Business Valuation

Lifecycle

Scope Of Valuation Of Business Operations:

Product/Service Segments in the Same Territory (eg. Pharma Manufacturing in Hyderabad and Software Division in Bengaluru) Product/Service Segments in multi-nationals (Manufacturing in India and Sales in UAE/USA) Horizontal Acquisition (Same industry – Acquisition of competitor) Vertical Acquisition (Acquisition of Supplier/Customer) Conglomerate Acquisition (Acquisition of a company in a different industry for eg. Manufacturing Company acquiring Software Company) Mergers (A Ltd. and B Ltd. becoming AB Ltd.) Takeovers (A Ltd. taking over B Ltd.) Demergers (Hotel business is separated into 2 for 2 joint owners) Purchase Price Allocations

Transaction

Compliance

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Multiple Segments means Multiple levels of Risks

Different Territory = Varied Risks

Multiple Currency Revenue/Cost

Valuation Complexities

Levering and Unlevering Beta based on a unique and changing capital structure

Identifying Control Premium

Diversified Segments under One Company

Separating Intangible Assets

Geographical Segments in Multiple Nations (MNCs)

Valuation Complexities

High growth potential

No revenues and operating losses

Uncertain call future potential

Primary asset = IP

Expected ESOP

Negative bottom line

Private entity (non-comparable
listed entities)

How we can help you

Observing Data of Deals in the Market

Adjusting Research Expenditure

Understanding Cyclical/Seasonal Nature
of Industry

Proper Adjustments for country risks,
business risks, cash flow risks, and entity
specific risks

Identifying Comparable Deals

Use of bottom-up Beta

How we can help you

Observing Data of Deals in the Market

Understanding Cyclical/Seasonal Natureof Industry

Identifying Comparable Deals

Adjusting Research Expenditure

Proper Adjustments for country risks, business risks, cash flow risks, and entity specific risks

Use of bottom-up Beta

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