This process can assist in any form of organizational growth
- Market Growth
- Financial Growth
- Business Evaluation
- Process Improvement
- Continuity Planning
- Business Efficiency
- Operational Cost Reduction
Organizational Growth and vales are composed of many factors. Most financial institutions, Business Brokers, and Owners or CEO’s base value on numerical facts, transactional growth, and current market trends. Organizational health can only be assessed and achieved through a deep analysis of each moving part within the business that makes it operate and function on a daily basis. There are 4 quadrants that most Owners and CEO’s fall into when discussing business growth, regardless of the Growth concern or need our evaluation can assist in that growth for the organization.
Our business discovery report is a low level look into your organizational health and creates a snapshot of your operational efficiency vs other organizations within the same market. You will see the gap in your business value or the gap in revenue vs your competitors. After the initial Discover, you will have the opportunity to engage in a deeper assessment that will uncover 18 core values that every organization operates within. Comparing these operational values to other organizations within your industry is an invaluable tool for growth and drives a new value to the bottom line of your organization.
Although these are averages our clients range from Small Business to large Enterprise Businesses
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Our system has been built, proven, and tested by the following
WHAT OUR CLIENTS ARE SAYING
Now, we are just not a more profitable company, we are a more valuable company
FEATURED ARTICLES
On the surface, CoreValue is an elegantly simple tool. Underneath, our complex algorithms, vetted by thousands of businesses, advisors, and academics over 30 years, give companies the data and tools necessary to build sustainable, transferable Enterprise Value. After providing information about the company including industry, annual revenue, and profit, we ask a series of questions around 18 Value Drivers so we may compare the company’s status relative to best practices. Each level of CoreValue asks more detailed questions around the drivers. In all, we offer a 239‐point assessment. Scores are applied and ratings are calculated. We then plot the company’s Enterprise Value and compare it against an industry norm to create a value gap. This identifies how strong, or vulnerable, the company is and how much value is being left on the table due to operational and market deficiencies. Our algorithms measure the risk to future revenues presented by the company’s current operational processes and procedures and calculate Enterprise Value for the company based on that risk. CoreValue then calculates the increase in Enterprise Value possible if operational performance is improved, by lowering risk. Red Flags identify those risks which may prevent the monetization of some, or all, of the company’s Enterprise Value, and tasks are suggested to further strengthen performance and value, and reduce risk. The algorithms are based on work started at the Massachusetts Institute of Technology (MIT) and proven in the market for over 30 years. MIT is the premier engineering, and business engineering, university in the US. CoreValue’s patent‐pending methodology has been used with thousands of companies to capture and grow tens of billions of dollars in Enterprise Value. The algorithms can be broadly explained as comparing the respondent company’s due diligence performance with the due diligence checklists from approx. 5,000 closed transactions. CoreValue benchmarks the subject company against the real world. Vetted by hundreds of professionals, including top US bank Morgan Stanley and one of the Nation’s leading valuation teams, Business Valuation Center, the algorithms have proven accurate and the methodology effective. Our algorithms focus on operational performance, e.g. a company’s ability to prove it will produce and increase financial output ‐ revenues, profits, into the future, as due diligence does. In contrast, straight valuation algorithms use only financial data (yesterday’s
We want you to get started on the right foot, or continue down the right path for the remainder of the year. So far it may have been a little slippery or perhaps you are off to a good start. Regardless this article caught your attention so let’s get started to find out what pitfalls to avoid or what you can expect to see as you grow. We took a look at our past year and reflected on our client’s biggest hurdles and wanted to help them get a jump on this year. Using our data and researching sources such as Forbes, Entrepreneur, and the Post, to see what others in the business industry had to say. All of the predictions are very similar, some a little more detailed than others but we did find some consensus. We want you to get started on the right foot, or continue down the right path for the remainder of the year. So far it may have been a little slippery or perhaps you are off to a good start. Regardless this article caught your attention so let’s get started to find out what pitfalls to avoid or what you can expect to see as you grow. We took a look at our past year and reflected on our client’s biggest hurdles and wanted to help them get a jump on this year. Using our data and researching sources such as Forbes, Entrepreneur, and the Post, to see what others in the business industry had to say. All of the predictions are very similar, some a little more detailed than others but we did find some consensus. Be sure to subscribe to this year’s series where we will continue to elaborate on these trends and more to help you successfully continue to grow your business. We will offer insights and tips on how you can manage your business, growth, and automate your processes using free, to minimally priced software and solutions that will help you. In 2018 it seemed like everything was the solution for growing a business, dabbling in all solutions at once was the answer. It was a lot for the business owner and the CEO’s to manage and orchestrate as our new client base pulled ahead in technology so quickly, 2018 felt volatile to say the least. Technology, although still growing, it has remained consistent and continues to send us messages about the future of business and business management. It doesn’t matter where the trends and changes occur, you need to stay informed and on top of them to find the right direction for your business, here is what we found to help to manage 2019, and the trends that will take place. Banking Industry and Payment options are evolving! Customers are beginning to embrace the ever-changing payment methods and are expecting businesses to change at the same rate. I understand that it is not as simple as it sounds to just start accepting Bitcoin at the register. Most of us still don’t understand how crypto-currency translates to hard cash, or how it will pay the rent on our building space (It won’t!). Bitcoin and blockchain may no longer be as prominent as they were at the beginning of 2018, but they’ve illustrated an important trend unlikely to go away. Speed and security will be important to consumers, mobile payment processing, contactless payment options, enabling your company to also accept non-traditional payment methods — be they through applications like Paypal or alternative funds like Bitcoin — could also prove key to winning new customers in the new year. Banking is shifting, there is already a massive shift in mobile banking and payment processing. The big e-commerce players like Amazon and Google have already started planning to offer their own payment solutions, this will also lead the way to them building out new terms and regulations. Digital banking will take the lead soon as it is on the rise, by 2020 digital banking will top out at 2 billion users, brick and mortar will continue to diminish or slow down as your phone becomes your new wallet. As mobile banking continues to rise, so will online theft, breach of online security, encryption, and cybersecurity. It’s all about the employee, and the workplace! It was hard enough to keep up with technology and client segmentation to keep your customers happy and engaged, this year, it’s all about keeping the employee and the environment of your establishment or online personality. With unemployment at an all-time low, it is crucial that you maintain a positive work environment to keep your good employees happy. Virtual teams, contractors, and gig employment are going to continue as trends also. Managing Employee expectations and their temperament is easier than you think. Relinquish some control to your employees giving them a sense of ownership in what they do. Ask for ideas and suggestions to help grow or improve the business. This really gives your employee an engaged mindset to work on new ideas instead of just answering the phone or greeting customers. Not all ideas are valid ones but it starts an engaging conversation that can lead to some great improvements, and it will uncover some hidden employee challenges that you may not be aware of in your workplace. Remote and virtual employees will increase. If you aren’t there yet, you will be soon! You may think your business model can’t afford it or people are not as productive working from home. As Millennials take over, they are more productive at home than coming into the office. It is time to rethink or begin considering and planning how you can effectively collaborate and share information digitally. The top talent that you are trying to retain (and actually, even mediocre talent) are calling the shots. One of the shots they are calling is the demand to work when and where they want. And that means remote working is not only mainstream, not only a perk but often is a requirement these days. Indeed, by 2020, nearly three-quarters of all employees are expected to be mobile employees. Watch out for “ghosting”, According to Quartz at Work, none other than the Federal Reserve Bank has listed “ghosting” as an emerging employee issue. According to a Federal Reserve publication formally known as the Summary of Commentary on Current Economic Conditions, “A number of contacts said that they had been ‘ghosted,’ a situation in which a worker stops coming to work without notice and then is impossible to contact.” Finding the right balance for achieving flexibility and high-quality results will prove crucial as businesses try to keep their best and brightest from jumping into the gig economy. It’s not just a job, it’s a “gig”, the gig economy is not going anywhere. The digitally decentralized world we have created has also created more opportunities to launch new ventures and opportunities for individuals to begin new businesses. You may not have seen the impact on gig work or freelance entrepreneurs but the trend is coming for your business to outsource positions and work to someone already in the industry. According to a recent survey by Bankrate, nearly 40% of all Americans now have a side hustle. Of course, a side hustle can be almost anything, be it the full-time employee who drives for Lyft after work, or the stay-at-home mom who sells her art on Etsy, or the musician who teaches piano between gigs. But whatever the case, the advent of the gig economy means that these side hustles are not unusual. In fact, they are usually lucrative. According to Bankrate, the average side hustler earns about $8,000 a year. So yes, the gig economy is the new norm. AI is here, and no it’s not robots or self-service auto chauffeurs. Artificial Intelligence (AI) hit the mainstream in 2018 in the form of chatbots and smart marketing, and it is only growing. AI is intended to improve the client experience and streamline the business. This automation and intelligence will, in turn, give you a bigger advantage and bottom line. Omer Khan, founder, and CEO of VividTech, stated in an interview that, “Today’s chatbots and virtual assistants are able to handle more customer service tasks than ever before to better facilitate the customer journey. As they utilize machine learning to better respond to customer requests, these interactions become even more efficient. We’re also seeing chatbots that integrate the brand personality to further streamline these online conversations and improve company results,” Marketing and advertising are still a requirement, but not in the typical norm anymore. Marketing will become very personalized. You will need to step out of the stock images, impersonal calls, generic campaigns. Consumers want a high-value personalized experience. User reviews are king! Reviews influence 95% of customers online today, 90% of the online consumers, will leave a purchase without reviews. Your brand will drive your campaign to influence new consumers. Voice recognition technology and AI will help marketing efforts exponentially to target and personalize campaigns. Voice search is replacing typing since it is faster. “With the increasing popularity of smart speakers, in 2019 we’ll continue to see the number of voice searches performed go up. This will reshape search engine optimization, as search is shifting to conversational and long-tail queries.” – Alex Membrillo, CEO of Cardinal Digital Marketing Businesses will further adapt to the modern customer. “Customers today have more choices than ever, and they have shown they will gravitate toward those who prioritize the delivery of fast, seamless and personalized service. This is true whether they are ordering lunch, getting their car repaired or making a financial transaction. In my industry of financial services, we’ve already seen large legacy companies start to fall behind smaller startups who offer better user experiences.” – Bernardo Martinez, U.S. managing director at Funding Circle Technology will not replace the human touch. “Technology is always improving, and with the latest and greatest tempting every organization, we need to keep in mind that AI and predictive analytics will not replace the human when it comes to delivering the customer experience. While there are definitely some great opportunities ahead for AI … it will not be a true game-changer, at least in the next year. AI can really be thought of as ‘augmented intelligence,’ because it can augment the human, giving people better information, greater insight and the ability to perform their roles better.” – Claire Sporton, senior vice president of customer experience innovation at Confirmit Regardless of all of the changes and shifts in technology, we as consumers are coming full circle to search for genuine relationships, ease of use, and stress-free lives. I want my cake and eat it too! We want to build relationships and connections, but still, want it from the comfort of our home. Offer alternatives for your customers to engage with your business, chat, email, phone, text. Be flexible in your interactions, offer several payment options, build community, build payment structures, or offer alternatives. Do the same for your employees, and be open-minded about the way they work. As much as it seems life was easier a decade ago, we as business owners need to adapt just as quickly as technology changes.
Who Should Read This? This guide is written for all business owners and executives who want to get help turning their company one area at a time into a best-in-class operation. It is especially aimed at CEOs, COOs, CFOs, Presidents, Division Managers, and Boards of Directors –and especially anyone who may need to access capital or implement a succession plan in the next 5 years. The problems discussed are universal and scale from small to large companies. In short, this document applies to you. Within this article, we discuss the problems faced by business executives who want to hire a business consultant. We focus on the importance of: Using a robust methodology for analyzing your company’s performance Accurately assessing current operations Delivering a plan with detailed tasks Making sure you get a maximum ROI for your investment in consulting services We examine the importance of hiring experts who are additive, as opposed to disruptive, focusing on the range of services offered and time spent improving your company (rather than just analyzing it). We then focus on the benefits of a getting started with professionals who can tie the work you do directly to increasing the value of your company– preferable at low or no cost to get started. Do you ever find yourself thinking… Does my competition have a greater share of the market? Why aren’t we meeting our sales goals? Have we stopped growing? Our business seems flat. Shouldn’t more people know about our company and what we can do for them? I’m not sure I know how we stack up to others in our industry. I have a better product, so why does it seem like my competitors’ area head of me? I’ve got a great group of really smart people. Why can’t we work as a team? I need better data on my company to make decisions, and get my team aligned? My company depends on me to be at my best every day; I can’t take a real vacation! I seem to be working more hours and don’t have any real progress to show for it. I’d like to be spending more time with my family! How can I get back to the days when running my business was actually fun? So What Can You Do? Do nothing. You could plug along, doing the same thing—but expecting different results (sounds insane—and we all know it won’t fix itself—it is just deferring the pain). Keep putting in the time. You could just hope it happens from hard work and perseverance…so much for more family time! Big Consulting Firm. You could hire a big consulting firm but you pay outrageous rates (much of it for executive overhead) and usually get a bright, but relatively inexperienced “junior consultant,” who hasn’t really been in the trenches and is cutting their teeth at your expense. Or you get great advice, but they don’t know how to help you execute. Or maybe they can execute for you—at a massive, noncompetitive cost. So… the big question. How do you get the help you need, discover the real issues holding you back, either strategic or tactical, quickly, and at an affordable price? When hiring a business consultant: Qualified business consultants should deliver services that combine the best methodology, analysis, and results. The firm should be able to deliver all of the services you need internally or through vetted partners. Finally, the best consultants will not even engage with you if they do not think you can generate a 10X return on your investment in their services. FIVE AREAS TO CONSIDER Using a robust methodology for analyzing your company’s performance Toachieveconsistentresults, top business consultants use proven methodologies to uncover the core problems or inefficiencies your business is facing–and can show you what fixing these core problem is worth. Your company should be analyzed across all of its operations all areas (operations, sales& marketing, brand, senior management, recurring revenue, etc.) that reveal the strength or holes within your current business. Further, top business consultants use industry databases with real numbers from actual sold businesses within your industry to calculate and predict your company’s value (within5-10%of the accuracy of a full valuation). You should be shown what your company “could” be worth, and how to get there. Look fora firm that can analyze the totality of your company’s operational areas and leverage best practices from assessment through execution to maximize results. Accurately Assessing Current Operations An accurate analysis ensures you will identify the right areas to work on first. This will help you get the most value in the least amount of time. As with medical care—you must get an accurate diagnosis, from which a comprehensive repair or growth plan can be developed and executed. A misdiagnosis could prove expensive, waste time, and won’t get the return you expect. Quick and Affordable. Getting a lay-of-the-land assessment from your consultant should be quick and affordable. The front initial assessment should only take about 45- 60minutes (as little as 15 minutes if they use a business assessment tool), should be free or have a minimal cost (itis their investment to understand your business) and should include a valuable report with actionable steps just for participating. You should be able to determine from this initial interaction if your consultant seems capable of understanding your business and whether you can trust their expertise. Deep Dive Assessment. Once the consultant is selected, and as part of the formal engagement, there is usually a 2nd deeper assessment budget at least 60-90 minutes for a thorough analysis. This further personalizes and solidifies the plan with dates, resourcesandexpectedROI. Delivering a plan with detailed tasks. You should get a plan of action that includes detailed tasks that are ready to execute. Plus, the best consultants will show you how to get help to get it done right and grow your company to the Next Level. Detailed Reports. In addition to calculating your potential business value and rating your operations, your report should benchmark you against your best-performing peers. This allows you to clearly see the risks to your company, how to fix them, and what your company could be worth after implementation. ValueGap. A thorough analysis will tell you what your business would sell for today, and what it could be worth (the value gap) based on market data showing what the best run businesses actually sell for. The analysis report will include detailed steps to improve your business to get the highest value, so you can increase profits now and later. Plan of action. The best practice is to list specific tasks to increase company strength and value; including a means to track increased value over time. A dynamic, actionable plan will guide you through implementing best practices, strengthening operations and building value. Single Source It does no good for your consultant to identify an area that needs help (strategy) if you don’t have the proper resource to then fix the problem (tactics)—your consultant should help you solve problems, not just identify them. Once specific projects are identified, the consultant should help with the entire project with personal or in-house expertise and/or with a proven network of pre-vetted specialists who are either managed by the lead consultant or referred to you (your consultant should vouch for their referrals and help ensure quality work). Your consultant should be able to provide help with whatever you need to increase your value — Accounting, Tax, Valuation, Marketing (PR, Advertising, Social, Website), Design, Sales, Channel, etc.). Maximum ROI for your consulting investment. You should never consider hiring a consultant without knowing you will have a much greater return than the cost. Your consultant should be able to cite examples of increased value and growth. Preferably, every recommended improvement should include an associated ROI. You and your consultant would typically review the analysis and then jointly pick the area with the greatest potential ROI… and get started. On average, you should expect a 10x return for your dollars spent.
Now that you can see some of the advantages of working with Next Level Management & Consulting, what’s holding you back?
Imagine, going home on time (and seeing your family awake), sleeping soundly through the night, waking up…excited to get to work and build your business. Feel the reduced stress as you focus on a detailed plan that is proven to grow your business. You have hope and work is fun again! Life is good!
When an outside entity is looking to buy or lend to a complex company, they will [typically] be looking at the whole company. So, the difficulties in running CoreValue® on a complex business are the same that one might face when positioning a company for sale, or a capital raise. If the business is too complicated to complete CoreValue®, it may be too complicated to transfer as one, or easily raise capital. The questions, especially in Level 1 & 2 are just the tip of the iceberg of what a buyer/capital provider will ask. One might ask the owner, “If you were to sell the company, would you sell the entire company or just an individual business unit?” The answer might help define the company, and thus, where to apply CoreValue®.
If in fact they are two completely separate businesses, and they would market these businesses separately (to raise capital, sell, etc.) they would need separate CoreValue® seats. If they are different business units within the same operational company, they can use one seat. Some of the questions may be tough to answer, but it will force the company to really think through “What business are we in?” “What business drives our value?” “What business should we focus on to market our company?” The way some advisors have handled this is by asking the owner, “If you took away xxx business unit, would you still be the xxx company?” If the company has several business units within one operating company, one approach may be to focus on the largest portion of the business. For example, a business that generates revenue from wholesale trade, retail trade, direct marketing, corporate sales, and restaurant sales, used CoreValue® and wasn’t sure what business to focus on while answering the questions. In this case, they picked the most critical part of their business and answered the questions from that viewpoint. More importantly, they realized they must to be able to answer the question “what business are we in?” and identify the role of the other businesses units relative to the overall company. In their case, the restaurant business was really an extension of their marketing and branding, even though it generated revenue. CoreValue® helped them work through these important issues to clarify the whole. Another approach might be to look at the overall integrity of the corporation — the policies and processes that run, govern, administer — the ‘entire’ corporation, all while asking, “are the business units really that autonomous?” Many areas of the CoreValue assessment do (and should) blanket the company, for example, senior management, operations, HR, financial, etc. When questions come up around specific and different markets, competitors, or research, look at the status/what is done (or not done) for each business unit and come up with an answer that reflects the average. When tasks or red flags are generated as a result of the answers, you’ll know where in that business to apply the effort to fix and strengthen the situation. Custom tasks and notations work very well for this purpose.
For IP protection purposes, we do not publish hard copies of all our questions, algorithms, etc
If a company has negative EBITDA due to a one—time or non—recurring expense, you should back it out and adjust the EBITDA number in CoreValue (you can revise EBITDA in ‘Fundamentals’). However, if EBITDA is negative because the company is simply running at a loss, then use the negative figure and the algorithm will make adjustments in the enterprise value calculation.
For strict Valuation purposes, probably not. However, Startups do use CV as a tool to help build the foundation of a quality company. For that purpose, yes, absolutely. As an FYI – If the company has revenue but 0 or negative EBITDA, than another kicks in and will use a portion of revenue, in addition to the rating, in the calculation.
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