of infrastructure, avoid long-term support commitments, and strive to create longer-term contracts to maintain profitability in this changing landscape.
How to Leverage Business Partners Migration to SaaS / CloudClub Alliances
This presentation was prepared as background material for 2009 Channel Focus Europe [22/23 october - see www.baptie.com].
In a session entitled "How to Leverage Business Partners' Migration to SaaS / Cloud", Loic Simon shared IBM's Club Alliances experience on leveraging business partners migrating to a SaaS/Cloud based business model.
After a quick summary of SaaS and Cloud challenges for Vendors and their Business Partners, he delivered a point of view on SaaS/Cloud distribution and influence channels and shared his hands-on experience as the leader of "Club Alliances" [www.cluballiances.com].
Club Alliances members leverage cloud computing, SaaS and BPO [business process outsourcing] models to promote and deliver business solutions, "as a service".
Their "Solutions as a Service" are typically powered by IBM IaaS [Infrastructure as a Service] or PaaS [Platform as a Service] components.
Aknowledgments : Among various materials borrowed from key specialists on the topic [thanks to all of them : Lustratus, Gilwell Group, Saugatuck...], Loic specifically leveraged some slides from presentations prepared by Philippe Martinez - Philmart - and Laurent Glaentzer - Lemon Operations, two members of Club Alliances who deliver their channel expertise to their fellow Club Alliances members.
The majority of survey respondents (71%) are unfamiliar with or in the education phase of cloud computing, while only 11% have plans to implement cloud initiatives in 2010. Many software companies are rapidly expanding their portfolio of cloud offerings across infrastructure, platform, and software services. Transitioning to a software-as-a-service (SaaS) model provides benefits like reduced costs, faster implementation, scalability, and security, but established software companies face challenges adapting their business models, partnerships, and operations to the SaaS approach. Recurring revenue from SaaS contracts is a key driver of higher business valuations for software companies.
This document brings together a set of latest data points and publicly available information relevant for Platforms & Applications Industry. We are very excited to share this content and believe that readers will benefit from this periodic publication immensely.
The document discusses the shift in the enterprise software industry from licensing models to subscription and cloud-based models. It notes that anything offered as a service accounted for over $26 billion in revenues in 2011 for the top 100 software companies, representing a growing portion of the industry. The transition to new models is disruptive and challenges the pricing, delivery, and customer relationships of software companies. It also occurs alongside other industry trends that impact pricing models. The document outlines some of the positive and negative impacts this transition is having on software companies' business models and internal processes related to pricing, profitability, and financial reporting.
We produce software systems at an ever increasing rate, but our ability to get cleanup after older systems does not keep up with that pace. An IDC study showed that there are some 10k mainframe systems in use containing some 200B LOC. This shows that software is not that soft, and that once let loose systems produce long lasting consequences. Because of the impact of our industry, we need to look at software development as a problem of environmental proportions. We must build our systems with recycling in mind. As builders of the future world, we have to take this responsibility seriously.
ISVs in the Cloud, considerations for a successful transitionSwyx
ISVs transitioning to a SaaS business model should have three key considerations: 1) to avoid infrastructure, 2) which platform and 3) how to fund working capital.
SaaS, or Software as a Service, is radically transforming conventional software tools for micro/SMEs by diminishing transaction costs, increasing market flexibility and providing
cost effective outsourcing solutions to IT. Unlike any other time in history, micro/SMEs have a level playing field with large enterprise and Fortune 500 companies through early adoption of a myriad of SaaS solutions, which are enabling massive efficiency gains in areas such as: ERP, CRM, BI & HR solutions to name a few.
A Seat at the Table: The Case for Making Professional Services a Strategic Fu...JoshuaWalovitch
As the cloud becomes more ubiquitous, software purchasing becomes more decentralized. Individual business units purchase point solutions to solve specific, department-related problems that don't always support the organization's overall efficiency.
Learn how companies can generate efficient sales processes by prioritizing professional services teams in the latest whitepaper from WorkRails.
The document discusses the growing adoption of cloud computing and SaaS models. It notes that while 71% of organizations are still in the education phase of cloud computing, the number planning or implementing initiatives is growing. It also outlines some of the key benefits of SaaS models like reduced costs, faster implementation, scalability, and recurring revenue opportunities. Established software companies are encouraged to develop SaaS offerings to capitalize on these advantages and increase their business valuations.
Windows Azure provides opportunities for partners across various cloud service models including infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS). Microsoft's cloud computing strategy focuses on simplifying migrations, appealing to developers, enterprises and ISVs, and establishing a strong partner ecosystem. The presentation outlines Windows Azure capabilities and opportunities for solution providers to develop applications, migrate existing workloads, offer consulting services, and create new recurring revenue streams in areas like support and training.
IT Success with the Winter '07 Release Platform Overviewdreamforce2006
The document discusses new features in Salesforce's Winter '07 release, including enhanced workflow and business logic capabilities that allow processes to be automated without coding. Key features highlighted are workflow rules and approval processes, data validation, formula enhancements, and improved security and compliance features. Examples are given of how these capabilities can be used to build applications like a paid time off tracker and a composite sales application.
(1) The document proposes a Software as a Service model called "3Steps" to provide business automation applications to small and medium enterprises (SMEs) via the web at a lower monthly cost compared to traditional software licensing. (2) It analyzes the Egyptian SME market and finds a need for affordable IT solutions. (3) 3Steps aims to help SMEs increase revenues, reduce costs and build customer relationships by offering integrated applications hosted remotely.
1. five habits of highly successful cloudsEuroCloud
Xabier Ormazabal is a senior manager of product marketing at Safe Harbor. The document contains Safe Harbor's standard legal disclaimer regarding forward-looking statements in earnings projections and discusses risks and uncertainties that could impact financial results. It also briefly outlines Safe Harbor's cloud computing model and benefits such as multi-tenancy, automatic upgrades, and pay-as-you-go pricing.
1. five habits of highly successful cloudsEuroCloud
Xabier Ormazabal is a senior manager of product marketing at Safe Harbor. The document contains Safe Harbor's standard legal disclaimer regarding forward-looking statements in earnings projections and discusses risks and uncertainties that could impact financial results. It also briefly outlines Safe Harbor's cloud computing model and benefits such as multi-tenancy, automatic upgrades, and pay-as-you-go pricing.
Vertical software companies are increasingly moving to cloud platforms, allowing them to deliver software that is more usable, cheaper, easier to maintain, and accessible from any device. This document outlines several "plays" or strategies that industry cloud companies can employ to drive growth, such as replacing outdated incumbent software, helping customers find new ways to grow their revenue, attacking the small and medium business market, tapping into large data sources, and building platforms to lock in customers. It also discusses characteristics these companies look for in potential investments, such as total addressable markets over $500 million in annual recurring revenue.
The power of Cloud - Driving business model innovationIBM Software India
This document discusses how cloud computing can drive business model innovation. It provides an overview of key findings from a survey of 572 business and technology executives. The survey found that while cloud is widely recognized as an important technology, few organizations currently use it to drive major business model changes. However, many expect to leverage cloud's potential over the next three years to transform operations, customer relationships and industry value chains. The document identifies six "business enablers" that cloud provides: cost flexibility, business scalability, market adaptability, masked complexity, context-driven variability, and ecosystem connectivity. It provides examples of companies innovating their business models around these enablers. The document concludes that cloud has significant untapped potential to power
During the COVID-19 pandemic, the typically unsung
$8 trillion logistics and supply chain ecosystem
garnered unprecedented attention and became
top-of-mind for consumers and businesses trying to
procure then hard-to-find products. Seismic e-commerce
and technology driven sector shifts accelerated, leading
to record levels of deal activity starting in late 2020 and
into early 2022.
INVERLINK - IMAP Colombia recently advised SYAC on the sale of a 100% stake to Vela Software. Following this transaction, SYAC will be part of one of the most relevant ecosystems of vertical market software companies in LATAM and the world.
The document discusses trends in mergers and acquisitions (M&A) activity in the European healthcare services industry in recent years. It notes that consolidation has driven the medical lab testing market, attracting financial sponsors. Large markets like France and Germany have reached a high level of consolidation, while more fragmented markets like Italy still offer opportunities for M&A. The medical imaging sector is also consolidating due to factors like the need for heavy investment in new technology and pressure on prices. National consolidation has led to a decline in the number of private clinics in countries like France as larger players have gained market share.
Morrison Park Advisors - DNA Inc.– IMAP
Canada recently advised Noventa, a renewable
energy company, on a majority sale to Ancala
Partners. Mr. Dennis Fotinos, Noventa’s founder and
CEO, talks to IMAP about the sale, the prioritization
of decarbonization and why constant inn
IMAP’s 50th Anniversary Special Edition of Creating Value
ESG, Disruptive Innovation, Decarbonization, Sustainable Business Practices, Transport & Logistics, Pasta, Consolidation, European Healthcare Services, FMCG, TMT, Global Dealmaker Market Commentary… this edition has it all!
You can also meet our new partner Alpen Capital in the GCC and read interviews with Dennis Fotinos Founder & CEO at Noventa Energy Partners and Josef Šuber, CEO and Head of M&A, Orkla Group.
IMAP demonstrated its leadership in the M&A market once more, closing 92 transactions worth over $3 billion in the first half of 2023.
Cautious dealmaking due to global uncertainty, high interest rates, and the unresolved U.S. debt ceiling issue, meant global M&A activity experienced a significant decline of 36% in the second quarter of 2023. However, with the gradual recovery of the stock market, there is hope for restoring CEOs’ confidence in engaging in M&A deals. Furthermore, despite the decline, experts believe the M&A market still holds potential for future growth and resurgence.
The most active sectors in terms of volume were Business Services, Industrials, Technology, and Consumer & Retail,
accounting for 62% of total IMAP deal volume. However, in terms of deal value, the most active sectors were Healthcare, Technology, Consumer & Retail, and Industrials, representing 58% of total deal value. Europe was the most impacted region in terms of deal activity, following market trends.
IMAP Czech Republic talks about their recent clients, the shareholders of Web4U, a leading Czech web hosting services provider which was acquired by international web hosting company, Miss Group. They look at how consolidation by large market players continues to drive M&A activity in the sector and why global reach and cross-border support is now crucial in securing the best solution for clients looking to sell their company.
Pablo Gómez, Director at IMAP Albia Capital – IMAP
Spain talks to Creating Value about why M&A is more
than just a transaction, it is about the people behind
the deal which is why building a working environment
based on trust and empathy is a must for M&A advisors
when guiding their clients through an M&A process.
Gabor Szendroi, Managing Partner at Concorde MB Partners – IMAP Hungary looks at the effect inflation has on company valuations, and what company owners looking to sell should expect
ntercambiadores de Calor S.A. (“Intercal”) is one
of Chile’s largest manufacturers of air conditioning
equipment and its related products, including
evaporators, air condensers, and industrial fans.
IMAP closed 47 M&A transactions valued at over $2 billion in the first quarter of 2023. While the figure was down from previous quarters it was not as low as initially expected. At the macro level, interest rate hikes, persistently high inflation, financial market instability, and fears of a recession put a damper on dealmaking activity. At the transaction level, IMAP dealmakers have reported that sellers are struggling to find good buyers and disappointed with relatively low valuations, while the lack of financing is diminishing appetite among potential acquirers. Despite these challenging conditions, the market is not entirely paralyzed. High quality businesses with strong margins and defensive growth profiles continue to attract interest from well positioned strategic buyers. Financial buyers have been much less aggressive due to the high cost of capital.
Business Services, Industrials, Consumer & Retail, and Building Products & Services were the most active sectors, accounting for 60% of total IMAP deal volume. Approximately 32% of the transactions were cross-border, which is consistent with previous quarters and reflects IMAP’s global nature. The bulk of IMAP’s Q1 deals involved a target company in either Europe or North America, with deal flow slightly more limited in Asia and Latin America.
Nils Keller, Partner at IMAP Germany takes a deep dive into the Application Software market for Creating Value, providing analysis on its development throughout 2022, with special emphasis on stock market valuations and M&A activity.
At IMAP’s Fall 2022 Conference in Bilbao, Lorea Aristizabal Abasolo, Director
of Corporate Development, and Irache Pardo Villanueva, Director of Financial &
Treasury and Corporate Purchasing Officer, from CIE Automotive were invited to
lead a session looking at how M&A has been a key tool in the company’s evolution
over the last 25 years, as well as why ESG is firmly integrated into the company’s
business model.
Capstone Partners and IMAP have released its 2022-2023 Global M&A Trends Survey Report, with insights from M&A advisors across the world. This report combines Capstone’s in-depth investment banking knowledge with proprietary data obtained from 133 participating IMAP M&A advisors across 37 countries
Industrials, Technology, Healthcare, Business Services, Transportation & Logistics, and Food & Beverage were the most active sectors for IMAP in 2022, accounting for almost 70% of total deal volume. Roughly 26% of IMAP’s transactions in 2022 were cross-border
This document lists several mergers and acquisitions within the transport and logistics industry. It describes companies that were acquired, the acquiring companies, and the countries of both. In many cases, it provides brief descriptions of the companies and industries involved, such as C.H. Robinson acquiring Combinex, a specialist in transport management in the Netherlands.
This document lists numerous technology and software companies that were acquired or received investments. Some key deals include:
- Admicom acquiring Aitio Finland, a software developer in Finland.
- Elvaston Capital Management acquiring majority control of Dietrich's Technology, a CAD/CAM software provider in Germany.
- SNP Schneider-Neureither & Partner acquiring majority control of EXA, a software specialist in Germany.
- CIVC Partners acquiring majority control of InnovateMR, an online market research platform in the United States.
- Tencent acquiring a stake in Bloober Team, a leading horror game developer in Poland.
The document contains summaries of various mergers, acquisitions, and financing deals in the real estate sector across different geographies. Key deals include Atenor raising debt financing in Belgium, Leasinvest and Extensa merging in Belgium, New Chennai Township recapitalizing with Arul Digital in India, Proiezioni Future selling land in Milan to Invesco Real Estate, and RE/MAX acquiring RE/MAX INTEGRA in Canada. The document also lists other real estate transactions such as asset purchases, equity and debt raises, and property sales that occurred across Europe and other regions.
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BONKMILLON Unleashes Its Bonkers Potential on Solana.pdfcoingabbar
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In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
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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Getting Under the Hood of Company Valuations in M&A
1. “W
hat can be digitized will be digitized!” –
Products and services based on digital
technologies increasingly determine the
way we communicate and work.The entire industry has
experienced an enormous upturn in recent years and
is – compared to many sectors of the “old economy”
– expected to see strong, above-average growth in
the foreseeable future. This is reflected in company
valuations that we observe both on the stock market
and in M&A transactions. Many of the most valuable
companies in the world are “digital companies” (Apple,
Amazon, Microsoft, Alphabet, etc.) and their total share
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and reported earnings.
What makes a company particularly successful? What
are the key factors for high valuations? What criteria
can be used to distinguish between companies valued
higher or lower than others? These questions are just
as relevant beyond the IT and software industry – both
for investors and for shareholders of companies who
are dealing with strategic issues such as raising equity
or selling their company.
Valuation of Listed IT Software Companies
There are numerous ways to segment companies in
the digital industry. At IMAP Germany, we have opted
for a segmentation that considers main differences in
terms of business model, type of service or product,
value chain position, and company size:
• Infrastructure and Cloud: Providers of hardware,
software and/or services that operate IT networks
and cloud infrastructures (e.g., Cisco, Citrix, VMware)
• Software as a Service (SaaS): Companies that sell
software by means of a subscription model (e.g.,
Adobe, Dropbox, Zendesk)
DR. CARSTEN LEHMANN
Managing Director
IMAP Germany
carsten.lehmann@imap.com
Dr. Carsten Lehmann, Managing Director at IMAP
Germany shares valuable insights into the key factors
affecting company valuations in MA, using the IT
Software sector as an example. Looking at the many
different company segments in the digital industry, he
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including sustainability, growth rates and the business
model, and examines the increasing importance of
conveying the right equity story.
/ SECTOR FOCUS
COMPANY VALUATIONS
Getting Under the Hood of
Company Valuations in MA
2. • Application Software: Application software vendors,
regardless of business model (e.g., Microsoft, SAP,
Oracle)
• Software Development: Companies that develop
application software on behalf of third parties and
sometimes also provide their own technologies (e.g.,
Accenture, Cognizant, Infosys)
• IT-Service: IT service providers, e.g., consulting,
implementation, managed services, and IT
outsourcing (e.g., Atos, DXC, Cancom)
• Conglomerates: A selection of very large software
and IT companies with a broader product range and
a market capitalization greater than $100 billion (e.g.,
Microsoft, Alphabet, IBM)
Certainly, these six groups overlap to some extent
and there are many other and more detailed ways
to segment companies in the industry. For example,
within the Application Software group, we could
differentiate companies that have specialized in
individual “verticals”, i.e., user industries, such as
Healthcare, Financial Services, or the Construction
industry. Nevertheless, even this rough segmentation
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by the diagram below that shows median EV/sales and
EV/EBITDA multiples in each of our digital technology
segments for the years 2020 - 2022e.
We see three main criteria through which we can try to
explain these differences:
Segment Valuation
Development of the median segment valuation metrics between 2020A and 2022E
EV/EBITDA 2020A-2022E
Infrastructure
Cloud
SaaS Application Software
Developer
IT Service Conglomerates
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EV/REVENUE 2020A-2022E
Infrastructure
Cloud
SaaS Application Software
Developer
IT Service Conglomerates
2020A 2021E 2022E
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SECTOR FOCUS /
COMPANY VALUATIONS
3. Criterion 1: Sustainability and Strength of Cash
Flows – the Role of the Business Model and Quality
First, we must differentiate between project and product
businesses. Service companies, IT consulting firms,
and software developers mainly operate on a project
basis meaning that long-term revenue per customer
is often relatively low. Good service providers partly
compensate for this by offering great service to their
most valuable customers. As such, these customers
effectively outsource a significant part of their IT or
software development budget to a service provider
over the span of several years – in IT operations this is
known as managed services or “outsourcing deals”. The
“economies of experience” between employees of the
service provider and employees of the client gain such
significance that IT companies do indeed have long-
term customer relationships and relatively predictable
revenue streams. From an investor’s perspective,
however, these business models remain fundamentally
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Product companies, on the other hand, sell application
software and often achieve long-term customer
retention. Next to a superior offering, the sticky
customer base results from the ability to “lock” clients
into a process landscape from which separation can
only be accomplished with great effort. Here, we must
/ SECTOR FOCUS
COMPANY VALUATIONS
Selected Public Company Valuations by Sub-Sector
Infrastructure
MCap:
EURm 13,384
EV/Revenue:
4.9x
EV/EBITDA:
12.3x
Software Development
MCap:
EURm 18,429
EV/Revenue:
3.5x
EV/EBITDA:
12.9x
SaaS
MCap:
EURm 6,512
EV/Revenue:
5.8x
EV/EBITDA:
29.9x
IT Services
MCap:
EURm 6,992
EV/Revenue:
1.3x
EV/EBITDA:
10.8x
Application
MCap:
EURm 31,261
EV/Revenue:
9.0x
EV/EBITDA:
21.7x
Conglomerates
MCap:
EURm 184,712
EV/Revenue:
5.7x
EV/EBITDA:
14.0x
=
Development of respective
multiple from Q4 2020 to Q1 2021
Note: 1IHMERƤKYVIWFEWIHSR
Source: CIQ
4. CORRELATION BETWEEN EV/REVENUE 2020A AND REVENUE GROWTH 2020A
(SAAS COMPANIES)
-15.0% -5.0% 5.0% 15.0% 25.0% 35.0%
2020A Revenue Growth
35.0x
30.0x
25.0x
20.0x
15.0x
10.0x
5.0x
0.0x
EV/2020A
Revenue
Pure Storage Inc.
QAD Inc.
Guidewire
Software
Zuora
Blackbaud
Box Inc.
Dropbox
Workday
Salesforce
Adobe
Proofpoint
Envestnet
Zendesk
DocuSign Inc.
SECTOR FOCUS /
COMPANY VALUATIONS
differentiate between the license sale model combined
with maintenance contracts and the software-as-a-
service (SaaS) model, in which software is billed either
via a subscription or on a transaction basis. In the SaaS
model, the software provider initially foregoes a part
of the revenue that could alternatively be generated
via a license but can achieve higher product margins
over time if its product has strong USPs. For several
years now, established SaaS companies have been
achieving the highest market valuations as investors
are most likely to associate them with stable, long-
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Regardless of the business model, the quality of the IT
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on the valuation of the company in question: The higher
the quality and the more unique the product or service,
the higher the margins and the more sustainable the
business. Evidently, this holds true for all sectors.
Criterion 2: Growth Rates
Not only in the IT and software industry but across all
sectors we observe: The higher the forecasted growth
of a company, the higher its valuation (on average).
Below, we use SaaS companies as an example for this
phenomenon.
Criterion 3: Capital Intensity of the Business
When we compare Infrastructure Cloud with SaaS
or Application companies, we see that companies
with capital-intensive business models (e.g., from the
infrastructure environment) have lower valuations on
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opposed to capital-intensive company, the EBITDA
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deviate from EBIT, which is why it makes more
sense to base the valuation on an earnings figure
that showcases sustainable free cash flow after
investments. Therefore, a comparison based on
EV/EBIT multiples produces more accurate results
than one on an EV/EBITDA basis. Just looking
at EV/Revenue multiples one could assume that
Infrastructure Cloud companies have similar
valuations to IT Service providers, even though they
are valued significantly higher on a free cash flow
after investments basis.
5-YEAR HISTORICAL DEVELOPMENT OF EV/EBITDA MULTIPLE
(APPLICATION SOFTWARE PEER GROUP)
EV/EBITDA Average EV/EBITDA
40,0x
30.0x
20.0x
10.0x
Dec/ 15 Dec/ 16 Dec/ 17 Dec/ 18 Dec/ 19 Dec/ 20
Ø 19.6x
5. This leads us to believe that from an investor’s point of
view, discounts of around 20 to 40 percent to valuations
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2. Shareholding and Corporate Control: The takeover of
the majority or entirety of shares in a company provides
corporate control and therefore, may allow the acquirer
to achieve synergies with existing activities. This can
justify a significant premium over a “stand-alone”
valuation of the target company, which is solely based
on its own predicted cash flows. Inversely, minority
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often valued at a discount.
3. Lack of Short-term Liquidity: Shares in privately
held companies cannot be actively traded on a stock
exchange, requiring shareholders to have a long-term
investment horizon. Should shareholders wish to sell
their shares, they usually need to undergo a sale process
that lasts several months and the success of which is
dependent on numerous factors. These include, among
others, company internal success and risk factors,
general market developments and the professionalism
with which the process is designed and executed. Given
this lack of short-term marketability alone, investors
deem a discount of approximately 10 to 30 percent
appropriate when compared to the valuation levels of
listed companies.
The net effect of these three factors on the value of a
company in the case of a majority sale as part of a well-
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individual to each case. In most cases, factors one and
three predominate. However, with compelling synergy
potential and a well-organized, competitive sale process,
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With compelling synergy potential and a well-
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strategic premiums can be realized.
/ SECTOR FOCUS
COMPANY VALUATIONS
Story Telling Positioning
Company valuation is not based solely on the
mechanistic analysis of data or figures in financial
models. To understand valuations on stock markets
(but also in MA transactions!), it has become
increasingly important to understand and be able
to convey the “equity story” of a company. How else
can we explain that companies who have never
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Narratives Numbers: The Value of Stories in Business,
Aswath Damodaran, Professor of Finance at Columbia
Business School in New York, argues that the right
“story” drives corporate value by providing substance
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compelling arguments to assure themselves that the
investment is worth taking the risk.
In recent years, the valuation levels of IT and software
companies have risen continuously. The Corona
pandemic has done nothing to change this. On the
contrary, social distancing and global lockdowns have
increased the importance of digital offerings (both in
work scenarios and in private life) and have acted as
accelerators of digitization. The valuations of large,
listed application software providers are proof of this:
Whilst the average EV/EBITDA value over the period of
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values of over 30x (see chart on previous page).
Valuations in Mid-Market MA Transactions
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been outlined above can generally also be applied to
investment and takeover situations of privately held
companies. Moreover, we see three additional criteria
that should be considered in the valuation of small-
and medium size enterprises (SMEs).
1. Size of the Company: Smaller companies (generally,
with sales of less than EUR 30 to 50 million or EBITDA of
less than EUR 10 to 15 million) are more unstable than
larger, listed enterprises and are often more susceptible
to individual success factors (e.g., management, certain
individuals,particularproducts,customers,orsuppliers).