Gain the competitive edge by conducting a valuation of your company every year―quickly, accurately, and inexpensively
Business leaders who know their company’s value at any given moment are more likely to seize the competitive edge―especially these days, when adding digital capabilities can dramatically affect value. But most businesses drop the ball because traditional valuation is complex, time-consuming, and expensive.
Not anymore. Reed Phillips, Chairman of Oaklins International, one of the world’s largest mid-market M&A firms, lays out a straightforward method for gaining a clear understanding of your company’s current value in a fraction of the time and at a fraction of the cost of traditional methods. He walks you through three easy steps:
Identify the key value drivers behind the company’s value and rate them to develop a Value Driver Score.
Perform a careful examination of comparable businesses, including their market-rate multiples for revenue and EBITDA.
Put the results together to determine the value of the business.
QuickValue provides a clear, reliable way to determine your business’s value in real time―transforming valuation from a reactive, defensive burden into an active, indispensable part of daily operations. Whether you’re an entrepreneur, owner, executive, consultant, accountant, or M&A advisor, QuickValue provides the method you need to know the value of any company at any time.
Leaders at midsize companies must look "under the hood" to understand the true value of their businesses, according to this user-friendly survey. Phillips, chairman of the investment bank Oaklins, argues that companies smaller than massive corporations, but more complex than mom-and-pop enterprises, are often led by executives who are too busy with day-to-day operations to focus on the top line. In order to succeed, he argues, executives must first understand what their company is worth, how much value they're creating, and what they're losing. Phillips presents a three-step system for finding those figures called QuickValue. Step one consists of finding and rating "value drivers," the things that make a company different, which can be done by evaluating one's market, business model, products and services, team, and company culture. Step two calls for finding a company's multiples range, or "how you stack up against similar businesses," based on stocks and transactions, while part three helps readers get to a firm number should a buyer come knocking. Phillips makes a complex subject feel manageable thanks to, in part, plenty of case studies, and his instructions are clear and to the point. Those at the helm of midsize businesses will find this a welcome guide.