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All in Financial Strategy
Jo Hands writes all about driving value creation. Value creation is a word that’s used a lot, but what does it mean? Creating value - customer, consumer and financial. When a company buys a business, they focus on value creation. The business case assumes that there is value to create. This value can be created by pulling either strategic or operational levers.
Jo Hands asks the question - are you making money? It's a very simple question. Forget accounting standards and rubbish reasons your results look crap are you making sustainable earnings in your business. If your wondering how to know, here are a couple of tips…
Mark Easdown writes about forecasting. The prediction process starts with propositions, then verified, quantified and made actionable. A robust peer review occurs and 95% of predictions are modified along the way. Plummer routinely scrutinises predictions with actual events and these results are highlighted at conferences – championing the successes and sharing insights across those that were wrong. “Nobody here is hired because they’re psychic; there hired to generate insights that are useful – even if they turn out wrong. It’s useful to get you thinking”.
Private Equity firms must have a clearly defined playbook containing value creation initiatives in order to succeed. This 40+ page playbook by Whiteark is the ultimate guide to realising value in your Private Equity transaction. An asset’s full potential is realised through a holistic approach, that focuses on optimising operational performance, enhancing strategic capabilities and effective capital management.
The Guide to Getting Your Business Ready for Sale | To maximise the value of your business on exit it’s imperative that you commence strategic planning work at least 18 months to 2 years out from sale. Key elements that need to be considered in your strategic plan include...
The CFO role is not an easy one - there is a real struggle between short term financial objectives and long-term strategic outcomes. Both are very important but need to be balanced. Getting your priorities right will ensure you thrive and not just survive which ultimately is the goal for every organisation.
Return on investment is an overused phrase but an underused concept in business. What return are you going to make for that investment? What is the payback period and how confident are you on the return? Say a company can only afford to spend $20 million on investment each year how does it decide what to invest in?
It seems simple and makes sense but many companies struggle to track and measure their financial and strategic performance. At the beginning of the year, as you reset your priorities post covid-19, it is imperative that you understand a range of metrics and measurement tools. Having a weekly scorecard that measures your top 10-15 metrics is critical.
Public M&A activity reduced in FY20, largely due to global uncertainty and economic impacts resulting from the coronavirus pandemic. The transactions accounted for in this document involve Australian ASX listed targets that were conducted (or announced as intended to be conducted) by way of takeover bid or scheme of arrangement in FY20.
Revenue contribution to the Private Equity industry in Australia is forecast to decline 3.5% in 2020-21 due to Covid-19 disruptions, however, it is expected to grow 2.6% over the years through to 2025-26 to $725.3M. Private Equity firms need to consider the following four actions to ensure they can add value.
Browse and download the Whiteark guide to Zero Based Budgeting (ZBB). This is a method of budgeting where all expenses are justified at the beginning of each new budget cycle and all assumptions documented. We explore the benefits and challenges of ZBB and the 7 steps required to build your own.
To maximise the value of your business on exit it’s imperative that you commence strategic planning work at least 18 months to 2 years out from sale. Key elements that need to be considered in your strategic plan include: Key businesses drivers, competitive environment, potential buyers, global mergers & acquisition.
It’s not complicated, confusing or easy to manipulate, it doesn’t lie and shows the real health of a business. Even non-accountants understand cash as they all have to manage their personal cashflow – to ensure there is more inflows than outflows and …
