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.

Average Company Profile

Although these are averages our clients range from Small Business to large Enterprise Businesses

$
Gross Revenue (MM)
$
Equity Value Gap (MM)
%
Rev Growth after Implement

OUR SOLUTION BASIS

Our system has been built, proven, and tested by the following 

CLIENT REVIEWS

WHAT OUR CLIENTS ARE SAYING

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SUPPORTING BUSINESS ARTICLES

FEATURED ARTICLES

WHAT’S HOLDING YOU BACK?

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!

How does a business owner answer the questions when there are different business units within the company?

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.

Is there a formatted list of all questions available?

For IP protection purposes, we do not publish hard copies of all our questions, algorithms, etc

What happens if the company is operating at a loss?

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.

Is this assessment appropriate for early-stage company valuation?

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.

PO Box 2151
Westerville, OH 43086
ed.wandtke@wandtke.com
P 614-891-3111
C 614-579-6510