what is valuation of a company, reasons for valuation, various methods of valuation, preferred methods to value an E-commerce industry, various factors to consider while valuing an E-commerce industry
The document discusses the importance of coordinating marketing communications for service organizations. It presents four key strategies for integrating marketing communication: managing service promises, improving customer education, managing customer expectations, and managing internal communications. Figures and tables provide examples of approaches within each strategy, such as offering service guarantees, communicating service effectiveness criteria, and creating cross-functional teams. The overall goal is to ensure service delivery meets or exceeds promises made to customers.
The document discusses sales evaluation and control. It provides information on business intelligence related to transforming data into knowledge through reporting and analysis. It discusses the basic purpose of evaluation systems and feedback systems to identify performance gaps and information. Evaluation tools and both quantitative and qualitative ways to evaluate sales personnel are described. The benefits of evaluation include avoiding judgments and ensuring lawful and fair evaluations. Sales control processes and tools like daily reports and expense calculators are also summarized.
The document discusses various aspects of e-commerce including definitions, examples, patterns, and strategic impacts. It describes how e-commerce can be used for intra-business, business-to-business, and business-to-consumer exchanges. It provides examples of how e-commerce enables added value, differentiation, cost leadership, and a strategic focus. Key applications include improved communication, mass customization, efficiency gains, and penetrating new markets.
The document discusses various strategic analysis and choice frameworks including the EFE matrix, IFE matrix, SWOT matrix, SPACE matrix, BCG matrix, GE nine-cell matrix, and IE matrix. It provides details on how to conduct an analysis using each framework, including how to evaluate internal and external factors, match strategies, and determine the appropriate strategic position and actions. The frameworks help organizations generate strategies by analyzing their internal strengths and weaknesses as well as external opportunities and threats.
In a global strategic partnership, two or more firms from
different countries work as a team. They pool their
resources or skills to provide better products or services.
Furthermore, they reach a broader audience through
collaboration. Firms engage in global strategic
partnerships because they believe the partnership will lead
to synergy, which means increased economic benefits.
This document discusses models of service quality including five dimensions of service quality: reliability, responsiveness, assurance, empathy, and tangibles. It describes seven service quality gaps that can occur between customer expectations and the services delivered. It provides prescriptions for closing these gaps such as learning customer expectations and ensuring service performance matches quality standards. The document also discusses hard and soft measures of service quality, return on quality, productivity in a service context, and measuring service productivity focusing on outcomes rather than just outputs.
Strategy formulation involves analyzing the external and internal environment to identify opportunities and threats, setting objectives and goals, and developing policies and plans to achieve those goals. Once the strategy is formulated, it must then be implemented, which includes establishing annual objectives, allocating resources, developing programs, and providing leadership to organizational members. Proper implementation is key to ensuring the strategy achieves the intended outcomes.
The Balanced Scorecard (BSC) is a strategic planning and management system used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The BSC has four components: key measurables, tools, review system, and deployment system. It links various performance indicators across areas like finance, customers, internal processes, and learning and growth. Regular reviews are conducted at different levels to monitor progress. Implementing a BSC takes time and requires management support, selecting appropriate measures at each level, and responding to performance data to drive continuous improvement.
The document discusses the importance of coordinating marketing communications for service organizations. It presents four key strategies for integrating marketing communication: managing service promises, improving customer education, managing customer expectations, and managing internal communications. Figures and tables provide examples of approaches within each strategy, such as offering service guarantees, communicating service effectiveness criteria, and creating cross-functional teams. The overall goal is to ensure service delivery meets or exceeds promises made to customers.
The document discusses sales evaluation and control. It provides information on business intelligence related to transforming data into knowledge through reporting and analysis. It discusses the basic purpose of evaluation systems and feedback systems to identify performance gaps and information. Evaluation tools and both quantitative and qualitative ways to evaluate sales personnel are described. The benefits of evaluation include avoiding judgments and ensuring lawful and fair evaluations. Sales control processes and tools like daily reports and expense calculators are also summarized.
The document discusses various aspects of e-commerce including definitions, examples, patterns, and strategic impacts. It describes how e-commerce can be used for intra-business, business-to-business, and business-to-consumer exchanges. It provides examples of how e-commerce enables added value, differentiation, cost leadership, and a strategic focus. Key applications include improved communication, mass customization, efficiency gains, and penetrating new markets.
The document discusses various strategic analysis and choice frameworks including the EFE matrix, IFE matrix, SWOT matrix, SPACE matrix, BCG matrix, GE nine-cell matrix, and IE matrix. It provides details on how to conduct an analysis using each framework, including how to evaluate internal and external factors, match strategies, and determine the appropriate strategic position and actions. The frameworks help organizations generate strategies by analyzing their internal strengths and weaknesses as well as external opportunities and threats.
In a global strategic partnership, two or more firms from
different countries work as a team. They pool their
resources or skills to provide better products or services.
Furthermore, they reach a broader audience through
collaboration. Firms engage in global strategic
partnerships because they believe the partnership will lead
to synergy, which means increased economic benefits.
This document discusses models of service quality including five dimensions of service quality: reliability, responsiveness, assurance, empathy, and tangibles. It describes seven service quality gaps that can occur between customer expectations and the services delivered. It provides prescriptions for closing these gaps such as learning customer expectations and ensuring service performance matches quality standards. The document also discusses hard and soft measures of service quality, return on quality, productivity in a service context, and measuring service productivity focusing on outcomes rather than just outputs.
Strategy formulation involves analyzing the external and internal environment to identify opportunities and threats, setting objectives and goals, and developing policies and plans to achieve those goals. Once the strategy is formulated, it must then be implemented, which includes establishing annual objectives, allocating resources, developing programs, and providing leadership to organizational members. Proper implementation is key to ensuring the strategy achieves the intended outcomes.
The Balanced Scorecard (BSC) is a strategic planning and management system used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. The BSC has four components: key measurables, tools, review system, and deployment system. It links various performance indicators across areas like finance, customers, internal processes, and learning and growth. Regular reviews are conducted at different levels to monitor progress. Implementing a BSC takes time and requires management support, selecting appropriate measures at each level, and responding to performance data to drive continuous improvement.
Ongoing customer communication in e marketinggaurav jain
Ongoing customer communication in e-marketing involves using online marketing communication (OMC) methods to both strengthen brands and promote sales. OMC has two main purposes - to inform consumers about product features to build the brand, and directly encourage purchases. Common OMC methods include online advertising, direct email marketing, online catalogs, and public relations. Online advertising takes various forms like banners, paid search placements, sponsorships, and affiliate relationships. Effective communication blends both online and offline tactics to maximize results.
In this presentation, we will discuss the marketing procedure in the services, how to organize marketing planning and analyze marketing opportunities. We will also talk about the selection process of target market, developing the service marketing mix and managing marketing effort.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document discusses methods for measuring customer satisfaction. It identifies key components of satisfaction like accuracy, reliability, and responsiveness. Measures include overall satisfaction, satisfaction compared to competitors, and willingness to recommend. Methods of measurement include feedback after delivery, tracking complaints, and conducting customer surveys. The document provides guidance on identifying customer requirements, determining survey methodology, developing survey questions, and tips for effective customer satisfaction measurement.
This document outlines factors that affect sales force performance including company records, customer and manager feedback, and salesperson reports. It identifies criteria for evaluation such as territory management, personality traits, sales skills, sales volume, and profits. Methods for establishing performance standards are described as qualitative, quantitative, time-based, and cost-based. Finally, various methods for sales force evaluation are provided such as essays, rating scales, forced choice, ranking, and work standards.
The document provides an overview of various performance appraisal methods. It discusses traditional methods like graphic rating scales, checklists, forced distribution, and essays. It also examines modern methods such as management by objectives, 360-degree feedback, psychological assessments, assessment centers, and behaviorally anchored rating scales. The key objectives of performance appraisal are identified as providing feedback, determining compensation, identifying training needs, and assessing potential for growth. A variety of specific appraisal techniques are defined and their advantages/disadvantages explored.
The Balanced Scorecard is a strategic planning and management system used to align business activities to the organization's vision and strategy, improve internal and external communications, and monitor performance against strategic goals. It balances financial and non-financial metrics in four key areas: financial, customer, internal business processes, and learning and growth. Implementing a Balanced Scorecard requires executive sponsorship, involvement of leaders and employees in development, choosing a champion, and viewing it as a continual process rather than a short-term project.
The document outlines a seven step e-marketing plan process including situation analysis, strategic planning, objectives, strategy, implementation, budget, and evaluation. It provides examples of each step for developing an e-marketing plan, such as conducting a SWOT analysis to inform strategic planning, setting objectives to increase market share and sales, and using metrics like ROI to evaluate performance.
The process of strategic choice involves focusing on strategic alternatives through gap analysis, analyzing alternatives based on objective and subjective factors, evaluating alternatives against selection criteria, and making a final choice. Subjective factors considered in strategic choice include perceptions of critical success factors, commitment to past actions, decision styles and risk attitudes, and internal politics. Organizations develop contingency strategies in advance to deal with uncertainties and create strategic plans to implement chosen strategies.
The document provides an overview of strategic management. It discusses strategic management concepts like vision, mission, goals and objectives, environmental scanning, internal and external analysis, and competitive positioning.
The key points are:
1. Strategic management helps firms create competitive advantages and align their activities with the external environment through planning, analysis, and strategy formulation.
2. Developing a clear vision, mission, and goals is important for strategic direction. Environmental scanning and SWOT analysis assess opportunities and threats while analyzing strengths and weaknesses.
3. Strategies are formulated by matching a firm's resources to opportunities while addressing weaknesses and threats. Implementation and evaluation are also part of the strategic management process.
The document provides an overview of business policy and strategic management. It discusses key concepts like the meaning and nature of management, strategic management process, importance of strategic management, strategic decision making, developing strategic vision and mission, and setting goals and objectives. The document emphasizes that business policy and strategic management are highly intertwined and strategic management involves identifying strategies to achieve organizational goals and competitive advantage through planning, analyzing, implementing, and evaluating strategies.
KRA stands for Key Result Areas. It refers to the main objectives and outcomes an employee is responsible for achieving in their role. The process for determining KRAs involves listing main responsibilities, asking "why" for each activity to identify themes, and sharing the identified KRAs with others on their team. KRAs should be specific, measurable, achievable, related to the job, and time-bound. Identifying KRAs helps employees clarify their roles, set goals, focus on results, and improve time management and performance.
The document outlines the basic model of strategic management which includes 4 main elements: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. Environmental scanning involves monitoring internal and external factors. Strategy formulation is the development of long-range plans including defining the mission, objectives, strategies, and policies. Strategy implementation is putting strategies and policies into action through programs, budgets, and procedures. Evaluation and control monitors performance to compare it against desired performance and identify triggering events that may require a change in strategy.
This document discusses trends in performance management. It outlines eight key trends, including moving away from performance ratings and separating performance from reward. Five emerging trends are highlighted, such as focusing on quality of feedback conversations over quantity and opting for continuous performance management software. The performance management cycle is also described as involving planning, ongoing monitoring, and evaluating performance. Examples from Eli Lilly about redefining performance management to empower employees are provided.
Internal marketing is a process that aligns, motivates, and empowers employees at all levels to consistently deliver a satisfying customer experience. It involves training staff on their marketing roles, effective internal communications, and programs to enhance understanding of the organization's marketing orientation. Successful internal marketing programs require motivation, coordination, information sharing, and educating employees.
Strategy formulation is the process of using available knowledge to document the intended direction of a business and the actionable steps to reach its goals.
This process is used for resource allocation, prioritization, organization-wide alignment, and validation of business goals.
A successful strategy can allow your organization to share one clear vision, catch biases by examining the reasoning behind goals, and track performance with measurable key performance indicators (KPIs).
MTR Foods is a South Indian food company founded in Bangalore in 1924 that originated from a restaurant called The Mavali Tiffin Rooms. It is known for inventing the popular breakfast item rava idli and has since diversified into instant packaged foods. MTR has been successful due to its continuous marketing focus on customer requirements, creating products that satisfy customer needs, wants, and demands. The company exports food products worldwide with exports peaking at $22 billion in 2014 before declining in recent years.
This document discusses service encounters from a lecture presented by Dr. Niraj Chaudhari. It defines a service encounter as the initial interaction between a customer and service provider. More than half of multinational corporations are involved in providing services, making the study of service encounters increasingly important. The document goes on to discuss the triad of a service encounter, its characteristics, types, elements, and the role of technology. It also examines self-service, customer-dominated encounters, contact personnel-dominated encounters, and service organization-dominated encounters. Finally, it briefly mentions the functions, models, control, and design of service organizations.
This document discusses methods for measuring and controlling assets employed in business units. It describes two main methods - return on investment (ROI) and economic value added (EVA). ROI is a ratio that compares income to assets employed, while EVA is a dollar amount that subtracts a capital charge from net operating profit. The document explores how different types of assets like cash, receivables, inventories, property/equipment should be treated in the calculation. It also addresses topics like how to treat leased assets, idle assets, intangible assets, and noncurrent liabilities. The goal of accurately measuring assets employed is to motivate managers and provide useful information for decision making.
Strategic evaluation and control is the process of determining the effectiveness of a strategy in achieving organizational objectives and taking corrective actions when needed. It operates at both the strategic and operational levels by evaluating performance and assessing contributions to objectives. Strategic control takes into account changing assumptions and continually evaluates the strategy as it is implemented, adjusting it to new requirements. Strategic evaluation tests effectiveness and provides feedback on a strategy's continued relevance, allowing organizations to determine if their strategies are guiding them to intended goals. It is important for keeping strategic choices and decisions valid and informing managers on exercising discretion according to strategic requirements.
Integrated service marketing communication with exampleRadhika Venkat
This presentation covers the integrated service marketing communication tools and as well as the role of communication tools for service industry.
It also covers the example relating the successful mix of communication for HOTEL MARISOL.
This document discusses how management accounting can increase business profits. It explains key management accounting concepts like cost analysis, cash flow projections, budgets, and financial ratio analysis. These tools help businesses understand costs, cash flows, and financial performance over time. Ratio analysis in particular can serve as an early warning system by identifying potential problems. Understanding a business's finances through management accounting allows owners to better manage costs, anticipate issues, and improve overall profits.
Ongoing customer communication in e marketinggaurav jain
Ongoing customer communication in e-marketing involves using online marketing communication (OMC) methods to both strengthen brands and promote sales. OMC has two main purposes - to inform consumers about product features to build the brand, and directly encourage purchases. Common OMC methods include online advertising, direct email marketing, online catalogs, and public relations. Online advertising takes various forms like banners, paid search placements, sponsorships, and affiliate relationships. Effective communication blends both online and offline tactics to maximize results.
In this presentation, we will discuss the marketing procedure in the services, how to organize marketing planning and analyze marketing opportunities. We will also talk about the selection process of target market, developing the service marketing mix and managing marketing effort.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This document discusses methods for measuring customer satisfaction. It identifies key components of satisfaction like accuracy, reliability, and responsiveness. Measures include overall satisfaction, satisfaction compared to competitors, and willingness to recommend. Methods of measurement include feedback after delivery, tracking complaints, and conducting customer surveys. The document provides guidance on identifying customer requirements, determining survey methodology, developing survey questions, and tips for effective customer satisfaction measurement.
This document outlines factors that affect sales force performance including company records, customer and manager feedback, and salesperson reports. It identifies criteria for evaluation such as territory management, personality traits, sales skills, sales volume, and profits. Methods for establishing performance standards are described as qualitative, quantitative, time-based, and cost-based. Finally, various methods for sales force evaluation are provided such as essays, rating scales, forced choice, ranking, and work standards.
The document provides an overview of various performance appraisal methods. It discusses traditional methods like graphic rating scales, checklists, forced distribution, and essays. It also examines modern methods such as management by objectives, 360-degree feedback, psychological assessments, assessment centers, and behaviorally anchored rating scales. The key objectives of performance appraisal are identified as providing feedback, determining compensation, identifying training needs, and assessing potential for growth. A variety of specific appraisal techniques are defined and their advantages/disadvantages explored.
The Balanced Scorecard is a strategic planning and management system used to align business activities to the organization's vision and strategy, improve internal and external communications, and monitor performance against strategic goals. It balances financial and non-financial metrics in four key areas: financial, customer, internal business processes, and learning and growth. Implementing a Balanced Scorecard requires executive sponsorship, involvement of leaders and employees in development, choosing a champion, and viewing it as a continual process rather than a short-term project.
The document outlines a seven step e-marketing plan process including situation analysis, strategic planning, objectives, strategy, implementation, budget, and evaluation. It provides examples of each step for developing an e-marketing plan, such as conducting a SWOT analysis to inform strategic planning, setting objectives to increase market share and sales, and using metrics like ROI to evaluate performance.
The process of strategic choice involves focusing on strategic alternatives through gap analysis, analyzing alternatives based on objective and subjective factors, evaluating alternatives against selection criteria, and making a final choice. Subjective factors considered in strategic choice include perceptions of critical success factors, commitment to past actions, decision styles and risk attitudes, and internal politics. Organizations develop contingency strategies in advance to deal with uncertainties and create strategic plans to implement chosen strategies.
The document provides an overview of strategic management. It discusses strategic management concepts like vision, mission, goals and objectives, environmental scanning, internal and external analysis, and competitive positioning.
The key points are:
1. Strategic management helps firms create competitive advantages and align their activities with the external environment through planning, analysis, and strategy formulation.
2. Developing a clear vision, mission, and goals is important for strategic direction. Environmental scanning and SWOT analysis assess opportunities and threats while analyzing strengths and weaknesses.
3. Strategies are formulated by matching a firm's resources to opportunities while addressing weaknesses and threats. Implementation and evaluation are also part of the strategic management process.
The document provides an overview of business policy and strategic management. It discusses key concepts like the meaning and nature of management, strategic management process, importance of strategic management, strategic decision making, developing strategic vision and mission, and setting goals and objectives. The document emphasizes that business policy and strategic management are highly intertwined and strategic management involves identifying strategies to achieve organizational goals and competitive advantage through planning, analyzing, implementing, and evaluating strategies.
KRA stands for Key Result Areas. It refers to the main objectives and outcomes an employee is responsible for achieving in their role. The process for determining KRAs involves listing main responsibilities, asking "why" for each activity to identify themes, and sharing the identified KRAs with others on their team. KRAs should be specific, measurable, achievable, related to the job, and time-bound. Identifying KRAs helps employees clarify their roles, set goals, focus on results, and improve time management and performance.
The document outlines the basic model of strategic management which includes 4 main elements: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. Environmental scanning involves monitoring internal and external factors. Strategy formulation is the development of long-range plans including defining the mission, objectives, strategies, and policies. Strategy implementation is putting strategies and policies into action through programs, budgets, and procedures. Evaluation and control monitors performance to compare it against desired performance and identify triggering events that may require a change in strategy.
This document discusses trends in performance management. It outlines eight key trends, including moving away from performance ratings and separating performance from reward. Five emerging trends are highlighted, such as focusing on quality of feedback conversations over quantity and opting for continuous performance management software. The performance management cycle is also described as involving planning, ongoing monitoring, and evaluating performance. Examples from Eli Lilly about redefining performance management to empower employees are provided.
Internal marketing is a process that aligns, motivates, and empowers employees at all levels to consistently deliver a satisfying customer experience. It involves training staff on their marketing roles, effective internal communications, and programs to enhance understanding of the organization's marketing orientation. Successful internal marketing programs require motivation, coordination, information sharing, and educating employees.
Strategy formulation is the process of using available knowledge to document the intended direction of a business and the actionable steps to reach its goals.
This process is used for resource allocation, prioritization, organization-wide alignment, and validation of business goals.
A successful strategy can allow your organization to share one clear vision, catch biases by examining the reasoning behind goals, and track performance with measurable key performance indicators (KPIs).
MTR Foods is a South Indian food company founded in Bangalore in 1924 that originated from a restaurant called The Mavali Tiffin Rooms. It is known for inventing the popular breakfast item rava idli and has since diversified into instant packaged foods. MTR has been successful due to its continuous marketing focus on customer requirements, creating products that satisfy customer needs, wants, and demands. The company exports food products worldwide with exports peaking at $22 billion in 2014 before declining in recent years.
This document discusses service encounters from a lecture presented by Dr. Niraj Chaudhari. It defines a service encounter as the initial interaction between a customer and service provider. More than half of multinational corporations are involved in providing services, making the study of service encounters increasingly important. The document goes on to discuss the triad of a service encounter, its characteristics, types, elements, and the role of technology. It also examines self-service, customer-dominated encounters, contact personnel-dominated encounters, and service organization-dominated encounters. Finally, it briefly mentions the functions, models, control, and design of service organizations.
This document discusses methods for measuring and controlling assets employed in business units. It describes two main methods - return on investment (ROI) and economic value added (EVA). ROI is a ratio that compares income to assets employed, while EVA is a dollar amount that subtracts a capital charge from net operating profit. The document explores how different types of assets like cash, receivables, inventories, property/equipment should be treated in the calculation. It also addresses topics like how to treat leased assets, idle assets, intangible assets, and noncurrent liabilities. The goal of accurately measuring assets employed is to motivate managers and provide useful information for decision making.
Strategic evaluation and control is the process of determining the effectiveness of a strategy in achieving organizational objectives and taking corrective actions when needed. It operates at both the strategic and operational levels by evaluating performance and assessing contributions to objectives. Strategic control takes into account changing assumptions and continually evaluates the strategy as it is implemented, adjusting it to new requirements. Strategic evaluation tests effectiveness and provides feedback on a strategy's continued relevance, allowing organizations to determine if their strategies are guiding them to intended goals. It is important for keeping strategic choices and decisions valid and informing managers on exercising discretion according to strategic requirements.
Integrated service marketing communication with exampleRadhika Venkat
This presentation covers the integrated service marketing communication tools and as well as the role of communication tools for service industry.
It also covers the example relating the successful mix of communication for HOTEL MARISOL.
This document discusses how management accounting can increase business profits. It explains key management accounting concepts like cost analysis, cash flow projections, budgets, and financial ratio analysis. These tools help businesses understand costs, cash flows, and financial performance over time. Ratio analysis in particular can serve as an early warning system by identifying potential problems. Understanding a business's finances through management accounting allows owners to better manage costs, anticipate issues, and improve overall profits.
Bootstrap Business Seminars: Making Sense of the NumbersCityStarters
This document summarizes a seminar on financial planning and management for startups. It discusses building financial forecasts, including developing sales forecasts and estimating costs. It explains key financial concepts like gross profit, break-even analysis, and cash flow. It emphasizes the importance of financial planning to ensure business viability and support fundraising. The document provides guidance on managing cash flow in startups, financial controls, making use of small investments, R&D tax credits, and setting up a limited company.
1. Financial analytics is a field that provides insights into a company's financial data to improve business performance. It helps gain knowledge and take corrective actions.
2. Key financial metrics analyzed include balance sheets, income statements, and cash flow statements. Financial analytics aids decision making, planning, and risk management.
3. Important financial KPIs include gross profit margin, net profit margin, working capital, current ratio, quick ratio, Berry ratio, cash conversion cycle, accounts payable turnover, and return on assets. These metrics provide insights on profitability, liquidity, efficiency and more.
If You Fail to Plan Will Your Plan Fail? by Jaroslav TrojanStartupYard
The document discusses what success means and provides advice on business planning and financial management for startups. It notes that success is not a straight line and will likely involve setbacks and challenges. It also emphasizes the importance of having milestones, securing early sales, and focusing on marketing from the beginning. Additionally, it provides guidance on creating financial plans, forecasts, and managing cash flow. The key takeaways are that success is non-linear, having milestones is critical, and properly managing finances and cash flow is important for startup success.
This document discusses how marketing analytics can be used to understand customers and make strategic marketing decisions. It provides examples of how analyzing metrics like brand value, customer lifetime value (CLV), and review sentiment can help companies optimize factors like pricing, product offerings, and marketing spending. Specifically, it summarizes that analyzing brand architecture components and their relationship to revenue allows companies to strengthen brand-customer connections. It also gives an example showing how CLV analysis can inform appropriate customer acquisition spending.
The document discusses various methods for valuing companies, including cost-based methods like book value and replacement cost, income-based methods like earnings capitalization and discounted cash flow, and market-based methods. It notes that valuation depends on factors like management, performance, projections, industry, and the transaction context. The valuation process involves considering financial and non-financial factors, using multiple models, and arriving at a valuation range. Special situations like multi-business companies, M&A, and cyclic businesses require tailored applications of valuation models.
How to start an e commerce start-up (A step by step guide)Amit Kumar
In a master class to a group of startup founders and enthusiasts, Amit Kumar (CEO of OLX Autos) presents a step by step guide to build an e-commerce business.
Stepping into a role which requires business finance knowledge? Here is a short guide offering advice, tools, and expertise that you will need to equip yourself with to be successful. Check out our Diploma in Business Finance for more.
Presentation at the Museum Store Association Annual Meeting, April 16, 2016.
Introduction for small to medium sized museum retail stores in the management of ecommerce sites, including key metrics and P&L analysis.
The document discusses the basics of business valuation, including defining valuation as determining the economic value of a business. It outlines several methods of valuation such as income-based approaches like discounted cash flow analysis and market-based approaches like comparable company analysis. The document also explains why valuation is important for mergers, acquisitions, disputes, and other scenarios. Key considerations in the valuation process are discussed such as justifying assumptions, accounting practices, and intangible assets.
Ecommerce involves buying and selling of products over the internet and other computer networks. It includes business to business, business to consumer, and supply chain transactions conducted electronically. Some key advantages of ecommerce are easy access to a wide range of products, faster transactions, lower costs, and no geographic limitations. However, risks include security issues, lack of quality guarantees, and technical problems. Ecommerce has grown rapidly since the 1970s as internet technologies advanced to support online payments and transactions. Setting strategic goals that are specific, measurable, achievable, relevant and time-bound is important for developing a successful ecommerce business.
Ecommerce involves buying and selling of products over the internet and other computer networks. It includes business to business, business to consumer, and supply chain transactions. Ecommerce provides advantages like easy access to global markets, lower costs, and no geographic limitations. However, it also poses risks like security threats, technical issues, and lack of direct customer interaction. Ecommerce has grown rapidly since the 1970s as internet technology advanced to allow online purchasing and payments. Setting goals and strategies are important for developing a successful ecommerce business.
This document provides an overview of business valuation. It discusses the common reasons valuations are performed, including buying/selling a company, estate planning, financing, and litigation. The accepted valuation methodologies are also reviewed, including the income approach using discounted cash flow and capitalization of cash flows methods, market approach using comparable companies and precedent transactions, and asset-based approach. Key valuation concepts like standards of value, levels of value, and determining discount rates are also summarized.
The document provides an overview of investment readiness and valuation for startups. It discusses key concepts such as understanding market opportunities, financial projections, stages of funding, and common valuation methods. The goal is to help entrepreneurs prepare effectively to attract investors and secure funding by demonstrating an accurate valuation of their business based on its potential for growth and profitability. Key steps include understanding what investors consider important, assessing the financial health and moneymaking potential of the business, and learning from others who have successfully raised startup capital.
This document discusses key metrics for SaaS startup success. It defines 8 important sales metrics: monthly recurring revenue (MRR), bookings, annual contract value (ACV), churn, cash efficiency ratio, magic number, lifetime value to customer acquisition cost ratio (LTV/CAC), and payback period. Each metric is explained with examples and notes on why it is important to measure. Target performance levels are listed for some metrics, such as aiming for a cash efficiency ratio over 10% and LTV/CAC ratio over 3x. The document concludes with a reminder that this list is not comprehensive and mentions some additional factors to track.
Evaluate a business - A beginner's guideUplyrn Team
Unlock the secrets of business valuation. Gain expertise in determining business value, negotiating effectively, and making informed business decisions.
Fundamentals of business & financial analysis Aida Makas
This document provides an overview of fundamentals of business and financial analysis. It discusses how businesses start and make money, accounting fundamentals, key financial reports including the balance sheet, income statement, and cash flow statement. It also covers strategic positioning of businesses, factors that influence growth and profitability, and how to analyze a company's past performance through horizontal analysis, vertical analysis, comparative analysis, and examining key line items.
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Analysis of Canada with a brief history and PESTEL and SWOT with regards to Indian perspective for opportunities in business, trade and strategic collaboration
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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2. What is Valuation?
“something is worth whatever someone is willing to pay for
it” – Old Saying
An estimation of monetary worth of something.
The process of determining the current worth (PV) of an
asset or a company.
4. Features of Valuation
• Partly objective and partly subjective
• Depends upon the purpose and kind of business
• Time specific
• Prospective rather than historic
• Influenced by liquidity (directly proportional)
5. components
• Commercial
Tied to an asset and transferrable
• Non-commercial
Tied to personal attributes and non transferrable
6. E-commerce
EC is the buying and selling of goods and services or
transmitting of funds and data over an electronic network,
primarily the internet.
The benefits of this type of business includes
• Round the clock availability
• Speedy and easy access
• Wide range of goods and services
• International reach
7. Types
• B2C – Business sells directly to consumer
Eg: Nike, Amazon
• B2B – Business sells directly to another business
Eg: GoDaddy, Alibaba
• C2B – consumer provides service or data to business
Eg: Paid online surveys
• C2C – Customer who no longer needs a product can sell
to another consumer
Eg: e-Bay, OLX
8. Traditional Methods of
Valuation
Asset Methodology
Based on the value of the assets owned (land and building,
plant and machinery)
Future Earnings Methodology
An estimation of the present value of future earnings
Comparable Sales Methodology
By comparing with the value of the similar businesses that
have been sold
9. Discounted Cash Flow
method
• One of the most thorough ways to value a business
• Involves forecasting the free cash flows of the company
and discounting them with a rate(WACC) to consider the
time value
• DCF should be a serious consideration with stable
business and predictable cash flows
• The variance in monthly cash flows, immaturity of
business model and quality of financial data available for
E-com business makes it just a point of comparison.
10. Valuation of E-Commerce
• In a traditional valuation method Discounted Cash Flow
method is generally used as it is the most preferred
method.
• But as E-commerce is slightly different from traditional
businesses mainly due to their high reliance on goodwill,
multiple of earning method is preferred.
• It is based on future earnings (Net profit) of the next 12
months and a multiple is applied.
11. Multiple based Methods
• This method is preferred more in the internet business
world because of its simplicity and robustness in the
event of less financial or comparable data
• The “appropriate” multiple can be calculated based on
the particular business and all the aspects the valuer
seeks
12. Process of Multiple Based
Methods
• Identifying comparable assets (similar business) and
identifying their market value
• Converting these market values into standardized values
relative to a key statistic, since absolute prices cannot be
compared.
• It creates valuation multiples
• Applying the valuation multiples to the key statistic of the
asset being valued controlling any differences between
asset and the peer
13. Commonly Used
Multiples
• P/E ratio
• EV/EBITDA
• EV/NOPAT
Not all are based on Earnings or cash flows
P/B ratio
It compares market vale to the accounting book value of
the firm’s assets
14. Earnings(precedent
transactions)
• This is the average of all the earnings multiples that E-
commerce businesses are selling for in a particular year
• A multiple of 2.62 means that, on average E-commerce
industries are selling for 2.62 times the Net profit
• Other factors like growth trends, traffic sources and
business model also goes into valuation to find whether
a business is worth less or more
15. Multiple calculation
For Eg. In a particular year 3 companies in a similar industry
were negotiated and sold
C1 with a Net profit of 55,000 sold at 1,37,500
C2 with a Net profit of 72,000 sold at 2,23,200
C3 with a Net profit of 93,000 sold at 3,06,900
C1 multiple is 1,37,500/55,000 = 2.49
C2 multiple is 2,23,200/72,000 = 3.09
C3 multiple is 3,06,900/93,000 = 3.3
Average multiple for the industry is (2.49+3.09+3.3)/3 = 2.96
If we want to value another company C4 in the same year with a
net profit of 67,300
Value of C4 = 67,300 X 2.96 = 1,99,208
16. Example
BeardBrand is a consumer retail business that sells a range of men’s grooming
products including their most popular range of beard oil products who has
blogged on reddit about their journey to $100k per month in sales. The below data
is an estimate of their sales and profit projections.
• Year 1 – Sales of $220,678 and profit of $50,088
• Year 2 – Sales of $805,831 and profit of $140,436
• Year 3 – Sales of $1,532,685 and profit of $249,736
• Year 4 – Sales of $2,249,128 and profit of $456,089
Based on the data we analysed we can make the following assumptions about the
value of the business at each year.
• Year 1 – Profit of $50,088 @ 1.5X multiple = $75,000
• Year 2 – Profit of $140,436 @ 2.3X multiple = $322,000
• Year 3 – Profit of $249,736 @ 3.1X multiple = $772,000
• Year 4 – Profit of $456,089 @3.7 X Multiple = $1.68m
As you can see from the different values, logically the larger your business the
higher the exit value that you can have.
17. SDE and EBITDA
Sellers Discretionary earnings
• Used in case of smaller companies owned and or run by
manager or owner
• It will be difficult to separate what the owner or operator
gets and the earnings of the company
Profit of the business = total sales – COGS –Expenses +
owners wage
18. EBITDA
Earnings Before Interest, Tax, Depreciation and
Amortization
• Generally used to show an investor/buyer, how much a
company is earning
• The investor does not actively run the company and
must pay a professional manger to run
• So manager’s salary is included in earnings calculation
19. Gross Merchandise
Value(GMV)
• GMV is the total sales value of the goods sold through
the market over a period of time
• GMV for E-com means, sales price charged to customer
times number of items sold
• Flipkart has a real revenue (Commission) of Rs.300
crores but a GMV of Rs. 40,000 crores
• It does not necessarily mean the company is overvalued
20. GMV calculation
For Eg in a year a company sold 5 shirts of Rs.200 and 3
books of Rs.150 and 7 pens of Rs.50 and 10 bags of
Rs.250
GMV= (5X200)+(3X150)+(7X50)+(10X250)
GMV=4300
Value of the company=GMV X Valuation multiple
VM depends on how similar companies are valued.
21. GMV Valuation
• If we consider the Flipkart example their GMV is
Rs.40,000 crores and the industry multiple at the time for
E-com is 2.5
• Value of Flipkart = 40,000 X 2.5 = Rs. 1,00,000
crores(approx)
• The latest valuation of Flipkart is USD15 billion - Forbes
22. GMV Justification
• Often RE/VC firms exited from their investments at an
3X multiple
• For Eg. If I buy a 1/7th stake in Flipkart for $1bn in
anticipation that when it goes public its enterprise value
will become $21bn
• Then my 1/7th stake would be worth $3bn and I can sell
my shares at 3 times the money I have invested
23. Valuation Factors
Irrespective of the methods used there are certain valuation
factors that have to be considered while determining the
worth of an E-commerce industry
• Customer base & Market outlook
• Brand recognition
• Store traffic
• Operating costs and financial history
24. Customer Base and
Market Outlook
• A company with an active customer base and positive market
outlook will be worth more
• Active customer base means large number of repeat
customers
• It shows their product and service quality and the factors
include
1. Size of company’s email list
2. Churn rate
3. Uniqueness of customer base
4. Rate of growth of customer base
5. No. of competitors in same market
6. Cost of acquiring new customers
25. Brand Recognition
• A recognizable brand with a well good brand identity will
be worth more
• they have a large customer base and more goodwill
• Branding is very crucial for competing and shows a loyal
and growing customer base and also an already
established presence in the web and social media
26. Store Traffic
• Store traffic is the number of people visiting the
company’s website or app
• E-commerce heavily rely on traffic because the more
people visiting the store the more likely the company can
make sales
• But high daily traffic doesn’t always mean that it will
translate into high sales
27. Operational Costs
• Like any other businesses E-com also require certain
overheads to operate the business
• So a comparison of cost and profitability has to be done
• How the underlying costs can be transferred to the new
owner?
• How underlying costs can be reduced?
28. Other Factors
Scalability
How well can the business grow to meet market demand? Is
there room for the business to enter new markets
Product concentration
How much of the company’s revenues are reliant on certain
products? Do too many products make up for too few sales
Supplier agreements
How loyal are the suppliers and special supply agreements