This investment analysis document analyzes an investment in Focume. It summarizes that Focume has strong government support, leading industry technology, and successful financial performance with double-digit revenue growth and over 20% EBIT margin in 2017. The analysis also provides details on Focume's leadership team, products, competitive analysis, key financials, customer testimonials, projected return on investment over 5 years, and potential investment risks. The project manager recommends accepting the investment of $10 million for a 5% stake, valuing the project potential at $100 million.
The EY G20 Entrepreneurship Barometer 2013: Italy profileEY
Quanto è importante l'imprenditorialità per il futuro dell'Italia? Il nostro studio mette in evidenza la forza degli imprenditori, che rappresentano uno dei principali motori di crescita economica.
Per maggiori informazioni vi preghiamo di visitare: http://www.ey.com/GL/en/Services/Strategic-Growth-Markets/The-EY-G20-Entrepreneurship-Barometer-2013
How SME access to working capital reduces financial supply chain riskC2FO
Learn how you benefit from helping small and midsize businesses grow and invest in their operations — without increasing your supply chain risk
With global competition rising amid a growing economy, securing your supply chain is more critical than ever before. The C2FO Working Capital Outlook Survey provides detailed insight into how liquidity impacts global SME suppliers, their views on how their business will grow, and how well they can access working capital to meet your demands and fund that growth.
Survey includes responses from more than 2,000 small and midsize enterprises in the United States, the United Kingdom, Germany, France, Italy, China, and India.
EY Global Capital Confidence Barometer (12th Edition)EY
Innovation, complexity and disruption define the new M&A market.
Our 12th Global Capital Confidence Barometer finds the global M&A market maintaining the positive momentum that developed during 2014. For the first time in five years, more than half our respondents are planning acquisitions in the next 12 months, as deal pipelines continue to expand.
Aligning operating models and strategic prioritiesEY
EY Wealth & Asset Management’s comparison of globally integrated and multi-boutique operating models can help firms determine what’s more important: synergy or autonomy.
Digital IQ is a measure of how well companies understand
the value of technology and weave information technology
into the fabric of their organization. The 5th Annual Digital IQ Survey collected data from 1,100+ IT and business leaders from 12 countries. www.pwc.com/us/digitaliq
The EY G20 Entrepreneurship Barometer 2013: Italy profileEY
Quanto è importante l'imprenditorialità per il futuro dell'Italia? Il nostro studio mette in evidenza la forza degli imprenditori, che rappresentano uno dei principali motori di crescita economica.
Per maggiori informazioni vi preghiamo di visitare: http://www.ey.com/GL/en/Services/Strategic-Growth-Markets/The-EY-G20-Entrepreneurship-Barometer-2013
How SME access to working capital reduces financial supply chain riskC2FO
Learn how you benefit from helping small and midsize businesses grow and invest in their operations — without increasing your supply chain risk
With global competition rising amid a growing economy, securing your supply chain is more critical than ever before. The C2FO Working Capital Outlook Survey provides detailed insight into how liquidity impacts global SME suppliers, their views on how their business will grow, and how well they can access working capital to meet your demands and fund that growth.
Survey includes responses from more than 2,000 small and midsize enterprises in the United States, the United Kingdom, Germany, France, Italy, China, and India.
EY Global Capital Confidence Barometer (12th Edition)EY
Innovation, complexity and disruption define the new M&A market.
Our 12th Global Capital Confidence Barometer finds the global M&A market maintaining the positive momentum that developed during 2014. For the first time in five years, more than half our respondents are planning acquisitions in the next 12 months, as deal pipelines continue to expand.
Aligning operating models and strategic prioritiesEY
EY Wealth & Asset Management’s comparison of globally integrated and multi-boutique operating models can help firms determine what’s more important: synergy or autonomy.
Digital IQ is a measure of how well companies understand
the value of technology and weave information technology
into the fabric of their organization. The 5th Annual Digital IQ Survey collected data from 1,100+ IT and business leaders from 12 countries. www.pwc.com/us/digitaliq
2018 Global CIO Survey: Manifesting legacy—Looking beyond the digital eraDeloitte United States
Today’s successful organizations—and their CIOs—are adopting a technology-led, business-enabled mindset to drive transformation, growth, and revenue. Based on insights from more than 1,400 global executives across 23 industries, we highlight how digital vanguards are leading compared with baseline companies and the ways that technology leaders can pivot to successfully lead their organizations—and their people—into the future.
https://bit.ly/2MGnc2s
Liquidity for advanced manufacturing and automotive sectors in the face of Co...EY
With a global economy in crisis due to Covid-19 our liquidity and cash management deck for advanced manufacturing and
mobility companies looks at how these companies should best respond.
European Banking Barometer – 2016: Seeking stability in an uncertain worldEY
The European Banking Barometer provides an overview of European banking industry, as well as the priorities banks will focus on over in 2016.
Now in its seventh edition, the latest survey consists of 250 interviews with senior bankers across 12 European markets.
Overall, the study shows that the European banking industry is taking measures to reposition for a long-term environment of low growth. But they mustn’t take their focus off the innovation agenda, if they want to lay the foundations for delivering sustainable returns in the years to come.
To find out more please visit http://www.ey.com/ebb.
Investor Relations As The New Focus In Creating Long Term Corporate Value - A...Kenny Ong
Investor Relations as the new focus in creating long term corporate value
*Assess the importance of Investor Relations functions
*Factors prohibiting growth or development in this area
*Differentiating Investor Relations with other communication initiatives in maximizing its value
The use of outsourcing is accelerating even as it radically reinvents itself to keep pace with changing technologies that enable outcome based business services. The quest to drive business value through outsourcing was once focused on cost-cutting – and this will remain a key motivation—but the results of Deloitte’s global outsourcing survey 2016 indicate that outsourcing is becoming a vibrant pathway for driving innovation into the enterprise. www.deloitte.com/us/2016GOS
AI Use Expected to Increase in Risk and Compliance Efforts, But Few Have Ethi...Deloitte United States
According to a September 2019 Deloitte poll, nearly half of C-suite and other executives at organizations that use AI expect to increase its use for risk management and compliance efforts in the year ahead. Yet, few report that their organizations have an ethical framework in place for such AI use.
This document brings together a set
of latest data points and publicly
available information relevant for
Automotive Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely,
The 6-18 months following launch of an enterprise or start-up are critical. Once a prototype has been launched and is in the market, a key priority is to achieve growth. Known as scaling up, this growth process typically requires achievement in three core areas:
Achieving product / market fit: Continually developing your product and business model to ensure the widest and deepest possible growth in terms of users;
Growing the human resources and decision-making capacity of your firm: Ensuring that your talent and governance structures are continually evolving to meet growth requirements;
Securing finance: Making sure you have the financial resources to grow, either using organic cash flow or external financing.
This presentation will offer a brief roadmap to prepare for your scaling up journey. It will include practical tools, methods and advice for different aspects of scaling, and outline some common pitfalls seen along the way.
The content presents an overview on the different reasons and objectives for initiating projects within an organization. This includes revenue-generating projects that participate in making profit, in addition to various internal capacity and capability building projects. The Focus is on how projects infiltrate the organization and actually participate in achieving various organizational objectives, ultimately generating profit.
This document brings together a set of latest data points and publicly available information relevant for Technology Industry. We are very excited to share this content and believe that readers will benefit from this periodic publication immensely.
Seizing the Executive Engagement Opportunity: How Executives Engage Study (Pa...ITSMA
Seizing the Executive Engagement Opportunity explores the ongoing impact of the COVID-19 pandemic on B2B executives’ buying behavior for high-consideration, technology-based solutions and consulting services.
Based on a survey in September 2020 with more than 500 senior business and IT executives, this report digs into executives’ business and solution priorities, engagement preferences for various types of content, channels, and information sources, and perceptions of how providers are engaging now and will need to engage in the future.
This report is a follow-on to an earlier ITSMA report published in May 2020: How Executives Engage: Understanding Changing Buyer Behavior in Response to the COVID-19 Pandemic, Part 1.
Together, the two-part study provides critical data and insight for B2B marketers who are focused on building and strengthening relationships and sales at the executive level in the wake of the dramatic disruptions of COVID-19. By September 2020, senior-level B2B buyers had moved well beyond the early reactions to the COVID-19 pandemic and were focusing on new strategies and priorities for growth and innovation even amid an extremely uncertain future.
Seizing the Executive Engagement Opportunity: Responding to Changing Buyer Priorities Amid the COVID-19 Pandemic provides essential data and insight on the priorities, preferences, and perceptions of executive-level B2B buyers as they explore and invest in new technology-based solutions and services.
The report highlights the changing business and technology priorities for business and IT executives nine months into the pandemic, and the preferences that executives now have for content and engagement with solution providers interested in responding to their changing needs.
Specific highlights from the second wave of this year’s study include:
- Changes in IT spending since the pandemic began
- The state of business transformation and top business and technology investment priorities
- Preference for different types of information sources and time spent researching solutions
- The value of thought leadership
- Preferences for different types of online engagement
- Top requirements for earning trust
In this context, the report identifies four essential guidelines for B2B marketers to follow as they adapt and develop their executive engagement programs.
The study includes new survey and comparative survey data from 503 executives from nine regions/countries (ANZ, Benelux, Canada, France, Germany, Nordics, UK, and US) across seven major industry sectors. Most respondents are from $1 billion+ companies. In addition to aggregate data, the full report includes Comparisons: Wave 1 (May 2020) and Wave 2 (September 2020)—North America and Europe Only data and crosstabs by region.
The study was co-sponsored by SAP and Adobe.
2018 Global CIO Survey: Manifesting legacy—Looking beyond the digital eraDeloitte United States
Today’s successful organizations—and their CIOs—are adopting a technology-led, business-enabled mindset to drive transformation, growth, and revenue. Based on insights from more than 1,400 global executives across 23 industries, we highlight how digital vanguards are leading compared with baseline companies and the ways that technology leaders can pivot to successfully lead their organizations—and their people—into the future.
https://bit.ly/2MGnc2s
Liquidity for advanced manufacturing and automotive sectors in the face of Co...EY
With a global economy in crisis due to Covid-19 our liquidity and cash management deck for advanced manufacturing and
mobility companies looks at how these companies should best respond.
European Banking Barometer – 2016: Seeking stability in an uncertain worldEY
The European Banking Barometer provides an overview of European banking industry, as well as the priorities banks will focus on over in 2016.
Now in its seventh edition, the latest survey consists of 250 interviews with senior bankers across 12 European markets.
Overall, the study shows that the European banking industry is taking measures to reposition for a long-term environment of low growth. But they mustn’t take their focus off the innovation agenda, if they want to lay the foundations for delivering sustainable returns in the years to come.
To find out more please visit http://www.ey.com/ebb.
Investor Relations As The New Focus In Creating Long Term Corporate Value - A...Kenny Ong
Investor Relations as the new focus in creating long term corporate value
*Assess the importance of Investor Relations functions
*Factors prohibiting growth or development in this area
*Differentiating Investor Relations with other communication initiatives in maximizing its value
The use of outsourcing is accelerating even as it radically reinvents itself to keep pace with changing technologies that enable outcome based business services. The quest to drive business value through outsourcing was once focused on cost-cutting – and this will remain a key motivation—but the results of Deloitte’s global outsourcing survey 2016 indicate that outsourcing is becoming a vibrant pathway for driving innovation into the enterprise. www.deloitte.com/us/2016GOS
AI Use Expected to Increase in Risk and Compliance Efforts, But Few Have Ethi...Deloitte United States
According to a September 2019 Deloitte poll, nearly half of C-suite and other executives at organizations that use AI expect to increase its use for risk management and compliance efforts in the year ahead. Yet, few report that their organizations have an ethical framework in place for such AI use.
This document brings together a set
of latest data points and publicly
available information relevant for
Automotive Industry. We are very
excited to share this content and
believe that readers will benefit from
this periodic publication immensely,
The 6-18 months following launch of an enterprise or start-up are critical. Once a prototype has been launched and is in the market, a key priority is to achieve growth. Known as scaling up, this growth process typically requires achievement in three core areas:
Achieving product / market fit: Continually developing your product and business model to ensure the widest and deepest possible growth in terms of users;
Growing the human resources and decision-making capacity of your firm: Ensuring that your talent and governance structures are continually evolving to meet growth requirements;
Securing finance: Making sure you have the financial resources to grow, either using organic cash flow or external financing.
This presentation will offer a brief roadmap to prepare for your scaling up journey. It will include practical tools, methods and advice for different aspects of scaling, and outline some common pitfalls seen along the way.
The content presents an overview on the different reasons and objectives for initiating projects within an organization. This includes revenue-generating projects that participate in making profit, in addition to various internal capacity and capability building projects. The Focus is on how projects infiltrate the organization and actually participate in achieving various organizational objectives, ultimately generating profit.
This document brings together a set of latest data points and publicly available information relevant for Technology Industry. We are very excited to share this content and believe that readers will benefit from this periodic publication immensely.
Seizing the Executive Engagement Opportunity: How Executives Engage Study (Pa...ITSMA
Seizing the Executive Engagement Opportunity explores the ongoing impact of the COVID-19 pandemic on B2B executives’ buying behavior for high-consideration, technology-based solutions and consulting services.
Based on a survey in September 2020 with more than 500 senior business and IT executives, this report digs into executives’ business and solution priorities, engagement preferences for various types of content, channels, and information sources, and perceptions of how providers are engaging now and will need to engage in the future.
This report is a follow-on to an earlier ITSMA report published in May 2020: How Executives Engage: Understanding Changing Buyer Behavior in Response to the COVID-19 Pandemic, Part 1.
Together, the two-part study provides critical data and insight for B2B marketers who are focused on building and strengthening relationships and sales at the executive level in the wake of the dramatic disruptions of COVID-19. By September 2020, senior-level B2B buyers had moved well beyond the early reactions to the COVID-19 pandemic and were focusing on new strategies and priorities for growth and innovation even amid an extremely uncertain future.
Seizing the Executive Engagement Opportunity: Responding to Changing Buyer Priorities Amid the COVID-19 Pandemic provides essential data and insight on the priorities, preferences, and perceptions of executive-level B2B buyers as they explore and invest in new technology-based solutions and services.
The report highlights the changing business and technology priorities for business and IT executives nine months into the pandemic, and the preferences that executives now have for content and engagement with solution providers interested in responding to their changing needs.
Specific highlights from the second wave of this year’s study include:
- Changes in IT spending since the pandemic began
- The state of business transformation and top business and technology investment priorities
- Preference for different types of information sources and time spent researching solutions
- The value of thought leadership
- Preferences for different types of online engagement
- Top requirements for earning trust
In this context, the report identifies four essential guidelines for B2B marketers to follow as they adapt and develop their executive engagement programs.
The study includes new survey and comparative survey data from 503 executives from nine regions/countries (ANZ, Benelux, Canada, France, Germany, Nordics, UK, and US) across seven major industry sectors. Most respondents are from $1 billion+ companies. In addition to aggregate data, the full report includes Comparisons: Wave 1 (May 2020) and Wave 2 (September 2020)—North America and Europe Only data and crosstabs by region.
The study was co-sponsored by SAP and Adobe.
TCF...CIF..WTF(unding)? How to prepare a winning applicationTEDCO
TEDCO's TCF..CIF..WTF(unding) workshop covers the key points that Maryland entrepreneurs need to know when they are applying to TEDCO's funding programs.
This document brings together a set of latest data points and publicly available information relevant for Business Services Industry. We are very excited to share this content and believe that readers will benefit immensely from this periodic publication immensely.
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.
This document brings together a set
of latest data points and publicly
available information relevant for
Financial Services Industry. We are
very excited to share this content and
believe that readers will benefit from
this periodic publication immensely.
WealthTech Views: Looking into 2021 from William Rouse, Contemi SolutionsContemi Solutions
WealthTech Views Report: Looking into 2021, created by the Wealth Mosaic, provides insights and intelligence from technology thought leaders from across the globe on the main technology trends in wealth management they expect to see in the year ahead.
Contemi's Business Development Director, William Rouse, shared his insights into the challenges, opportunities and industry talking points for 2021.
How to Choose the Right CRE Technology Partner Webinar.pdfAppFolio
Evaluating a new software for your business isn’t effortless. Equipping yourself with the right set of questions will help you cut through the crowd of vendors and efficiently come to a clear decision on when and how to work with a new technology partner.
This 45-minute discussion was led by a team with 18+ years of experience in real estate software. AppFolio Industry Principal Michael Sebastian and AppFolio Enterprise Partnership Expert Mark Sizemore shared the software evaluation framework to help you determine which technology will provide the support to help you manage change.
2. This is an investment analysis for Focume. It was
made as per request of [Requesting Party]. This
investment analysis aims to assess whether the
Focume will be an advantage to the requester and
their company.
Executive
Summary
3. Strong Government Support
Focume has been enjoyed the strong government
support in capitalization and supervision.
Leading Industry Technology
Focume have a number of independent
intellectual property rights and proprietary
technology.
Successful Financial Performance
In 2017, Focume achieved double-digit revenue
growth and an EBIT margin of more than 20%.
Investment
Highlights
4. CEO
CEO at Focume since
May 2017. 22 years of
industry experience.
CTO
CTO of Focume since
summer 2017. 19 years
of industry experience.
COO
COO of Focume since
July 2017. 20 years of
industry experience.
Team
Leadership
5. Designed for people who are not designers,
Focume gives simple creative tools to get started
fast with professionally-designed templates.
Who We Are
The best interactive solution for business.
Why Us
This tool creates, customizes and shared
presentations online with ease.
How it Works
Product
Information
6. Upstream [industry name] accepts premium limited capacity.
Downstream [industry name] shows the characteristics of
depending on brand, product category concentration. And new
entrants has long been challenged by high technical threshold.
Overall, the statues of industry is in high degree of market
concentration, the top brands occupy the absolutely advantage.
Upstream Midstream Downstream New Entrants
Competitive
Analysis
1 2 3 4
8. What our client says here.01
Customer
Testimonial
What our client says here.02
What our client says here.03
What our client says here.04
9. In the year of 2018, Focume net income
increased 120% to $10 million, a 25%
jump. As a industry leader, it will
continues to maintain strong economic
growth. The investment profit rate will be
5.94% and investment return period will
last 5 years.
Return on
Investment
10. Economic risk and political risk
here.
Macro Risk
Equity risk, interest rate risk and
currency risk.
Market Risk
Technological substitution and
innovation adoption.
Technical Risk
Operational risk and the brain drain.
Human Resources Risk
01 02
0403
Investment
Risk
11. Accepting/Rejecting Investment
Agrees to invest $10 million for a 5% stake. Project
potential valued estimated at $100 million.
Project Manager:
Recommendations