Business Valuation – We apply multiple methods in appraising a company´s value. Valuation results are applied to business strategy and capital investment decisions, as well as acquisitions and divestitures. When intrinsic value is not reflected in market value, we assist investor relations in addressing the gap in value.
Business Strategy – Whether in an offsite Strategic Review for the Board of Directors, an Investor Relations presentation, or a Strategic Planning or Operating Plan project across the company, we focus on decisions which will improve performance, competitive position and value. Project scope can include the corporate portfolio, a division or business unit, or specific product market groups.
Competitive Positioning – Projects focus on the key variables which directly link to valuation in assessing relative competitive performance and position. Together with analysis of the company´s business and industry economics, competitive positioning yields tangible recommendations, with direct bottom lines results.
Acquisitions & Divestitures – We do acquisitions to capture growth, and divestitures to reallocate capital to higher profit or growth businesses. Projects tend to focus on small scale, existing business related acquisitions or divestitures in adjacent geographic markets. We think there are many specific opportunities to capture growth via cross-border international acquisitions, as well as marketing and distribution agreements.
Marketing & Distribution – We capture growth by improving marketing and distribution strategy, planning and execution. The cornerstones are: competitive positioning, market segments, product/service performance, new product development, pricing, distribution, and promotional plans. Distribution projects go for growth by expanding distribution to adjacent markets. Distribution channel realignment has proved to be particularly beneficial in capturing both profit and growth opportunities.
Turnaround Plans – For an underperforming business, the emphasis is on making and implementing decisions to turnaround performance. In some cases, the goal is to stop losses while preparing to divest. In others, the viability of a genuine long run improvement is real. The critical elements in any successful turnaround are a tightly knit team, a business operations review, and analysis of cost/volume and margin/growth tradeoffs among products, markets and channels.