Valuation
Valuation is a beacon driver of the Perennial Vision Methodology. Through the application of established financial methods, the economic appreciation of the company is understood as an asset composed of tangible or intangible elements.
The economic value of the company is linked to the ability to generate future results or benefits, including aspects such as brand, technology, intellectual capital, goodwill, among others. The mastery of factors related to the Valuation result enables assertive decisions to be taken with greater precision and security.
APPLICATION
-
Strategic management / Indicator to increase performance;
-
M&A operations;
-
Corporate negotiations;
-
Analysis of the viability of a business.
APPROACH MODELS
DISCOUNTED CASH FLOW
VALUE
SHAREHOLDERS 'EQUITY
MULTIPLE MARKETS
APPLICATION
Adopted when there are expectations of continuity of the project, considering the potential to generate future profits.
Adopted in the valuation of non-operating company, company in liquidation or for the provisions of the NCPC in company dissolution processes.
Adopted when there are expectations of the project's continuity, aiming at its potential to generate future profits.
APPROACHES
• Future cash flow, generated by the Company's operations, discounted to present value;
• Profit capitalization, where normalized historical earnings are capitalized by index (decapitalization rate).
• Valuation of assets and liabilities at realizable or market value, adjusting the company's equity.
• Market multiples, obtained in the capital market (eg share price for profit);
• Multiples of transactions carried out in the past, from companies that can be compared, obtaining the price paid for sales, EBITDA, etc.
DETAILS
• The relevant and intrinsic aspects of the business are considered;
• Method accepted worldwide as the most complete and appropriate.
The relevant and intrinsic aspects of the business are considered;
• Method accepted worldwide as the most complete and appropriate.
• Degree of subjectivity in the premises and projections;
• Calculation of the appropriate discount rate;
• Residual value can be relevant (perpetuity).
• Objectivity in the application
• Obtaining market parameters;
• Best indication of value when ownership is acquired.
• Does not reflect the potential value of the business;
• Difficulty in evaluating intangible assets.
• Unavailability of public data;
• Difficulty in analyzing the
comparability of the data collected;
• Difficulty in defining the sample
Strategy
Convert the strategy into a continuous principle of mobilization and organizational development, translating it into managerial terms and guiding internal actions and objectives from the financial, market, operations and people / knowledge perspectives.
We are a family owned and operated business.
Maximum value creation through strategy;
Analysis of the environment, trends and definition of the company's strategic orientation;
Visualization of the value added by intangible assets;
Reliable and timely management information is essential. Data analysis provides a means for extracting information and converting the company's strategy into measurable objectives and also for monitoring and evaluating its progress.
We are a family owned and operated business.
This approach provides a clear picture of the organization's performance against its objectives. In this way, it is possible to make the necessary changes quickly, so that they become more effective.
With clear objectives, a differentiated business model and the adoption of culture, technology and innovative metrics, our customers can make the right choices to achieve the desired growth.
From strategy to execution, we work to convert plans into actions and results, creating differentiated approaches that work.
Our services:
Strategic and Financial Diagnosis
Business Intelligence / Analytics
Economic / Financial Planning
Management Measures
Fund-raising
Corporate governance
Corporate Governance is the system by which organizations are directed, monitored and encouraged, involving the practices and relationships between owners, board of directors, executive officers and control bodies.
Good corporate governance practices convert principles into objective recommendations, aligning interests with the purpose of preserving and optimizing the organization's value, facilitating its access to capital and contributing to its longevity.
Good corporate governance is essential to establish a relationship of trust and involvement between companies, their partners, investors and for the long-term success of the business.
The topic is also of interest to employees, suppliers, customers, environmental organizations and regulatory bodies, among other interest groups, who want to have a clear and reasoned view on how well the company is managed.
Basic Principles
Transparency: More than the obligation to inform is the desire to make available to interested parties the information that is of interest to them and not just that imposed by provisions of laws or regulations. Adequate transparency results in a climate of trust, both internally and in the company's relations with third parties. It should not be restricted to economic and financial performance, also taking into account the other factors (including intangibles) that guide managerial action and that lead to the creation of value.
Equity: It is characterized by the fair treatment of all partners and other interested stakeholders. Discriminatory attitudes or policies, under any pretext, are totally unacceptable.
Accountability Accountability: Governance agents must account for their performance, fully assuming the consequences of their acts and omissions.
Corporate Responsibility: Governance agents must ensure the sustainability of organizations, aiming at their longevity, incorporating social and environmental considerations in the definition of business and operations. Considering factors such as operations, technology and executable strategies.
Our services:
Creation of the Shareholders' Council;
Commitment Terms, Shareholder and Quotaholders' Agreements;
Assistance in Shareholders 'Meetings and Shareholders' Meetings;
Advisory in the Management of the Responsibility of the Directors;
Development of the governance risk matrix and action plans to manage these risks;
Governance documents, including bylaws of the board and its committees, annual board agenda, governance guidelines, board performance appraisal model, introduction plan for new board members, model for assessing the work of the independent audit and policy of dividends.
New business
New Business Development is the process of strategic design and its respective implementation for a company to start operating in activities and markets different from those in which it operates.
We are a family owned and operated business.
In the context of a globalized market, companies are challenged by the demands of competitive environments, with increasingly complex challenges given the strategic need for a company to expand its business, including internationally.
We are a family owned and operated business.
The entry of a company into new markets and businesses comprises actions implemented gradually, since it impacts the operations, performance and survival of the company. Therefore, the choice for a particular kick off mode is an important strategic decision.
We are a family owned and operated business.
The internationalization of companies depends on a number of factors: corporate culture, knowledge of the business environment, legislation and strategy. At the same time, changes in the global production structure pose new challenges for entrepreneurs and new possibilities for action.
Our services:
Development of expansion strategies
Opening of units
Establishment of branches
Creation of distribution partnerships
Strategic alliances
Making investments
Establishment of cooperation agreements
Structured Operations and Funding
International Business
Internationalization is the process of strategic design and its respective implementation, so that a company can start operating in countries other than the one in which it is originally installed.
In the context of a globalized market, companies are challenged by the demands of competitive environments. These challenges become more complex in view of the strategic need for a company to expand its business beyond national borders, since it involves different cultures, specific rules for each country and management of global and local results.
A company's entry into international markets comprises actions that take place gradually and play a significant role in the process, since it impacts the company's operations, performance and survival. Therefore, choosing a particular entry mode is an important strategic decision.
The internationalization of companies, especially in the Brazilian case, depends on a series of factors: corporate culture, knowledge of the business environment, legislation and an excellent strategy. At the same time, changes in the global production structure pose new challenges for entrepreneurs and new possibilities for action.
Our services:
Development of Global Expansion Strategies
Opening of Units
Constitution of Branches
Creation of Distribution Partnerships
Strategic Alliances
Realization of Investments
Establishment of Cooperation Agreements
Sophisticated know-how in the combination of more complex financial devices in order to allow access to new resources for structuring working capital, re-profiling liabilities and business leverage.
Based on the understanding of the company's situation and the intended objective, the scope of work includes planning the need for working capital x available working capital through consistent management of effective preservation / cash generation initiatives, promoting significant benefits for business.
We add value through a practical approach with cash generation and preservation initiatives with an important increase in cash flow projections and visibility, including the release of capital from working capital accounts with the equation of the short and long cash structure deadlines.
Our services:
Constitution of funds
Issuance of debentures
Securitization of receivables
Transactions with real guarantees
Production financing
Working capital