Dear LinkedIn Connection,
Despite uncertainties in the global stock markets, growth through acquisition is a viable option for MNCs seeking growth in Asia and for Indonesian companies keen on pursuing local and global opportunities. Globally, M&A deal values grew by 22% in 1H2011 compared to the same period in the previous year – an indication that corporate takeovers remain highly active. In contrast, transactions in Indonesia had more than doubled in value and volume in the ten-year period from 2001 to 2011 (Institute of Mergers, Acquisitions & Alliances).
Yet, M&As are inherently risky. Hay Group’s studies have shown that nearly 60 percent of deals transacted between 1992 and 2006 left the buyers with eroded shareholder value. Clearly, the long-term value of M&As is not guaranteed.
CARE Ratings is issuing an IPO to raise Rs. 7.2 crores. As the second largest credit rating agency in India, CARE has a dominant #2 market position and benefits from the structural growth of the Indian debt market. It has a robust business model with high margins and returns. While not cheap, CARE is available at a discount to its listed peers CRISIL and ICRA due to its strong quality and growth opportunities. The document recommends subscribing to the IPO.
Riskpro India Ventures (P) Limited is an organization of risk management consulting firms with offices in major Indian cities. It aims to provide integrated risk management services to mid-large sized corporates and financial institutions. The document discusses Riskpro's services such as Basel II/III advisory, corporate risk management, information security, operational risk management, governance services, and training programs. It also provides an overview of business ethics and corporate governance principles.
Granite Equity Partners is a private equity firm that invests $1-5 million in growing companies located within driving distance of its offices. It focuses on companies with $10-100 million in revenue, $1-8 million in EBITDA, and a strong management team. Granite Equity's Fund II has committed capital to seven companies across various industries. It aims to build a diversified portfolio of 10-12 companies. With over 1,500 companies in the region and 40% facing leadership succession in the next 5 years, Granite Equity sees opportunities to complete its portfolio. The firm is led by experienced general partners and advised by a board with hundreds of years of business experience.
Benning Associates has extensive experience advising clients in the medical technology industry, having completed over $400 million in transactions in the sector. Notable deals include advising on the $155 million cross-border sale of Curagen's genome sequencing subsidiary to Roche, and providing a fairness opinion for the $55 million sale of DirectSelect's drug discovery technology to GSK at a 150% premium. With med tech M&A and financing activity expected to increase in 2010 due to venture capital trends and availability of debt, Benning Associates is well-positioned to advise clients on strategic transactions.
This document introduces Omniscient Holdings, LLC as a financial advisory firm that provides services such as mergers and acquisitions advisory, corporate strategy consulting, and investor relations support. It highlights the team's experience at major investment banks and corporations. The document also outlines Omniscient's areas of industry specialization and advisory expertise, approach, and typical client profiles.
Succes eller fiasko? Sådan håndteres Big Data i den finansielle sektor, Keith...IBM Danmark
Big data and analytics are being used in the financial services industry to address challenges like balancing risks and rewards, increased regulation, performance in downturns, and operational efficiency. Some key uses include developing customer analytics to improve segmentation and interactions, optimizing risk management through improved modeling using diverse data sources, and enhancing products and services. However, issues like bad data, not having the right analytics tools, and failing to capture important context can limit the benefits. Success requires executive support, flexible infrastructure, governance, and testing to ensure insights are delivered securely and reliably.
Invitation for Wealth Management Feasibility AnalysisJordan Andreola
1) 1st Global Consulting offers a Wealth Management Feasibility Analysis and Consultation to help CPA firms generate sustainable growth through acquiring competitors, eliminating client attrition, and expanding into wealth management services.
2) They will analyze a firm's opportunities to create sustainable growth without dramatically changing its culture by leveraging 1st Global's experience and research capabilities.
3) The consultation involves an interview, information gathering, a confidential feasibility analysis report, and an on-site presentation of findings on how to maximize potential as a wealth management practice.
CARE Ratings is issuing an IPO to raise Rs. 7.2 crores. As the second largest credit rating agency in India, CARE has a dominant #2 market position and benefits from the structural growth of the Indian debt market. It has a robust business model with high margins and returns. While not cheap, CARE is available at a discount to its listed peers CRISIL and ICRA due to its strong quality and growth opportunities. The document recommends subscribing to the IPO.
Riskpro India Ventures (P) Limited is an organization of risk management consulting firms with offices in major Indian cities. It aims to provide integrated risk management services to mid-large sized corporates and financial institutions. The document discusses Riskpro's services such as Basel II/III advisory, corporate risk management, information security, operational risk management, governance services, and training programs. It also provides an overview of business ethics and corporate governance principles.
Granite Equity Partners is a private equity firm that invests $1-5 million in growing companies located within driving distance of its offices. It focuses on companies with $10-100 million in revenue, $1-8 million in EBITDA, and a strong management team. Granite Equity's Fund II has committed capital to seven companies across various industries. It aims to build a diversified portfolio of 10-12 companies. With over 1,500 companies in the region and 40% facing leadership succession in the next 5 years, Granite Equity sees opportunities to complete its portfolio. The firm is led by experienced general partners and advised by a board with hundreds of years of business experience.
Benning Associates has extensive experience advising clients in the medical technology industry, having completed over $400 million in transactions in the sector. Notable deals include advising on the $155 million cross-border sale of Curagen's genome sequencing subsidiary to Roche, and providing a fairness opinion for the $55 million sale of DirectSelect's drug discovery technology to GSK at a 150% premium. With med tech M&A and financing activity expected to increase in 2010 due to venture capital trends and availability of debt, Benning Associates is well-positioned to advise clients on strategic transactions.
This document introduces Omniscient Holdings, LLC as a financial advisory firm that provides services such as mergers and acquisitions advisory, corporate strategy consulting, and investor relations support. It highlights the team's experience at major investment banks and corporations. The document also outlines Omniscient's areas of industry specialization and advisory expertise, approach, and typical client profiles.
Succes eller fiasko? Sådan håndteres Big Data i den finansielle sektor, Keith...IBM Danmark
Big data and analytics are being used in the financial services industry to address challenges like balancing risks and rewards, increased regulation, performance in downturns, and operational efficiency. Some key uses include developing customer analytics to improve segmentation and interactions, optimizing risk management through improved modeling using diverse data sources, and enhancing products and services. However, issues like bad data, not having the right analytics tools, and failing to capture important context can limit the benefits. Success requires executive support, flexible infrastructure, governance, and testing to ensure insights are delivered securely and reliably.
Invitation for Wealth Management Feasibility AnalysisJordan Andreola
1) 1st Global Consulting offers a Wealth Management Feasibility Analysis and Consultation to help CPA firms generate sustainable growth through acquiring competitors, eliminating client attrition, and expanding into wealth management services.
2) They will analyze a firm's opportunities to create sustainable growth without dramatically changing its culture by leveraging 1st Global's experience and research capabilities.
3) The consultation involves an interview, information gathering, a confidential feasibility analysis report, and an on-site presentation of findings on how to maximize potential as a wealth management practice.
Dynamic Discounting: New Opportunities for No-risk, High-yield Cash ReturnsSAP Ariba
This document discusses dynamic discounting and working capital management strategies that can provide companies with no-risk, high-yield cash returns. It describes how Ariba offers collaborative commerce solutions that help companies buy, sell, and manage cash better through improved spend control, sales acceleration, and working capital management. Case studies are presented on how Republic Services and Dollar Tree have leveraged Ariba's dynamic discounting solutions to capture early payment discounts, drive new discount adoption, and increase cash flows.
- Granahan Investment Management offers a Small Cap Focused Growth product that invests in 30-40 small cap companies typically between $200 million and $2 billion in market capitalization.
- For the period ending December 31, 2012, the product reported annualized returns of 23.36% net of fees compared to the Russell 2000 Growth Index return of 14.59% over a 1-year period.
- The portfolio manager, Andrew Beja, utilizes fundamental bottom-up research focused on technology, internet, consumer, and business services companies to construct a portfolio seeking capital appreciation.
Mujahid Ali Chapter 1 Accounting In Businesslogicalmujahid
The document discusses accounting principles and concepts. It defines accounting as a system that identifies, records, and communicates financial information. It identifies the key users and uses of accounting information, both internal and external. It also outlines accounting principles such as GAAP, the accounting equation, and key assumptions and constraints in financial reporting.
Raymond James provides comprehensive wealth management solutions including managing assets, protecting wealth, and building legacies. Clients have access to asset management, insurance, lending, and estate planning services. Experienced advisors work with clients to create customized plans based on their goals and situation. Raymond James aims to be a long-term partner supporting clients' complete financial lives.
This survey summarizes responses from 185 fund managers and analysts regarding Swedish equity markets and investor relations practices. Key findings include:
- Respondents identified 38 companies that have increased value through good communication and 35 companies that have destroyed value with poor communication.
- Characteristics of effective communicators included being open, clear, transparent, consistent, accessible, and having a strong understanding of capital markets.
- Assa Abloy, Hexagon, and Atlas Copco were identified as the top examples of companies that have created value through communication.
- There was mixed opinion on quarterly reporting requirements but investors wanted to maintain quarterly check-ins alongside a long-term focus.
Sale-leasebacks also supported overall growth, stockpiling equity and restructuring existing debt. Fortune 500 companies sold regional and national headquarters. Industrial conglomerates sold large distribution centers and portfolios of assets, respectively. Municipalities sought to lower deficits and balance budgets with government service assets by heading to the sale leaseback table.
2 Q 2012 Founders Quarterly U.S. Private Client Asset And Wealth Management Iifullerton
The issue examines key performance metrics and challenges facing wealth managers, explores factors that influence financial advisor productivity and sales, and aims to understand client and advisor satisfaction levels. It also provides proprietary survey data on topics such as the importance of various new client acquisition strategies and salesforce deployment approaches.
BPO Call Center, Contact Center Investment Market Landscape for M&A Corporate...Charles Bedard
The document discusses trends in the call center and contact center industries, including:
1. Consolidation occurring for industry-oriented providers such as healthcare and financial services as well as inbound and outbound contact centers.
2. Near-shore opportunities becoming more prevalent.
3. Entering the BPO services level will likely be through acquiring "subscale assets".
The document discusses the objective of maximizing firm value in corporate finance. It notes that traditional theory holds that the objective is to maximize stockholder wealth by maximizing stock price. However, it also discusses some criticisms of this view, such as the fact that maximizing stock price does not necessarily conflict with meeting other objectives like treating employees and customers well. The document also examines some ways in which pursuing stock price maximization alone could potentially go wrong, such as managers prioritizing their own interests over stockholders or significant social costs being ignored.
Apresentação de Ricardo Lanfranchi, Head of Equities Sales, Barclays Capital, no Seminário “Targeting: Como conhecer e gerenciar sua base de acionistas?”, realizado pelo IBRI em 18/08/2009 em SP.
Sales – O Targeting “em ação”
Portfolio Management Special by Private equity is already well known for its focus on cash. But when sales are down, and new finance a precious commodity,
it is essential that every last drop of working capital is squeezed from investee companies.
When smoothing over a transition period
in a successful firm, interim managers can
be important. But during a recession, as
portfolio company valuations plummet, bringing in an experienced head who is unafraid to make tough decisions could be the difference between financial freefall or a soft landing.
This document summarizes a joint venture between Computech Corporation and CapitalFusion Partners called FinCap Solutions. It provides an overview of FinCap's offerings in structured finance, products, growth story, and experienced management team. The management team includes executives from both Computech and CapitalFusion with experience in financial services, technology, consulting, and business development.
Houlihan Smith is an investment banking firm that provides valuation and advisory services to asset managers. It works with 20 of the top 100 hedge funds and provides portfolio valuation, M&A advisory, and restructuring services. These services include monthly/quarterly portfolio valuations, fairness opinions, and advising on asset, portfolio, and advisor level restructurings. Houlihan has experience dealing with complex assets and structuring transactions for both traditional and alternative investment managers.
This document provides an overview of procurement and strategies for working successfully with procurement departments. It begins with context on the pressures procurement places on reducing costs. It then details what procurement is, typical processes used, and maturity levels. It outlines tools used by procurement for analysis and strategies. Finally it discusses how to have successful negotiations and leverage ongoing relationships with procurement. The overall aim is to provide insights into procurement and strategies for agencies to obtain better outcomes when working with procurement.
Frontier-Markets - Webinar - Financing for Solar Offgrid BusinessesTuong Do
1) Frontier Markets is a last mile clean energy distribution company that focuses on sales, customer service, and data analytics.
2) It has progressed from an early concept stage using self-funding and grants, to a mid-stage company attracting social investors and convertible debt to fund revenue generation.
3) With the right mix of capital including equity, debt, and lines of credit, the company aims to scale operations to reach more customers, sell more clean energy products, develop partnerships, and create micro-franchises.
The document provides 6 tips for entrepreneurs to avoid valuation traps and develop an accurate 20/20 value vision for their business. The two most prevalent flaws are perceptual fixation, where opportunities and threats are misjudged, and perceptual weakness, where key value drivers are missed. The tips recommend building an agile organization, stitching together a bundle of value drivers to create barriers, anchoring value elements, finding complementary puzzle pieces in other businesses, considering changing market conditions, and understanding where true control lies. Developing a full strategic growth plan can help entrepreneurs identify their accurate business value.
Vencap Advisory is an investment banking and financial advisory firm based in New Delhi, India. It provides strategic advisory, mergers and acquisitions, debt and equity placements, and other services to help accelerate business growth for its clients. The company was founded to realize India's future vision by working with growth-oriented companies. It has a team of experienced professionals with expertise in areas like auditing, investment banking, credit risk management, and corporate law. Vencap Advisory aims to become an integral part of its clients and help advise them to success.
This document discusses how human resource (HR) practices can impact organizational intangible assets and shareholder value. It argues that HR is increasingly important for business success and sustainability due to factors like competition, globalization, and talent shortage. Investing in HR practices can increase employee commitment, customer commitment, and profitability. However, the real value created by HR is often intangible, such as organizational culture, identity, reputation, and brand. The document proposes a framework for HR professionals to create "people intangibles" by focusing on keeping promises, developing a compelling strategy, building core competencies, and developing organizational capabilities like talent, speed of change, shared mindset, accountability, collaboration, learning, and leadership
This document discusses how financial services firms are converging their finance, risk, compliance and treasury functions in response to regulatory pressures and market changes. It outlines trends driving this convergence, including increased complexity, competition and regulatory uncertainty. Firms must ensure financial and strategic decisions minimize risk exposure and consider impacts on customers, transactions and investments. The document also examines priorities firms are investing in, such as risk management and compliance, and how better integrating data and perspectives across divisions can help optimize goals around profitability and risk management. Examples of scenarios where converged information strategies could help with regulatory reporting and capital adequacy assessments are also provided.
Leadership Driving Growth & Managing Talent in SMEsHay Group India
The document discusses leadership challenges for small and medium enterprises (SMEs) in India. It covers three key points: 1) SME characteristics in India and common talent challenges, such as a lack of formal talent management systems. 2) Specific talent issues SMEs face, including developing managers and succession planning. 3) Factors for SME leaders to consider when professionalizing, such as ensuring new professionals uphold company values. The document also summarizes research on different leadership styles and their impact on organizational climate. Effective leadership requires adapting styles appropriately and developing a strong leadership pipeline.
BPO Call Center Contact Center Market IntrosCharles Bedard
The document discusses trends in the call center and contact center industries, including:
1. Consolidation occurring for industry-oriented providers such as healthcare and financial services as well as inbound and outbound contact centers.
2. Near-shore opportunities becoming more prevalent.
3. Entering the BPO services level will likely be through acquiring "subscale assets".
Dynamic Discounting: New Opportunities for No-risk, High-yield Cash ReturnsSAP Ariba
This document discusses dynamic discounting and working capital management strategies that can provide companies with no-risk, high-yield cash returns. It describes how Ariba offers collaborative commerce solutions that help companies buy, sell, and manage cash better through improved spend control, sales acceleration, and working capital management. Case studies are presented on how Republic Services and Dollar Tree have leveraged Ariba's dynamic discounting solutions to capture early payment discounts, drive new discount adoption, and increase cash flows.
- Granahan Investment Management offers a Small Cap Focused Growth product that invests in 30-40 small cap companies typically between $200 million and $2 billion in market capitalization.
- For the period ending December 31, 2012, the product reported annualized returns of 23.36% net of fees compared to the Russell 2000 Growth Index return of 14.59% over a 1-year period.
- The portfolio manager, Andrew Beja, utilizes fundamental bottom-up research focused on technology, internet, consumer, and business services companies to construct a portfolio seeking capital appreciation.
Mujahid Ali Chapter 1 Accounting In Businesslogicalmujahid
The document discusses accounting principles and concepts. It defines accounting as a system that identifies, records, and communicates financial information. It identifies the key users and uses of accounting information, both internal and external. It also outlines accounting principles such as GAAP, the accounting equation, and key assumptions and constraints in financial reporting.
Raymond James provides comprehensive wealth management solutions including managing assets, protecting wealth, and building legacies. Clients have access to asset management, insurance, lending, and estate planning services. Experienced advisors work with clients to create customized plans based on their goals and situation. Raymond James aims to be a long-term partner supporting clients' complete financial lives.
This survey summarizes responses from 185 fund managers and analysts regarding Swedish equity markets and investor relations practices. Key findings include:
- Respondents identified 38 companies that have increased value through good communication and 35 companies that have destroyed value with poor communication.
- Characteristics of effective communicators included being open, clear, transparent, consistent, accessible, and having a strong understanding of capital markets.
- Assa Abloy, Hexagon, and Atlas Copco were identified as the top examples of companies that have created value through communication.
- There was mixed opinion on quarterly reporting requirements but investors wanted to maintain quarterly check-ins alongside a long-term focus.
Sale-leasebacks also supported overall growth, stockpiling equity and restructuring existing debt. Fortune 500 companies sold regional and national headquarters. Industrial conglomerates sold large distribution centers and portfolios of assets, respectively. Municipalities sought to lower deficits and balance budgets with government service assets by heading to the sale leaseback table.
2 Q 2012 Founders Quarterly U.S. Private Client Asset And Wealth Management Iifullerton
The issue examines key performance metrics and challenges facing wealth managers, explores factors that influence financial advisor productivity and sales, and aims to understand client and advisor satisfaction levels. It also provides proprietary survey data on topics such as the importance of various new client acquisition strategies and salesforce deployment approaches.
BPO Call Center, Contact Center Investment Market Landscape for M&A Corporate...Charles Bedard
The document discusses trends in the call center and contact center industries, including:
1. Consolidation occurring for industry-oriented providers such as healthcare and financial services as well as inbound and outbound contact centers.
2. Near-shore opportunities becoming more prevalent.
3. Entering the BPO services level will likely be through acquiring "subscale assets".
The document discusses the objective of maximizing firm value in corporate finance. It notes that traditional theory holds that the objective is to maximize stockholder wealth by maximizing stock price. However, it also discusses some criticisms of this view, such as the fact that maximizing stock price does not necessarily conflict with meeting other objectives like treating employees and customers well. The document also examines some ways in which pursuing stock price maximization alone could potentially go wrong, such as managers prioritizing their own interests over stockholders or significant social costs being ignored.
Apresentação de Ricardo Lanfranchi, Head of Equities Sales, Barclays Capital, no Seminário “Targeting: Como conhecer e gerenciar sua base de acionistas?”, realizado pelo IBRI em 18/08/2009 em SP.
Sales – O Targeting “em ação”
Portfolio Management Special by Private equity is already well known for its focus on cash. But when sales are down, and new finance a precious commodity,
it is essential that every last drop of working capital is squeezed from investee companies.
When smoothing over a transition period
in a successful firm, interim managers can
be important. But during a recession, as
portfolio company valuations plummet, bringing in an experienced head who is unafraid to make tough decisions could be the difference between financial freefall or a soft landing.
This document summarizes a joint venture between Computech Corporation and CapitalFusion Partners called FinCap Solutions. It provides an overview of FinCap's offerings in structured finance, products, growth story, and experienced management team. The management team includes executives from both Computech and CapitalFusion with experience in financial services, technology, consulting, and business development.
Houlihan Smith is an investment banking firm that provides valuation and advisory services to asset managers. It works with 20 of the top 100 hedge funds and provides portfolio valuation, M&A advisory, and restructuring services. These services include monthly/quarterly portfolio valuations, fairness opinions, and advising on asset, portfolio, and advisor level restructurings. Houlihan has experience dealing with complex assets and structuring transactions for both traditional and alternative investment managers.
This document provides an overview of procurement and strategies for working successfully with procurement departments. It begins with context on the pressures procurement places on reducing costs. It then details what procurement is, typical processes used, and maturity levels. It outlines tools used by procurement for analysis and strategies. Finally it discusses how to have successful negotiations and leverage ongoing relationships with procurement. The overall aim is to provide insights into procurement and strategies for agencies to obtain better outcomes when working with procurement.
Frontier-Markets - Webinar - Financing for Solar Offgrid BusinessesTuong Do
1) Frontier Markets is a last mile clean energy distribution company that focuses on sales, customer service, and data analytics.
2) It has progressed from an early concept stage using self-funding and grants, to a mid-stage company attracting social investors and convertible debt to fund revenue generation.
3) With the right mix of capital including equity, debt, and lines of credit, the company aims to scale operations to reach more customers, sell more clean energy products, develop partnerships, and create micro-franchises.
The document provides 6 tips for entrepreneurs to avoid valuation traps and develop an accurate 20/20 value vision for their business. The two most prevalent flaws are perceptual fixation, where opportunities and threats are misjudged, and perceptual weakness, where key value drivers are missed. The tips recommend building an agile organization, stitching together a bundle of value drivers to create barriers, anchoring value elements, finding complementary puzzle pieces in other businesses, considering changing market conditions, and understanding where true control lies. Developing a full strategic growth plan can help entrepreneurs identify their accurate business value.
Vencap Advisory is an investment banking and financial advisory firm based in New Delhi, India. It provides strategic advisory, mergers and acquisitions, debt and equity placements, and other services to help accelerate business growth for its clients. The company was founded to realize India's future vision by working with growth-oriented companies. It has a team of experienced professionals with expertise in areas like auditing, investment banking, credit risk management, and corporate law. Vencap Advisory aims to become an integral part of its clients and help advise them to success.
This document discusses how human resource (HR) practices can impact organizational intangible assets and shareholder value. It argues that HR is increasingly important for business success and sustainability due to factors like competition, globalization, and talent shortage. Investing in HR practices can increase employee commitment, customer commitment, and profitability. However, the real value created by HR is often intangible, such as organizational culture, identity, reputation, and brand. The document proposes a framework for HR professionals to create "people intangibles" by focusing on keeping promises, developing a compelling strategy, building core competencies, and developing organizational capabilities like talent, speed of change, shared mindset, accountability, collaboration, learning, and leadership
This document discusses how financial services firms are converging their finance, risk, compliance and treasury functions in response to regulatory pressures and market changes. It outlines trends driving this convergence, including increased complexity, competition and regulatory uncertainty. Firms must ensure financial and strategic decisions minimize risk exposure and consider impacts on customers, transactions and investments. The document also examines priorities firms are investing in, such as risk management and compliance, and how better integrating data and perspectives across divisions can help optimize goals around profitability and risk management. Examples of scenarios where converged information strategies could help with regulatory reporting and capital adequacy assessments are also provided.
Leadership Driving Growth & Managing Talent in SMEsHay Group India
The document discusses leadership challenges for small and medium enterprises (SMEs) in India. It covers three key points: 1) SME characteristics in India and common talent challenges, such as a lack of formal talent management systems. 2) Specific talent issues SMEs face, including developing managers and succession planning. 3) Factors for SME leaders to consider when professionalizing, such as ensuring new professionals uphold company values. The document also summarizes research on different leadership styles and their impact on organizational climate. Effective leadership requires adapting styles appropriately and developing a strong leadership pipeline.
BPO Call Center Contact Center Market IntrosCharles Bedard
The document discusses trends in the call center and contact center industries, including:
1. Consolidation occurring for industry-oriented providers such as healthcare and financial services as well as inbound and outbound contact centers.
2. Near-shore opportunities becoming more prevalent.
3. Entering the BPO services level will likely be through acquiring "subscale assets".
Sustaining Growth: Common challenges for growth companies and how to overcome...LLR Partners
The document summarizes ways for a company to achieve sustainable growth with investor support. It discusses establishing strategic goals, managing by metrics, structuring the company for growth, and how investors can help accelerate value through board support, strategic planning, introductions to customers and partners, and operational improvements. The focus is on active investor involvement to implement initiatives that build long-term value.
The Integral Auditor - Trusted Advisor in a Complex World.pptDavid Mallard
Leveraging Integral theory, this presentation talks to the question of how to optimally blend internal audit, risk and related technical skills with relational capacity with a view achieving Trusted Advisor status.
1) The document discusses responsible business conduct for enterprises in emerging market economies undergoing a transition to a market economy.
2) It explains that while all economies face challenges of responsible business conduct, the challenges are magnified for societies rapidly transitioning to a market economy from a command economy.
3) A responsible business can aid the transition by improving business performance, building social capital, and working with leaders to develop market institutions. The business must meet stakeholder expectations to be profitable and sustainable over the long term.
This document provides an overview of Equitas Micro Finance India Pvt Ltd, including its mission and culture, operational model, and approach to developing trustworthy employees. The key points are:
1) Equitas' mission focuses on improving quality of life for those not served by formal financial sectors through transparent and trustworthy access to financial products.
2) Its operational model emphasizes fairness, governance, efficient operations, and responsible pricing.
3) It develops trustworthy employees by acquiring them through referrals, aligning them through training, and retaining them through engagement programs that address physical, mental, emotional and spiritual needs.
Only 20% of mergers succeed. Many assumptions are made during the due diligence phase, and many things go wrong during execution. Our method helps you maximise your chances of success, and mitigate most of the classical risks during the first 100 days especially.
2008 Kennet Growth Strategies For Bootstrapped Companies For Projectionjrojas_kennet
This document discusses strategies for bootstrapped companies to pursue growth and raise capital. It notes that many successful companies like eBay and Dell initially bootstrapped through self-funding and then raised growth capital after achieving $4-6 million in revenue. Bootstrapping forces companies to listen to customers and focus on sustainability. However, bootstrapped companies face constraints on growth and recruiting as they mature. The document recommends bootstrapped companies lay foundations for managed growth, develop sales scaling, and consider raising external capital when growth opportunities emerge.
Investor Relations and Shareholder Communication : Linking internal aspiratio...Sanjay Uppal
This document discusses best practices for investor relations and shareholder communication. It emphasizes the importance of board and management commitment to investor relations. An effective investor relations department requires specialization with IR executives, analysts, and administrative support. The role of the IR team is to achieve fair valuation of the company's stock by understanding investors and communicating the company's equity story. Statutory disclosures are a minimum, and honesty and openness are important to maintain investor confidence. Managing expectations and reducing gaps between intrinsic and market value also helps investor relations.
An Understanding Of Financial Communications And Investor RelationsMSL
This presentation is by MSLGROUP thought leader Jaideep Shergill, head of our financial communications in Asia and CEO, Hanmer MSL.
Hanmer MSL is one of India’s largest multi-discipline communications firms and a leader in the area of speciality communications services, including strategic public relations, financial communications, social media, events, activation and creative services. It is part of MSLGROUP, Publicis Groupe's flagship strategic communications and engagement network.
This presentation offers an in-depth understanding of financial communications and investor relations.
This presentation outlines the opportunity with the Agile Advisory Board (at the seed- and early-stage). Overall, we find that the traditional boards at the seed and early-stage are often counter-productive.
Houlihan Smith & Company Global Healthcare Markets Grouprmcgaugh
Houlihan Smith is an investment banking firm that provides financial advisory services including mergers and acquisitions (M&A) transactions, valuations, and capital raising. The document discusses Houlihan Smith's expertise, resources, and deal process. It outlines the firm's healthcare industry focus and experience advising healthcare and pharmaceutical clients. It also introduces the Houlihan Smith deal team and their relevant experience in M&A transactions and financial advisory.
Venture capital provides long-term funding for growing companies in exchange for equity. Venture capitalists seek high-growth companies led by experienced management teams. To attract venture capital, a business plan must demonstrate a large market opportunity, competitive advantage, strong financial projections, and validation. Raising venture capital is a selective process that can take several months and requires understanding the investors' evaluation criteria.
Björn Edlund discusses the importance of societal competence for business leaders and sustainability. He asks if leadership is ready to interact with stakeholders and understand how public opinion is formed. Edlund also questions if leaders can assess non-technical risk and are trained to manage issues through assertiveness and compromise. He notes that companies are vulnerable in the public sphere and must frame debates around delivering customer and societal value. Edlund proposes developing societal competence through helping leaders understand reputational vulnerabilities, preparing them for stakeholder engagement, and training them in assertive yet compromising issue management.
The document provides an overview of hiring trends and salary ranges across various financial services sectors in Hong Kong for 2012. In the first section, it summarizes that while financial services hiring slowed in the second half of 2011 due to global economic uncertainty, some areas like sales, insurance and private banking may see increased opportunities in 2012. It also notes that bonuses are expected to be 25% lower than 2010-2011 levels.
The rest of the document details hiring trends and typical salary ranges by functional area within financial services, including accounting and finance, asset management, banking operations, hedge funds and private equity, and human resources. Across sectors, salaries are expected to remain stable in 2012 but hiring will be slower and more cautious compared to
The document provides an overview of compensation and hiring trends across different professional fields in Hong Kong for 2012. In financial services, accounting and finance salaries are expected to remain stable but bonuses will be 25% lower than 2010-2011 levels. Demand remains for specialists in risk management, compliance, and actuarial fields. Commerce and industry salaries increased 7% in 2011, with higher increases in sales, accounting, and IT security. Hiring slowed in late 2011 due to global financial uncertainty impacting various industries.
If we know that so many acquisitions fail, and we have an idea of why they fail, then why do transactions continue to fail? A look at possible deeper causes behind transaction failure and steps to make them more successful.
Similar to Haygroup Harnessing Hidden Strengths Touching The Intangibles May12 (20)
SMU_5 Things That Senior Leaders Are Looking For When Hiring Graduate Student...Nidthia C
Presented at Singapore Management University's (SMU) "Future-Ready Your Career", learn 5 things senior leaders are looking for, the questions they ask and how best to address them.
This document provides information about a book titled "Indonesia Roadmap: 8 Realities Every CEO Must Know To Navigate This Thriving Market". The book aims to help CEOs successfully navigate the unique challenges of doing business in Indonesia, including government bureaucracy, corruption, talent shortages, and more. It shares lessons from top local and foreign CEOs who have thrived in Indonesia. The book is authored by Nidthia Chelvam and Lai Khuan Choo and contains testimonials praising its insights and thought-provoking ideas for organizational transformation.
What does it take to succeed in Indonesia?
We asked 82 large-cap and global companies to take a broad look at effective they have been. "Winning In Indonesia" outlines the challenges faced by them and how they are coping in this fluid and exciting market.
Read more to understand what "Winning In Indonesia" requires.
AXIS Telekom is the fastest growing national GSM mobile operator in Indonesia. Working with Hay Group, AXIS was able to analyse and build employee committment - vital to innovation.
AXIS takes a real interest in its employees' opinions and implementing ideas that could lead to true growth and development.
Its strategy of transparency and progressiveness makes it a game-changer in a market where business practices can be described as traditional and even staid.
Read to find out how AXIS Telekom is able to Engage, Enable and take Action!
HayGroup_Mind The Gap_ Managing Across Generations_Feb2013Nidthia C
This document summarizes a study conducted by Hay Group on managing employees across generations in an Indonesian financial services company. The study found that: 1) Employees of different generations have different motivations, with benefits being very important for all generations; 2) Reasons for joining a company are different than reasons for leaving, with competitive pay being important for both; 3) Tapping baby boomers' willingness to mentor younger employees can help retain institutional knowledge. Managing a multi-generational workforce requires understanding each generation's needs and tailoring programs accordingly.
Hay Group Managing Your Boss In Boom Times Jan 2013Nidthia C
So you've coped with your boss's "Dr Jekyll-Mr. Hyde" mood swings last year when business accelerated in Indonesia economic boom. Now that you have received your bonus and salary increment letter, things are looking up. You're thinking "why do I have to put up with this?".
And you're looking for greener pastures. But, when it comes to your next boss, will the grass be truly greener? What will you look for in a new manager?
Is leaving really the best option for you? Or can a deeper understanding of leadership help you manage your current boss better?
HayGroup is a global management consulting firm with 84 offices in 48 countries and over 2,600 employees worldwide serving over 8,000 international clients. The document provides an overview of HayGroup's services and insights, including facts and figures about the company, how it organizes its business into practice clusters and service lines, and key themes and findings from a survey on next generation HR. The survey found that organizations now realize people are critical to long-term success, there has been a shift from focusing on structures to talent management, and many respondents in Asia are not confident they have the right people in the right roles.
HayGroup is a global management consulting firm with 84 offices in 48 countries and over 2,600 employees worldwide. It provides services to over 8,000 international clients with annual turnover of $450 million. The company helps organizations work by providing insights into how individuals, skills and jobs connect to strategic goals. It transforms business strategies into organizational solutions using this connection. HayGroup prides itself on identifying issues others miss due to its passion for people and solutions. It organizes its business into practice clusters and service lines to deliver solutions that build effective organizations.
For now, optimism continues to reign in Indonesia with foreign direct investment rising 22 percent in the third quarter of
2012 from one year ago, after posting 30 percent growth at the previous quarter.
The question is, how long will this optimism
last? What stands in the way of sustainable growth? As pointed out in the government’s
MP3EI masterplan, the key lies in building an “innovation-driven economy”.
And yet, innovation is a loaded buzzword.
What does it look like in terms of
organizational behavior? What are the conditions that will allow it to flourish?
This was the topic of Hay Group’s 2011 study
in to the Best Companies for Leadership
and is extensively discussed.
However, in this section of this paper, we will focus on the lessons that organizations in Indonesia can learn from the Best Companies for
Leadership (BCLs) when it comes to
fostering innovation.
Haygroup Help Wanted: Averting The Talent Famine Oct2012Nidthia C
Will 2025 be a feast or famine for companies in Indonesia?
That will depend on the kinds of talent management strategies that they implement now.
Find out more about the risks and challenges of business sustainability in Indonesia.
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Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
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Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
3. 3
Figure 2: Intangible capital varies over time
Active Level of Intangible Capital
Healthy
The success of M&A largley depends on how
buyers manage intangible capital over time Unhealthy
Strategic planning Target screening Due diligence Pre-closing Post-merger integration
Timeline of M&A
Nothing is constant Candour
The common mistake is assuming that By relaying information to employees –
intangible capital retains its value even if it means revealing negative but
throughout the course of M&A truthful details about the merger and ad-
integration. In reality, it fluctuates with dressing immediate challenges – intangible
internal and external changes – typically capital is activated through the assurance
decreasing over the course of a that comes from managing with candour.
transaction (Figure 2). A target firm’s Thus employees develop a greater sense of
intangible capital is usually at its strongest trust towards management, and are more
at the start of a transaction and typically disposed to aligning their efforts with that
declines as throughout the process. of the executive team’s.
Our research shows that in essence, it is the What does this mean for us in Indonesia?
state and not the valuation of intangible In Indonesia, where the practice of “giving
capital that drives a successful M&A. In face” (menjaga gengsi) can run counter to
the multitude of tasks to be done during an frank discussions, managing with candor
M&A transaction, is there any catalyst that can be difficult for both employees and
can keep intangible capital in its active, management. This brings us to our next
value-creating state? What are the most point: courageous follow-through.
important drivers of intangible capital?
From Hay Group’s research into M&As
in Asia, we indentified identified four core
drivers that are responsible for activating
intangible capital:
• Candour
• Courageous follow-through
• Calculated risks
• Compatible Response
www.haygroup.com/id
5. 5
There was no getting through: Why BenQ and Siemens hung up
When BenQ decided to acquire Siemens’ loss-making mobile phone unit in exchange for
more than 600 patents, it was confident that the deal would increase its profit share and
open-up new markets in Europe. After all, BenQ was combining its strengths in consumer
markets with Siemens’ reputation for high-quality products.
However, the venture failed within a year, no thanks to clashes in decision-making frame-
works and the speed of execution between the two entities. BenQ’s informal culture, which
was flexible and entrepreneurial, collided head-on with the formality and processes at
the 100-year-old Siemens, which has a culture of adhering to strict procedures. This led to
critical delays in the decision to introduce a new phone model into the market – a missed
opportunity that caused the venture to suffer a huge loss.
They said it wouldn’t work: Nissan and Renault
It was widely believed that cultural differences between the Japanese (Nissan) and the
French (Renault) would destroy the merger.
Moreover, the fact that Renault and Nissan targeted the same market segments sparked
fears of cannibalization. Renault’s technical expertise resided in its flair for design, whereas
Nissan was renowned for bland but reliable models and strong engineering skills. In short,
there was a glaring difference in the intangible capital that existed in both firms.
Nonetheless, the merger turned out to be a success. This was largely due to the structural
similarity between both organizations, which were bureaucratic and highly hierarchical.
They shared similar approaches in “compatible response” – or general time-frame towards
execution – both being highly collective organizations where decisions were made based
on general consensus. Even though Nissan and Renault had different intangible capital,
their successful merger demonstrated that the right active drivers could result in better
value creation, overcoming geographical and cultural differences between the two.
www.haygroup.com/id
7. 7
Ready, set, go!
The M&A process is a race against time. There are many challenges
to take care of, many difficult decisions to make, and often
simultaneously. It is next to impossible to assess all of the various
aspects of intangible capital during due diligence, and doing so
could delay the transaction and destabilize the intangible capital
even more.
Instead of devoting what limited resources M&A is intrinsically a risky business; there
we have to the valuation of intangible capi- is no safe bet. With increasing global
tal, companies going through M&A should M&A market activity, there are good deals
focus on these core drivers outlined here to be made to help companies in Indonesia
that ensure an active state of intangible achieve new growth.
capital, and not leave a successful outcome
to chance. Armed with the right insights to make the
best deal – a clear understanding of what
Despite glaring differences, mergers can you are buying and how it ‘fits’ with your
still succeed when both parties ensure that existing company though intangible capital
their intangible capital drivers are well driver analysis – M&A can be a winning
aligned and kept active. By unlocking this strategy for driving long-term growth for
vital component, M&A partners will dis- the future.
cover what keeps mergers afloat, and realize
the benefits of their respective intangible
capital.
Contact
Nidthia Chelvam, Managing Consultant for Hay
Group Indonesia, helps multi-national
companies and international organizations
transform their business strategies into results.
Nidthia also has extensive line and operational
management experience with global companies
across three continents.
e| Nidthia.Chelvam@haygroup.com
The content in this report is provided solely for informational purposes. This report does not establish any client, advisory, fiduciary or professional relationship between Hay Group and you.
Neither Hay Group nor any other person is, in connection with this report, engaged in rendering accounting, advisory, auditing, consulting, legal, tax or other professional services or advice.
www.haygroup.com/id
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Hay Group is a global management consulting firm that works with
leaders to transform strategy into reality. We develop talent, organize
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For more information please contact your local office through
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