The Data Institute Acquisition Manual

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ACQUISITION MANUAL for THE TARGET COMPANY

6
Corporate Development
7
Product Management
8
Overseas Development
9
Product Distribution & Service
10
Advertising + P.R.
16
New Technology Primers
17
Physical Process & Orders
18
Competition Analysis
19
Product Perceptions
20
Customer Perceptions
Financial
Industry
Markets
Products
Data Grids
World MDB
Research MDB
Product MDB
Corporate MDB
Reference MDB

Volume
1

 

The Chairman's Overview

Boardroom notes are given in this very short section which is specifically prepared for the Chairman of a predator company and shows a resume of the problems and opportunities associated with the acquisition of the Company.

Overviews give a Base Financial & Operational Forecast for the Company and cover the balance sheet topics.

Additionally two other financial and operational scenarios are analyzed for the Company and these represent the up-side and the down-side of the acquisition. The Best Possible Scenario is the most optimistic financial forecast and the Worst Possible Scenario is the most pessimistic financial forecast.

Realization of liquidity through the possibilities of Asset Sales and Corporate Break-up is then briefly analyzed to isolate those activities of the Company which can produce an immediate cash benefit to defray acquisition costs.

Direct analysis of the component parts of the Company, by product, activity, and geographic division, is given to evaluate the possibilities of Rationalization and Break-up in Divisional and Geographic Terms. The object is to estimate the potential of cash realization through the sale of the operating components of the Company and to see where cost savings (and thus profits) can be made through rationalization of operating components.

Return on Investment (ROI) scenarios are presented so that a concise overview of all the options and decision possibilities (open to the predator after acquisition) are clearly identified.

Operational conditions reflect the stability of the Company and their financial results mirror the attractiveness of the Company in acquisition terms.

On balance this section will give the Board sufficient information to enable them to decide whether they should further investigate the acquisition of the Company.

Most of the important issues needing initial Boardroom debate will be found here and will enable the Board to quickly view the possibilities of acquiring the Target Company.

  1. Target Company Base Data

  2. Company Products, Markets, Operations & Competitors

  3. Target Company Historic Financial Data

  4. Financial & Operational Forecast

  5. Company Valuations

  6. Derived -v- Published Financial Data

  7. Asset Sales & Corporate Break-up


1

Base Data: The Company

 

 

Board of Directors

 

**** **** ****

Chairman

 

**** **** ****

Chief Executive Officer

 

**** **** ****

 

 

**** **** ****

 

 

**** **** ****

 

 

**** **** ****

 

 

**** **** ****

 

 

**** **** ****

 

 

 

Executives

 

**** **** ****

****

 

**** **** ****

****

 

**** **** ****

****

 

**** **** ****

****

 

**** **** ****

****

 

**** **** ****

****

 

**** **** ****

****

 

 

Corporate Summary

 

Parent Company:

****

 

Mainline product / service:

****

 

Bankers:

****

 

Year established:

****

 

Current employees:

****

 

Issued capital:

****

 

Shareholders:

See supporting documentation

 

Last published turnover:

****

 

Subsidiaries:

****

****

 

Associated companies

****

****

 

Companies represented:

****

****

 

Agencies:

****

****

 

Physical processing locations:

****

 

Capital investment:

****

****

 

Advertising expenditure:

****

****

 

Advertising media:

****

****

 

Advertising posture:

****

****

 

Sales promotion activity:

****

****

 

Method of selling:

****

****

 

Distribution:

****

****

 

Distribution network:

****

****

 

Use of distribution channels:

****

****



 

2

Products, Markets, Operations & Competitors: The Target Company

 

Company Products

Products & Services

Significant Company Products

Company Product / Brand Sector 1

Company Product / Brand Sector 2

Company Product / Brand Sector 3

Company Product / Brand Sector 4

Company Product / Brand Sector 5

Company Product / Brand Sector 6

Company Product / Brand Sector 7

Company Product / Brand Sector 8

Company Product / Brand Sector 9

Company Product / Brand Sector 10

Company Product / Brand Sector 11

Company Product / Brand Sector 12

Company Product / Brand Sector 13

Company Product / Brand Sector 14

Company Product / Brand Sector 15

Major Products

Industry Product Sector 1

Industry Product Sector 2

Industry Product Sector 3

Industry Product Sector 4

Industry Product Sector 5

Industry Product Sector 6

Industry Product Sector 7

Industry Product Sector 8

Industry Product Sector 9

Industry Product Sector 10

Industry Product Sector 11

Industry Product Sector 12

Industry Product Sector 13

Industry Product Sector 14

Industry Product Sector 15

 

Company Trade Cell

Trade Cell

Significant Company Markets

Company Trading Area 1

Company Trading Area 2

Company Trading Area 3

Company Trading Area 4

Company Trading Area 5

Company Trading Area 6

Company Trading Area 7

Company Trading Area 8

Company Trading Area 9

Company Trading Area 10

Company Trading Area 11

Company Trading Area 12

Company Trading Area 13

Company Trading Area 14

Company Trading Area 15

Major Trade Cell Markets

Industry Trade Cell Market / Sector 1

Industry Trade Cell Market / Sector 2

Industry Trade Cell Market / Sector 3

Industry Trade Cell Market / Sector 4

Industry Trade Cell Market / Sector 5

Industry Trade Cell Market / Sector 6

Industry Trade Cell Market / Sector 7

Industry Trade Cell Market / Sector 8

Industry Trade Cell Market / Sector 9

Industry Trade Cell Market / Sector 10

Industry Trade Cell Market / Sector 11

Industry Trade Cell Market / Sector 12

Industry Trade Cell Market / Sector 13

Industry Trade Cell Market / Sector 14

Industry Trade Cell Market / Sector 15

 

Target Company Operations

Industry Operations

Significant Company Operations

Company Operations & Activities 1

Company Operations & Activities 2

Company Operations & Activities 3

Company Operations & Activities 4

Company Operations & Activities 5

Company Operations & Activities 6

Company Operations & Activities 7

Company Operations & Activities 8

Company Operations & Activities 9

Company Operations & Activities 10

Company Operations & Activities 11

Company Operations & Activities 12

Company Operations & Activities 13

Company Operations & Activities 14

Company Operations & Activities 15

Industry Operations

Industry Operations & Activities 1

Industry Operations & Activities 2

Industry Operations & Activities 3

Industry Operations & Activities 4

Industry Operations & Activities 5

Industry Operations & Activities 6

Industry Operations & Activities 7

Industry Operations & Activities 8

Industry Operations & Activities 9

Industry Operations & Activities 10

Industry Operations & Activities 11

Industry Operations & Activities 12

Industry Operations & Activities 13

Industry Operations & Activities 14

Industry Operations & Activities 15

 

Company Competitors

Industry Competitors

Significant Company Competitors

Company Competitors 1

Company Competitors 2

Company Competitors 3

Company Competitors 4

Company Competitors 5

Company Competitors 6

Company Competitors 7

Company Competitors 8

Company Competitors 9

Company Competitors 10

Company Competitors 11

Company Competitors 12

Company Competitors 13

Company Competitors 14

Company Competitors 15

Industry Competition

Industry Chief Overall Service Competitor

Industry Main National Market Competitor

Industry Main Regional / Local Market Competitor

Industry Main Trade Cell Market Competitor

Industry Main National Product Superiority Competitor

Industry Main Trade Cell Product Superiority Competitor

Industry Main National Price Competition Competitor

Industry Main Trade Cell Price Competition Competitor

Industry Main National Financial Strength Competitor

Industry Main Trade Cell Financial Strength Competitor

Industry Main National Customer Satisfaction Competitor

Industry Main Trade Cell Customer Satisfaction Competitor

Industry Main National Marketing Aggression Competitor

Industry Main Trade Cell Marketing Aggression Competitor

Industry Main New Product Development Competitor

 

3

Historic Financial Data: The Company

 

PUBLISHED HISTORIC FINANCIAL DATA & VALUATION ISSUES

 

There are two types of financial data for the Company, firstly the published figures and secondly, the derived figures.

Derived financial figures are highly critical of creative accounting techniques, capitalization and valuations of intangibles, valuations of stock or inventory, valuations of investments and the valuations of fixed assets.

Another word for derived financial figures are realistic financial figures which are free of all the puff, obfuscation and egotism frequently practiced by corporate management.

In this section one can examine the published financial figures of the industry as opposed to the derived figures.

 

 

The Target Company

Industry Comparisons

 

 

 

 Previous 

 Previous 

 Last Year 

Total Sales 
in currency of the company
 
$****
$****
$****
Domestic Sales
%
 
 
 
Exports
%
****%
****%
****%
Pre-tax Profit
%
****%
****%
****%
Interest Paid
%
****%
****%
****%
Non-trading Income
%
****%
****%
****%
Operating Profit
%
****%
****%
****%
Depreciation:   Structures
%
****%
****%
****%
Depreciation:   Plant & Equip.
%
****%
****%
****%
Depreciation:   Miscellaneous
%
****%
****%
****%
Total Depreciation
%
****%
****%
****%
Trading Profit
%
****%
****%
****%
Intangible Assets
%
****%
****%
****%
Intermediate Assets
%
****%
****%
****%
Fixed Assets: Structures
%
****%
****%
****%
Fixed Assets: Plant & Equip.
%
****%
****%
****%
Fixed Assets: Miscellaneous
%
****%
****%
****%
Fixed Assets
%
****%
****%
****%
Capital Expenditure: Structures
%
****%
****%
****%
Capital Expend. Plant and Eq.
%
****%
****%
****%
Capital Expenditure on Vehicles
%
****%
****%
****%
Cap. Exp. Data Processing Eq.
%
****%
****%
****%
Cap. Exp. Miscellaneous Items
%
****%
****%
****%
Total Capital Expenditure
%
****%
****%
****%
Retirements:  Structures
%
****%
****%
****%
Retirements:  Plant and Equip.
%
****%
****%
****%
Retirements:  Miscellaneous
%
****%
****%
****%
Total Retirements
%
****%
****%
****%
Total Fixed Assets
%
****%
****%
****%
Finished Product Stocks
%
****%
****%
****%
Work in Progress as Stocks
%
****%
****%
****%
Materials as Stocks
%
****%
****%
****%
Total Stocks / Inventory
%
****%
****%
****%
Debtors
%
****%
****%
****%
Miscellaneous Current Assets
%
****%
****%
****%
Total Current Assets
%
****%
****%
****%
Total Assets
%
****%
****%
****%
Creditors
%
****%
****%
****%
Short Term Loans
%
****%
****%
****%
Miscellaneous Current Liabilities
%
****%
****%
****%
Total Current Liabilities
%
****%
****%
****%
Net Assets / Capital Employed
%
****%
****%
****%
Shareholders Funds
%
****%
****%
****%
Long Term Loans
%
****%
****%
****%
Misc. Long Term Liabilities
%
****%
****%
****%
Workers
Unit
 
 
 
Hours Worked
Unit
 
 
 
Work in 1st Quarter  % p.a.
 
****%
****%
****%
Work in 2nd Quarter  % p.a.
 
****%
****%
****%
Work in 3rd Quarter  % p.a.
 
****%
****%
****%
Work in 4th Quarter  % p.a.
 
****%
****%
****%
Total Employees
Unit
 
 
 
Raw Materials Cost
%
****%
****%
****%
Finished Materials Cost
%
****%
****%
****%
Fuel Cost
%
****%
****%
****%
Electricity Cost
%
****%
****%
****%
Supplies/Materials/Energy Costs
%
****%
****%
****%
Payroll Costs
%
****%
****%
****%
Wages
%
****%
****%
****%
Directors' Remunerations
%
****%
****%
****%
Employee Benefits
%
****%
****%
****%
Employee Commissions
%
****%
****%
****%
Total Employees Remunerations
%
****%
****%
****%
Sub Contractors
%
****%
****%
****%
Rental & Leasing: Structures
%
****%
****%
****%
Rental/Leasing: Plant & Equip.
%
****%
****%
****%
Total Rental & Leasing Costs
%
****%
****%
****%
Maintenance: Structures
%
****%
****%
****%
Maintenance: Plant and Equip.
%
****%
****%
****%
Total Maintenance Costs
%
****%
****%
****%
Services Purchased
%
****%
****%
****%
Communications Costs
%
****%
****%
****%
Miscellaneous Expenses
%
****%
****%
****%
Sales Variable & Commissions
%
****%
****%
****%
Sales Expenses and Costs
%
****%
****%
****%
Sales Materials Costs
%
****%
****%
****%
Total Sales Costs
%
****%
****%
****%
Distribution Fixed Costs
%
****%
****%
****%
Distribution Variable Costs
%
****%
****%
****%
Warehousing Fixed Costs
%
****%
****%
****%
Warehousing Variable Costs
%
****%
****%
****%
Physical Handling Fixed Costs
%
****%
****%
****%
Physical Handling Variable Costs
%
****%
****%
****%
Physical Process Fixed Costs
%
****%
****%
****%
Physical Process Variable Costs
%
****%
****%
****%
Total Distribution & Handling
%
****%
****%
****%
Mailing & Correspondence Costs
%
****%
****%
****%
Media Advertising Costs
%
****%
****%
****%
Advertising Materials & Print
%
****%
****%
****%
POS & Display Costs
%
****%
****%
****%
Exhibition & Events Costs
%
****%
****%
****%
Total Advertising Costs
%
****%
****%
****%
Product Returns & Rejection
%
****%
****%
****%
Product Installation Costs
%
****%
****%
****%
Product Breakdown Costs
%
****%
****%
****%
Product Configuration Costs
%
****%
****%
****%
Product Service/Maintenance
%
****%
****%
****%
Customer Problem Solving Costs
%
****%
****%
****%
Total After-Sales Costs
%
****%
****%
****%
Total Marketing Costs
%
****%
****%
****%
New Technology Expenditure
%
****%
****%
****%
New Production Technology Exp.
%
****%
****%
****%
Total Research & Development
%
****%
****%
****%
Total Operational Costs
%
****%
****%
****%
Debtors within Agreed Terms
%
****%
****%
****%
Debtors Outside Agreed Terms
%
****%
****%
****%
Un-recoverable Debts
%
****%
****%
****%
 
 
 
 
 

 

INDUSTRY HISTORIC FINANCIAL DATA

The industry data given in this report covers a number of industry sectors, however the Primary Industry sector is the most important for the Company, and this is shown above.

 

BASE COUNTRY PRIMARY INDUSTRY FINANCIAL DATA

HISTORIC FINANCIAL DATA

 Financial Definitions

 

NAICS INDUSTRY SECTORS COVERED IN THIS REPORT:

  • 1: Product Code Title 1

  • 2: Product Code Title 2

  • 3: Product Code Title 3

  • 4: Product Code Title 4

  • 5: Product Code Title 5

The industry sector classifications are based on the U.S. NAICS definitions.

BASE COUNTRY HISTORIC

INDUSTRY SECTOR FINANCIAL DATA

1
2
3
4
5

 

NAICS Product Definitions

 

Financial Definitions

 


 Financial Definitions

 


4

Forecast Financial Data:   The Target Company

 

The BALANCE SHEET FORECASTS give a series of forecasts for the Company using a number of assumptions relating to the market environment.

  • Median or Base Market Growth

  • Best Market Growth

  • Worst Market Growth

The links below point to the industry and market situation, and to the situation in respect of the Company:-

THE TARGET COMPANY

INDUSTRY & MARKET

MEDIAN FINANCIAL FORECAST

MEDIAN: Financials

MEDIAN: Margins & Ratio

MEDIAN FINANCIAL FORECAST

MEDIAN: Financials

MEDIAN: Margins & Ratios

BEST FINANCIAL FORECAST

BEST: Financials

BEST: Margins

BEST FINANCIAL FORECAST

BEST: Financials

BEST: Margins

WORST FINANCIAL FORECAST

WORST: Financials

WORST: Margins

WORST FINANCIAL FORECAST

WORST: Financials

WORST: Margins


 Financial Definitions

 

 

5

Target Company Valuation 

 

DERIVED ASSET VALUATION


Any value placed on the Company falls into two areas, firstly the actual net worth of the company to potential investors and secondly the premium above that value which an investor may be willing to pay in order to acquire the asset.

Since this section of the report is designed to show the derived value of the assets and not any inflated value placed on the Company by share prices or speculators this section concentrates on tangible values.

Corporate history is punctuated with the results of the triumph of enthusiasm over experience.  The results of overeager enthusiasm are, of course, long-term failure.

Simple reliance on historic accounts can be unwise and thus this part of the report will seek to suggest more realistic valuations.

Essentially the security of the markets served must also be questioned. Far too many investments based on a so-called dynamic market position have all too soon been shown to be illusory.

The premium the investor is willing to pay above the actual tangible value of the investment is a political decision which is, more often than not, based on questionable objective or rational factors.

 

VALUATION METHODS


There are a number of methods available for the evaluation of the value of the Company to a potential investor. Some of these methods are based on simulations, some on hypothetical value and some on perceived values of assets.

This report has little faith in simulation or hypothetical valuations and thus places most emphasis on the value of assets. Furthermore the valuation of the assets of the Company must distinguish between the perceptions of the reported corporate assets and the actual or realizable value of those assets.

There are four techniques which might be used in the production of a value for the industry:-


1. Earnings & P/E Ratios

This measure of the Company asset's value is qualitative by nature and relies on the relationship between the net profit (after tax, interest, minority interests and certain dividends) available to common shareholders which is divided by the share price of the Company.

The events of the Stock Market crashes of 1987and 2001, and the various accounting scandals which have occurred in even the most regulated of countries, the uncertainty and un-safeness of the calculation, and a general belief that this measure of company value is highly suspect and superficial means that this report will avoid an Earnings P/E related calculation of the industry value.



2. Current Value

This method of valuation essentially calculates the expected cash flow of the Company. A discount rate is applied to the forecasted cash flow and this represents the after-tax return from the investment.

This model uses a number of long-term forecasts which place a significant reliance on the markets serviced by  the industry and the products and services supplied. The forecast, which may be for a period of 7-14 years, relies on a high level of speculation.

The calculation produces a Net Current Value (NCV) using the following formula:

NCV =

C


1+r

C2


(1+r2)

...

Cn


(1+r)n

where,

Cn 

=  CASH FLOW over years n

=  DISCOUNT RATE

n 

=  number of YEARS


Readers can use the market data sections to make the necessary Cash Flow projections for the industry and thereafter calculate the NCV values.

The Best and Worst Market Based Turnover Scenarios should be used to analyze the up-side and down-side possibilities for the industry.

YEAR END

Previous

Previous

Last Year

Total Turnover

$****

$****

$****

Domestic Turnover

Export Turnover

****%

****%

****%

TRADING PROFIT

****%

****%

****%

- Depreciation

****%

****%

****%

OPERATING PROFIT

****%

****%

****%

- Interest Paid

****%

****%

****%

- Non-Trading Income

****%

****%

****%

PRE-TAX PROFIT

****%

****%

****%

Figures given as a % of Turnover

This method of defining the value of the industry is not recommended as it is uncertain and speculative.



3. Net Asset Value

The historic accounts for the industry shown in this report provide the following data:

YEAR END

Previous

Previous

Last Year

Fixed Assets

****%

****%

****%

 Intangible Assets

****%

****%

****%

 Intermediate Assets

****%

****%

****%

TOTAL FIXED ASSETS

****%

****%

****%

 Stocks / Inventory

****%

****%

****%

 Debtors

****%

****%

****%

 Miscellaneous Assets

****%

****%

****%

TOTAL CURRENT ASSETS

****%

****%

****%

TOTAL ASSETS

****%

****%

****%

 Creditors

****%

****%

****%

 Short Term Loans

****%

****%

****%

 Miscellaneous Liabilities

****%

****%

****%

TOTAL CURRENT LIABILITIES

****%

****%

****%

NET ASSETS

****%

****%

****%

 Long Term Loans

****%

****%

****%

 Miscellaneous Long Term Liabilities

****%

****%

****%

NET VALUE

****%

****%

****%

Figures given as a % of Turnover



Some merchant bankers and accountants suggest that a percentage should be added to the reported Net (Book) Value.

The percentage increase varies from 10% to 25%.

This report suggests that, in fact, the prudent investor will take a 10-15% discount and reduce the Net Value figure by this amount.

The reason for this is the predilection of companies to inflate certain items in the balance sheet;  for example,  debts owed, stock values, intangible and intermediate assets, property and investments.  Thus the safest course is to discount the Net Value of the firm in order to see the true picture. Furthermore there is the likelihood that some liabilities and future costs have been underestimated and this too will tend to devalue the Net Value of the company.



4. Return on Investment

This calculation uses the measure of Pre-Tax Profit as a percentage of Net Assets and is, in the opinion of this report, the best method of evaluating:

YEAR END

Previous

Previous

Last Year

PRE-TAX PROFIT

****%

****%

****%

- Less, Interest Paid

****%

****%

****%

- Divided by, TOTAL ASSETS

****%

****%

****%

Return on Investment

****

****

****

Figures given as a % of Turnover


 

DERIVED HISTORIC FINANCIAL DATA

 

 

Derived Historic Balance Sheet

 

 Previous 

 Previous 

 Last Year 

 

Total Sales

100%

$****

$****

$****

 

Domestic Sales

%

 

Exports

%

****%

****%

****%

 

Pre-tax Profit

%

****%

****%

****%

 

Interest Paid

%

****%

****%

****%

 

Non-trading Income

%

****%

****%

****%

 

Operating Profit

%

****%

****%

****%

 

Depreciation:   Structures

%

****%

****%

****%

 

Depreciation:   Plant and Equipment

%

****%

****%

****%

 

Depreciation:   Miscellaneous Items

%

****%

****%

****%

 

Total Depreciation

%

****%

****%

****%

 

Trading Profit

%

****%

****%

****%

 

Intangible Assets

%

****%

****%

****%

 

Intermediate Assets

%

****%

****%

****%

 

Fixed Assets: Structures

%

****%

****%

****%

 

Fixed Assets: Plant and Equipment

%

****%

****%

****%

 

Fixed Assets: Miscellaneous Items

%

****%

****%

****%

 

Fixed Assets

%

****%

****%

****%

 

Capital Expenditure on Structures

%

****%

****%

****%

 

Capital Expenditure on Plant and Equipment

%

****%

****%

****%

 

Capital Expenditure on Vehicles

%

****%

****%

****%

 

Capital Expenditure on Data Processing Equipment

%

****%

****%

****%

 

Capital Expenditure on Miscellaneous Items

%

****%

****%

****%

 

Total Capital Expenditure

%

****%

****%

****%

 

Retirements:  Structures

%

****%

****%

****%

 

Retirements:  Plant and Equipment

%

****%

****%

****%

 

Retirements:  Miscellaneous Items

%

****%

****%

****%

 

Total Retirements

%

****%

****%

****%

 

Total Fixed Assets

%

****%

****%

****%

 

Finished Product Stocks

%

****%

****%

****%

 

Work in Progress as Stocks

%

****%

****%

****%

 

Materials as Stocks

%

****%

****%

****%

 

Total Stocks / Inventory

%

****%

****%

****%

 

Debtors

%

****%

****%

****%

 

Miscellaneous Current Assets

%

****%

****%

****%

 

Total Current Assets

%

****%

****%

****%

 

Total Assets

%

****%

****%

****%

 

Creditors

%

****%

****%

****%

 

Short Term Loans

%

****%

****%

****%

 

Miscellaneous Current Liabilities

%

****%

****%

****%

 

Total Current Liabilities

%

****%

****%

****%

 

Net Assets / Capital Employed

%

****%

****%

****%

 

Shareholders Funds

%

****%

****%

****%

 

Long Term Loans

%

****%

****%

****%

 

Miscellaneous Long Term Liabilities

%

****%

****%

****%

 

Workers

Unit

 

Hours Worked

Unit

 

Work in 1st Quarter

% p.a.

****%

****%

****%

 

Work in 2nd Quarter

% p.a.

****%

****%

****%

 

Work in 3rd Quarter

% p.a.

****%

****%

****%

 

Work in 4th Quarter

% p.a.

****%

****%

****%

 

Total Employees

Units

 

Raw Materials Cost

%

****%

****%

****%

 

Finished Materials Cost

%

****%

****%

****%

 

Fuel Cost

%

****%

****%

****%

 

Electricity Cost

%

****%

****%

****%

 

Total Input Supplies / Materials and Energy Costs

%

****%

****%

****%

 

Payroll Costs

%

****%

****%

****%

 

Wages

%

****%

****%

****%

 

Directors' Remunerations

%

****%

****%

****%

 

Employee Benefits

%

****%

****%

****%

 

Employee Commissions

%

****%

****%

****%

 

Total Employees Remunerations

%

****%

****%

****%

 

Sub Contractors

%

****%

****%

****%

 

Rental & Leasing: Structures

%

****%

****%

****%

 

Rental & Leasing: Plant and Equipment

%

****%

****%

****%

 

Total Rental & Leasing Costs

%

****%

****%

****%

 

Maintenance: Structures

%

****%

****%

****%

 

Maintenance: Plant and Equipment

%

****%

****%

****%

 

Total Maintenance Costs

%

****%

****%

****%

 

Services Purchased

%

****%

****%

****%

 

Communications Costs

%

****%

****%

****%

 

Miscellaneous Expenses

%

****%

****%

****%

 

Sales Personnel Variable & Commission Costs

%

****%

****%

****%

 

Sales Expenses and Costs

%

****%

****%

****%

 

Sales Materials Costs

%

****%

****%

****%

 

Total Sales Costs

%

****%

****%

****%

 

Distribution Fixed Costs

%

****%

****%

****%

 

Distribution Variable Costs

%

****%

****%

****%

 

Warehousing Fixed Costs

%

****%

****%

****%

 

Warehousing Variable Costs

%

****%

****%

****%

 

Physical Handling Fixed Costs

%

****%

****%

****%

 

Physical Handling Variable Costs

%

****%

****%

****%

 

Physical Process Fixed Costs

%

****%

****%

****%

 

Physical Process Variable Costs

%

****%

****%

****%

 

Total Distribution and Handling Costs

%

****%

****%

****%

 

Mailing & Correspondence Costs

%

****%

****%

****%

 

Media Advertising Costs

%

****%

****%

****%

 

Advertising Materials & Print Costs

%

****%

****%

****%

 

POS & Display Costs

%

****%

****%

****%

 

Exhibition & Events Costs

%

****%

****%

****%

 

Total Advertising Costs

%

****%

****%

****%

 

Product Returns & Rejection Costs

%

****%

****%

****%

 

Product Installation & Re-Installation Costs

%

****%

****%

****%

 

Product Breakdown & Post Installation Costs

%

****%

****%

****%

 

Product Systems & Configuration Costs

%

****%

****%

****%

 

Product Service & Maintenance Costs

%

****%

****%

****%

 

Customer Problem Solving & Complaint Costs

%

****%

****%

****%

 

Total After-Sales Costs

%

****%

****%

****%

 

Total Marketing Costs

%

****%

****%

****%

 

New Technology Expenditure

%

****%

****%

****%

 

New Production Technology Expenditure

%

****%

****%

****%

 

Total Research and Development Expenditure

%

****%

****%

****%

 

Total Operational & Process Costs

%

****%

****%

****%

 

Debtors within Agreed Terms

%

****%

****%

****%

 

Debtors Outside Agreed Terms

%

****%

****%

****%

 

Un-recoverable Debts

%

****%

****%

****%

Figures given as a % of Turnover


Financial Definitions

 

 

6

Published -v- Derived Forecasts for the Target Company

 

DERIVED HISTORIC + FORECAST FINANCIAL DATA

 

 

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2018

... 2028

LEGEND

Total Sales in local currency of
the Company
****
****
****
****
****
****
****
****
****
****
****
****
****
****
100%
Domestic Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Exports
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Pre-tax Profit
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Interest Paid
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Non-trading Income
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Operating Profit
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Depreciation:   Structures
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Depreciation:   Plant and Equipment
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Depreciation:   Miscellaneous Items
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Depreciation
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Trading Profit
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Intangible Assets
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Intermediate Assets
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Fixed Assets: Structures
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Fixed Assets: Plant and Equipment
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Fixed Assets: Miscellaneous Items
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Fixed Assets
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Capital Expenditure on Structures
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Capital Expenditure on Plant and Equipment
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Capital Expenditure on Vehicles
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Cap. Expend. on Data Processing Equipment
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Capital Expenditure on Miscellaneous Items
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Capital Expenditure
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Retirements:  Structures
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Retirements:  Plant and Equipment
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Retirements:  Miscellaneous Items
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Retirements
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Fixed Assets
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Finished Product Stocks
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Work in Progress as Stocks
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Materials as Stocks
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Stocks / Inventory
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Debtors
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Miscellaneous Current Assets
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Current Assets
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Assets
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Creditors
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Short Term Loans
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Miscellaneous Current Liabilities
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Current Liabilities
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Net Assets / Capital Employed
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Shareholders Funds
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Long Term Loans
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Miscellaneous Long Term Liabilities
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Workers
****
****
****
****
****
****
****
****
****
****
****
****
****
****
persons
Hours Worked
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Hours
Work in 1st Quarter
****
****
****
****
****
****
****
****
****
****
****
****
****
****
% p.a.
Work in 2nd Quarter
****
****
****
****
****
****
****
****
****
****
****
****
****
****
% p.a.
Work in 3rd Quarter
****
****
****
****
****
****
****
****
****
****
****
****
****
****
% p.a.
Work in 4th Quarter
****
****
****
****
****
****
****
****
****
****
****
****
****
****
% p.a.
Total Employees
****
****
****
****
****
****
****
****
****
****
****
****
****
****
persons
Raw Materials Cost
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Finished Materials Cost
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Fuel Cost
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Electricity Cost
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Input Supplies / Materials + Energy Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Payroll Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Wages
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Directors' Remunerations
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Employee Benefits
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Employee Commissions
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Employees Remunerations
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Sub Contractors
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Rental & Leasing: Structures
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Rental & Leasing: Plant and Equipment
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Rental & Leasing Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Maintenance: Structures
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Maintenance: Plant and Equipment
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Maintenance Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Services Purchased
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Communications Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Miscellaneous Expenses
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Sales Personnel Variable & Commission Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Sales Expenses and Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Sales Materials Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Sales Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Distribution Fixed Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Distribution Variable Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Warehousing Fixed Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Warehousing Variable Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Physical Handling Fixed Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Physical Handling Variable Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Physical Process Fixed Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Physical Process Variable Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Distribution and Handling Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Mailing & Correspondence Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Media Advertising Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Advertising Materials & Print Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
POS & Display Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Exhibition & Events Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Advertising Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Product Returns & Rejection Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Product Installation & Re-Installation Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Product Breakdown & Post Installation Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Product Systems & Configuration Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Product Service & Maintenance Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Customer Problem Solving & Complaint Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total After-Sales Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Marketing Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
New Technology Expenditure
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
New Production Technology Expenditure
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Research and Development Expenditure
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Total Operational & Process Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Debtors within Agreed Terms
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Debtors Outside Agreed Terms
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%
Un-recoverable Debts
****
****
****
****
****
****
****
****
****
****
****
****
****
****
%

Figures given as a % of Turnover

 

DERIVED HISTORIC + FORECAST FINANCIAL MARGINS & RATIOS

   

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2018

... 2028

Return on Capital %
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Return on Assets %
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Return on Shareholders' Funds %
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Pre-tax Profit Margins %
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Operating Profit Margin %
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Trading Profit Margin %
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Return on Investment %
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Assets Utilization (Ratio of Sales to Total Assets)
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Sales as a ratio of Fixed Assets
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Stock Turnover (Sales as a ratio of Stocks)
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Credit Period (Days)
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Creditors' Ratio (Creditors/Sales times 365 days)
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Default Debtors given as a Ratio of Total Debtors
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Un-Recoverable Debts Ratio of Total Debts
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Working Capital / Sales %
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Materials & Energy Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Added Value %
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Investment as a Ratio of Added Value
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Value of Plant & Equipment as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Vertical Integration (Value Added as a % of Sales)
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Research & Development Investment % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Capital Expenditure Investment as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Marketing Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Current Ratio (Current Assets : Current Liabilities)
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Quick Ratio
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Borrowing Ratio (Total Debt ratio of Net Worth)
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Equity Ratio (Shareholders Funds : Tot. Liabilities)
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Income Gearing
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Total Debt as a ratio of Working Capital
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Debt Gearing Ratio (Long Term Loans : Net Worth)
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Average Remuneration (all employees- full + part)
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Profit per Employee
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Sales per Employee
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Remunerations / Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Fixed Assets per Employee
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Capital Employed per Employee
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Total Assets per Employee
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Value of Average Investment per Employee
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Value Added per Employee
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Materials Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Wage Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Payroll and Wages as a Ratio to Materials
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Variable Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Fixed Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Fixed Costs as a Ratio of Variable Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Distribution Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Warehousing Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Physical Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Fixed as a Ratio of Variable Distribution Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Fixed as a Ratio of Variable Warehousing Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Fixed as a Ratio of Variable Physical Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Fixed : Variable Distribution & Handling Cost Ratio
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Product Returns & Rejections Costs % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Product Installation & Associated Costs % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Product Breakdown & Associated Costs % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Product Systems & Associated Costs % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Product Service & Associated Costs % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Customer Complaint & Assoc. Costs % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Stock Work in Progress Ratio to Finished Products
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Stock Materials as a Ratio of Work in Progress
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Un-recoverable Debts as a Ratio of Total Debt
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Un-recoverable Debts Ratio Debts Within Terms
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Total Sales Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Total Distribution & Handling Costs % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Total Advertising Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Total After-Sales Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Total Customer Compensation Costs % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Total Variable Marketing Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Total Fixed Marketing Costs as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Total Fixed :  Variable Marketing Costs Ratio
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Variable Sales Personnel Costs : Marketing Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Variable Distrib./Handling Ratio Marketing Costs
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Variable Advertising : Marketing Costs Ratio
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Variable After-Sales : Marketing Cost Ratios
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Sales Personnel Variable Costs Ratio of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Sales Personnel Variable Costs Ratio of Debtors
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Sales Personnel Var. Costs: Un-Recoverable Debts
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Exports as a % of Sales
****
****
****
****
****
****
****
****
****
****
****
****
****
****
 Hourly Pay Rate
****
****
****
****
****
****
****
****
****
****
****
****
****
****
 Hourly Wage Rate
****
****
****
****
****
****
****
****
****
****
****
****
****
****
Capital Employed
****
****
****
****
****
****
****
****
****
****
****
****
****
****

Figures given as a % of Turnover


 

 

 

PUBLISHED + DERIVED FINANCIAL FORECASTS


The PUBLISHED + DERIVED BALANCE SHEET FORECASTS section gives a series of Forecasts for the Company using a number of assumptions relating to the financial decisions available to the present and future management of the Company.

The Balance sheet forecast given shows the effects of financial improvements which Financial Management is likely to recommend:



VALUATION

  • Published Base Forecast : Best Market Scenario

  • Published Base Forecast : Median Market Scenario

  • Published Base Forecast : Worst Market Scenario

 

  • Derived Base Forecast : Best Market Scenario

  • Derived Base Forecast : Median Market Scenario

  • Derived Base Forecast : Worst Market Scenario

 

Managers in the Company will, in both the short-term and the long-term, have vital decisions to make regarding the financial improvements, margins and profitability and these decisions will need to be evaluated in light of the customers, markets, competitors, products, industry and internal factors. The scenarios given isolate a number of the most important factors and provide balance sheet forecasts for each of the scenarios.

The data provides a short and medium term forecast covering the next 7 years for each of the Forecast Financial and Operational items. The Financial and Operational Data sections show each of the forecast data items and covers a period of the next 7 years.

 

PUBLISHED FINANCIAL FORECASTS

DERIVED FINANCIAL FORECASTS

 

Published Base for the Company: Best Market Scenario

PUBLISHED BEST  FORECAST : Financials

PUBLISHED BEST  FORECAST : Margins & Ratios

 

Published Base for the Company: Median Market Scenario

PUBLISHED MEDIAN  FORECAST : Financials

PUBLISHED MEDIAN  FORECAST : Margins & Ratios

 

Published Base for the Company: Worst Market Scenario

PUBLISHED WORST  FORECAST : Financials

PUBLISHED WORST  FORECAST : Margins & Ratios

 

Derived Base for the Company: Best Market Scenario

DERIVED BEST  FORECAST : Financials

DERIVED BEST  FORECAST : Margins & Ratios

 

Derived Base for the Company: Median Market Scenario

DERIVED MEDIAN  FORECAST : Financials

DERIVED MEDIAN  FORECAST : Margins & Ratios

 

Derived Base for the Company: Worst Market Scenario

DERIVED WORST  FORECAST : Financials

DERIVED WORST  FORECAST : Margins & Ratios


Financial Definitions

 

7

The Target Company Break-up and Asset Sales

 

COMPANY BREAK-UP + ASSET SALES

A strictly confidential briefing is available to clients which will identified and isolates the following matters:

 

  1. Target Company Assets

  2. Assets availablity and marketability

  3. Company Products & Brands

  4. Products & Brands availablity and marketability

  5. Potential Purchasers of the Company Assets & Products

  6. Potential  Valuations for the Company Assets & Products

Clients wishing such a briefing should contact support@acquisitionreport.com


 

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