The document provides an overview of business valuation, including defining the valuation process, standards of value, approaches to valuation, and discounts and premiums. It discusses key aspects of valuation like determining fair market value, the income approach using discounted cash flows, and applying discounts for lack of control or marketability. The goal is to combine business wisdom, industry analysis, and technical financial expertise to determine a company's value. Valuations must meet professional standards from organizations like the IRS.
Slides used for a presentation to introduce the field of business analytics. Covers what BA is, how it is a part of business intelligence, and what areas make up BA.
Company Valuation PowerPoint Presentation Slides SlideTeam
Get ready-made Company Valuation PowerPoint Presentation Slides to analyse all the profit and net value your business has made. Conduct a thorough evaluation of a company’s management, capital structure, future earning prospects, and more with the help of professionally designed company valuation PPT presentation templates. Determine the current worth of a business and assess all aspects of a business. This deck comprises of several company valuation PowerPoint templates like valuation methodology, valuation steps, company valuation methodologies, determining free cash flow, valuation results, business due-diligence process, strategic due-diligence methodology, and more. Incorporate business valuation PowerPoint slideshow to estimate the selling price of the business. Use business valuation methods PowerPoint techniques for valuing a business asset such as cost approach, cost to build, replacement cost, market approach, discounted cash flow, forecast future cash flow, etc. Grab access to the company valuation complete PowerPoint deck for a business analysis. Employ a few jocular expressions with our Company Valuation Powerpoint Presentation Slides. It helps insert a bit of humor.
Predictive Analytics: Context and Use Cases
Historical context for successful implementation of predictive analytic techniques and examples of implementation of successful use cases.
Slides used for a presentation to introduce the field of business analytics. Covers what BA is, how it is a part of business intelligence, and what areas make up BA.
Company Valuation PowerPoint Presentation Slides SlideTeam
Get ready-made Company Valuation PowerPoint Presentation Slides to analyse all the profit and net value your business has made. Conduct a thorough evaluation of a company’s management, capital structure, future earning prospects, and more with the help of professionally designed company valuation PPT presentation templates. Determine the current worth of a business and assess all aspects of a business. This deck comprises of several company valuation PowerPoint templates like valuation methodology, valuation steps, company valuation methodologies, determining free cash flow, valuation results, business due-diligence process, strategic due-diligence methodology, and more. Incorporate business valuation PowerPoint slideshow to estimate the selling price of the business. Use business valuation methods PowerPoint techniques for valuing a business asset such as cost approach, cost to build, replacement cost, market approach, discounted cash flow, forecast future cash flow, etc. Grab access to the company valuation complete PowerPoint deck for a business analysis. Employ a few jocular expressions with our Company Valuation Powerpoint Presentation Slides. It helps insert a bit of humor.
Predictive Analytics: Context and Use Cases
Historical context for successful implementation of predictive analytic techniques and examples of implementation of successful use cases.
This presentation provides complete study ofcredit risk management,how it was performed in yester years ,how it is taken care nowadays and what is the road ahead in future
Forecasting techniques, time series analysisSATISH KUMAR
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Meaning
Definition
Features of forecasting
Process of forecasting
Importance of forecasting
Advantages of forecasting
Limitations of forecasting
Methods of forecasting
Conclusion
Factor Analysis is a statistical tool that measures the impact of a few un-observed variables called factors on a large number of observed variables. It is often used to determine a linear relationship between variables before subjecting them to further analysis.
Customer churn has become a big issue in many banks because it costs a lot more to acquire a new customer than retaining existing ones. With the use of a customer churn prediction model possible churners in a bank can be identified, and as a result the bank can take some action to prevent them from leaving. In order to set up such a model in a bank in Iceland few things have to be considered. How a churner in a bank is defined, and which variables and methods to use. We propose that a churner for that Icelandic bank should be defined as a customer who has not been active for the last three months based on the bank definition of an active customer. Behavioral and demographic variables should be used as an input for the model, and either decision tree or logistic regression used as a technique.
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Máster en Marketing Digital y Social Media - Oficial de Hootsuite. MCOMCICE
Máster en Marketing Digital y Social Media.Oficial de Hootsuite.MCOM
Gestiona grandes comunidades digitales, crea planes de Marketing Online y llévalos al éxito.
www.cice.es
¿Quieres inscribirte? Apúntate en:
http://cice.es/curso/master-marketing-online-social-media-manager-oficial-hootsuite/
This presentation provides complete study ofcredit risk management,how it was performed in yester years ,how it is taken care nowadays and what is the road ahead in future
Forecasting techniques, time series analysisSATISH KUMAR
Forecasting techniques, time series analysis
Introduction
Meaning
Definition
Features of forecasting
Process of forecasting
Importance of forecasting
Advantages of forecasting
Limitations of forecasting
Methods of forecasting
Conclusion
Factor Analysis is a statistical tool that measures the impact of a few un-observed variables called factors on a large number of observed variables. It is often used to determine a linear relationship between variables before subjecting them to further analysis.
Customer churn has become a big issue in many banks because it costs a lot more to acquire a new customer than retaining existing ones. With the use of a customer churn prediction model possible churners in a bank can be identified, and as a result the bank can take some action to prevent them from leaving. In order to set up such a model in a bank in Iceland few things have to be considered. How a churner in a bank is defined, and which variables and methods to use. We propose that a churner for that Icelandic bank should be defined as a customer who has not been active for the last three months based on the bank definition of an active customer. Behavioral and demographic variables should be used as an input for the model, and either decision tree or logistic regression used as a technique.
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Máster en Marketing Digital y Social Media - Oficial de Hootsuite. MCOMCICE
Máster en Marketing Digital y Social Media.Oficial de Hootsuite.MCOM
Gestiona grandes comunidades digitales, crea planes de Marketing Online y llévalos al éxito.
www.cice.es
¿Quieres inscribirte? Apúntate en:
http://cice.es/curso/master-marketing-online-social-media-manager-oficial-hootsuite/
What is the World Bank? What does it do? How did it come to be? Why do some people dislike it so much?
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PrecisionLender Webinar - 7 Habits of High-Performing Relationship ManagersPrecisionLender
About this Webinar
In this fast-paced presentation you’ll gain insights into what differentiates the best Relationship Managers from the rest of the pack. Data has shown that in most banks the top RMs generate the majority of loans and deposits, and at significantly better returns than their peers. Join us for this webinar, where Ned Miller from MZ Bierly Consulting and Kevin McNamara from PrecisionLender, will examine the specific tactics that these high-performing RMs employ to solidify relationships with customers and win new business from prospects.
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Opportunity evaluation template for business ideas. This presentation was delivered by Prof. Prema Basargekar during a crash course organized for e30, riidl - Somaiya Vidyavihar's first business plan competition.
CI 2.0 - Competitive Innovation IntelligenceArik Johnson
Presentation to KMWorld 2006 Audience in San Jose California October 31 on How the Principles of Disruptive Innovation, Risk Management, Corporate Governance and Enterprise Collaboration are Driving the Incorporation of Blog, Wiki, Social Networking, Free-Tagging, Prediction Market and other Web 2.0 Features and Capabilities into Traditional Competitive Intelligence Software
This presentation was delivered at a conference hosted by the UWA Law School on 19 February 2010. Conference papers will be published and inquiries may be directed to the Law School.
10
66 harvard business review | hbr.org
t’s become fashionable to blame the pursuit of
shareholder value for the ills besetting corporate
America: managers and investors obsessed with next
quarter’s results, failure to invest in long-term growth,
and even the accounting scandals that have grabbed head-
lines. When executives destroy the value they are sup-
posed to be creating, they almost always claim that stock
market pressure made them do it.
The reality is that the shareholder value principle has
not failed management; rather, it is management that has
betrayed the principle. In the 1990s, for example, many
companies introduced stock options as a major compo-
nent of executive compensation. The idea was to align the
interests of management with those of shareholders. But
the generous distribution of options largely failed to mo-
tivate value-friendly behavior because their design almost
guaranteed that they would produce the opposite result.
To start with, relatively short vesting periods, combined
with a belief that short-term earnings fuel stock prices, en-
couraged executives to manage earnings, exercise their
options early, and cash out opportunistically. The com-
mon practice of accelerating the vesting date for a CEO’s
Companies profess devotion to shareholder value but rarely follow the practices
that maximize it. What will it take to make your company a level 10 value creator?
by Alfred Rappaport
I
S
IM
O
N
P
E
M
B
E
R
T
O
N
Ways to Create
Shareholder Value
Y
E
L
M
A
G
C
Y
A
N
B
L
A
C
K
september 2006 67
Te n Wa y s t o C r e a t e S h a r e h o l d e r Va l u e
options at retirement added yet another incentive to
focus on short-term performance.
Of course, these shortcomings were obscured during
much of that decade, and corporate governance took a
backseat as investors watched stock prices rise at a double-
digit clip. The climate changed dramatically in the new
millennium, however, as accounting scandals and a steep
stock market decline triggered a rash of corporate col-
lapses. The ensuing erosion of public trust prompted a
swift regulatory response–most notably, the 2002 passage
of the Sarbanes-Oxley Act (SOX), which requires compa-
nies to institute elaborate internal controls and makes cor-
porate executives directly accountable for the accuracy of
financial statements. Nonetheless, despite SOX and other
measures, the focus on short-term performance persists.
In their defense, some executives contend that they
have no choice but to adopt a short-term orientation,
given that the average holding period for stocks in profes-
sionally managed funds has dropped from about seven
years in the 1960s to less than one year today. Why con-
sider the interests of long-term shareholders when there
are none? This reasoning is deeply flawed. What matters
is not investor holding periods but rather the market’s val-
uation horizon – the number of years of expec.
1. Business Valuation in Practice Michael F. Cannon, MA, MBA, AVA President, MCOM Corporation
2. Overview The valuation process Some Examples The concept of value Standards of value Approaches to value MCOM Corporation 2
3. Valuation vs. Appraisal Valuation “To establish a value for an entire or partial interest in a closely held businessor professional practice, taking into account both quantitative and qualitative tangible and intangible factors associated with the specific business being valued.” Appraisal “To establish a value of certain specific tangible assetsbased upon special market knowledge, education, and vocational training possessed by the appraiser.” NACVA Fundamentals, Techniques & Theory MCOM Corporation 3
4. Financial Value “The value of any financial asset is the net present value of all future cash flows discounted at the appropriate rate of return.” Brealey & Meyers—Principles of Corporate Finance MCOM Corporation 4
5. Types (Standards) of Value Fair market value Fair value (value before dissenting action) Intrinsic value Investment value Book value Replacement value Value in place Insured value Loan value Social value Moral value Ethical value Religious value Sentimental value MCOM Corporation 5
6. Fair Market Value “The price at which a property would change hands between a willing buyer and a willing seller when the former is not under any compulsion to buy and the latter is not under any compulsion to sell and both parties have reasonable knowledge of the relevant facts.” Revenue Ruling 59-60 MCOM Corporation 6
7. Investment Value “The value to a particular investor based on individual investment requirements and expectations.” International Glossary of Business Valuation Terms May include synergies to a particular buyer Economies of scale Reduced competition MCOM Corporation 7
8. Levels of Value Investment or Synergistic Value $12 Marketable, control value Control Value $10 Marketable, control value Minority Value $8 Marketable, non-control value Non-Marketable, Minority Interest Value $6 Non-marketable, non-control value 8 MCOM Corporation
9. Premise of Value Going concern Assumes the business will continue into the future Liquidation value Forced liquidation Orderly liquidation MCOM Corporation 9
10. Common Approaches to Valuation Asset Approach – (Assets less Liabilities) Market Approach – (Comparable Transactions) Income Approach – (Future Benefit Stream) MCOM Corporation 10
12. Discounts & Premiums Discount for lack of control Premium for control Discount for lack of marketability Key person discount They depend on the interest to be valued and the techniques used to establish the value conclusion MCOM Corporation 12
13. Value of Control Premium (20-50%) Control prerogatives Hire and fire Distribute earnings/declare dividends Buy and sell assets Enter into contracts Liquidate the business Set strategic objectives and other goals Set compensation and performance standards MCOM Corporation 13
14. Control Premium Case Media Buying Company: Miami Pros Strong underlying fundamentals Key Man, majority shareholder ready to share duties New ownership experienced and capable of needed changes Cons Poorly organized service company Excessive staff, low efficiency Dismal operating ratios Dissatisfied customers Valuation Impact: Ability to purchase majority shares added significant premium to otherwise lowered value due to poor results, operations and staffing. Potential of rapidly improving operations and solving operational problems. MCOM Corporation 14
15. Marketability Discounts Range <> 23-45% The ability to convert an ownership interest to cash The time required to do so affects the level of marketability Other factors that affect marketability Distributions of earnings Active market or industry roll-up Key person Number and profile of owners e.g., family owned Restrictions on transfer of stock Investors pay a premium for marketability and discount an investment for the lack of marketability MCOM Corporation 15
16. Key Person Discounts Hotly Contested One man operations can suffer large discounts without succession planning Earn out schemes developed to circumvent this problem IRS scrutinizes these carefully, often will not allow them to be “stacked” on control and marketability discounts MCOM Corporation 16
17. Management Analysis CaseDiesel Engine Service & Repair: Florida Keys Pros Solid, 200+ loyal clients Fast, efficient, fair prices Extremely low overhead No payment problems Cons Excessive officer compensation, loans Customer loyalty to owner Next generation family members, incompetent, arrogant, not service oriented Valuation Impact: Bring in succession management, train and allow buy in over time, make 5 year exit plan, clean up financials. MCOM Corporation 17
18. It Is Best To Do a Valuation Before You Need One The best way to see if management is adding value to the firm Tool “par excellence” for business planning Takes subjectivity out of the equation Considers all asset values, tangible and intangible Includes market, competitive and industry analyses Cleans up financial statements for the long term Allows normalization of unrelated expenses and assets Provides parameters for accurate forecasting Takes litigation and other material factors into consideration Values key man, succession and growth plans correctly MCOM Corporation 18
19. Helps owners identify the next step for the business… and how to get there Divestiture Maintain Growth Reorganization Acquisition Merger Pre-Preparation for tax needs or triggering events It Is Best To Do a Valuation Before You Need One MCOM Corporation 19
20. The Valuation Process Define the engagement Gather all necessary information Analyze all information and make adjustments to “normalize” financials Apply valuation approaches/methods to estimate the value of the enterprise Communicate the results Prepare and issue the valuation report MCOM Corporation 20
21. Industry Analysis Case Advertising Agency: Mexico Pros Work System reduced headcount Profitability very high Principals primary skilled employees Proprietary Techniques Cons Declining Industry Lifecycle Reduced Margins Industry Consolidation Becoming Commodity Service Low ball offer from multi-national Valuation Impact: Gave owner choices; either negotiate better sale price or move operation to local acquisition mode. MCOM Corporation 21
22. Market Analysis CaseElectrical SubContractor: Las Vegas Pros Excellent structure, staff, profitability 3 generations of service, great reputation Best efficiency Cons Industry downturn Low cost illegal alien labor Declining margins Loss of customer loyalty Valuation Impact: Re-orient business to custom higher margin market and RFP business for government projects. MCOM Corporation 22
23. Company Analysis CaseCustom Closet Designer/Manufacturer: New York Pros Excellent in all operational areas Higher than industry average profit margins Strong, motivated management and staff Cons Dependence on two major developers Unable to penetrate aftermarket Low margins Cut throat competition Valuation Result: Reduction in Overall Value, higher Discount for lack of marketability MCOM Corporation 23
24. Business Wisdom and Technical Expertise Combined Business Wisdom Market Analysis Company Analysis Management Analysis Control Adjustments Normalizing adjustments Technical/Research Expertise Fundamental analysis Economic Analysis Financial Analysis Industry Analysis MCOM Corporation 24
25. Subjective Issues Size of discounts and premiums Discount or capitalization rate Projected growth rates Normalizing adjustments Assumptions and limiting conditions How to analyze all the existing conditions (ex. Market, competition, management, economic factors, etc.) MCOM Corporation 25
26. Professional Valuation Standards Meet Standards from; Department of Labor (ESOPs) Internal Revenue Service Federal and state laws Rules of applicable courts Case law Valuation organizations Require Confidentiality Analysis of all relevant data Independence and objectivity Declaration of assumptions and limiting conditions Provide guidelines for developing and communicating valuation results and conclusions Results in a combination of technical expertise and business wisdom MCOM Corporation 26
27. Materials for your review Valuation Process Database Comparable Transactions Further research into the industry Sample Business Valuations List of Valuation Questions Database of Valuation uses, experiences and case law verdicts MCOM Corporation 27