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The Alliance: “ We Connect People, Information, and Money               with the Best ways to Maximize Business Value”
2 Serving the Middle Market    Sales (U.S. $ millions)   5                 150                  500                  1,000 SmallLowerMiddleUpper                  Large Businesses              M   I   d   d   l   e        M   a   r   k   e   t              Companies 2-3x 4-6x 7-8x8-10x                       >10x
3     Private Capital Markets Capitalization- Growth Transfer Private Capital Markets Valuation
4 The Alliance Growth (MidMarket Alliance) Transfer (AM&AA) Maximum Value  Process (MVP) Information-Education-Valuation (MidMarket Place.com)
Member Benefits “Based on over 25 years of transaction experience, with thousands of client companies, unfortunately… For 90% of all companies, the “value gap” is just too big for any sale today!”
6 What is the “Value Gap” today?                     Business Value           Personal Needs Measure and Create Solutions to Bridge the “Value Gap”
7 Bridging the “Value Gap” Owner Expectations/ Requirements $__________ Increase Company Value Business Transfer Value $_________ How?
8 3 Key Questions : What do you really want most?…. How much will it all cost?…. What is the best way to get from  what you have to what you want?
The Marketplace tells us: ‘Before Value can be sold or distributed…. Value must be Created!’
10 Future global “weather forecast”… Rate of change will accelerate - life will be more complex, busier . . .  Adaptability, agility & momentum will be the key to success! Innovation, opportunities & entrepreneurship will thrive Disruption will be the order of the day Fun, fortunes & failure will be in abundance
Business Changes Where is your business now ?  Instability Growth & Maturity New Vision Renaissance Performance Demise Original Vision Time Span based on Market Conditions
12 Changing “Owner-Manager” Risk Profile over the Business Lifecycle Entrepreneur Expansion Instability Check Out Risk CEO Shareholder
14 What are the Big Motives of Business Owners ? 1.Increasing profitability of business89% 2.Increasing value of business76% 3.Providing access to capital for the business64% 4.Reducing debtlevel of business63% 5.Expanding size of business51% Family Business, Research Findings, Mass Mutual
[object Object]
Attorneys
Insurance and	Investment 	Advisors ,[object Object]
Banks
Insurance and	Investment 	Advisors Wealth Accumulation Wealth Succession Buy Sell ESOP’s IPO’s Mergers & Acquisitions 401k IRA Life Insurance Annuities Mutual Funds Industry Fragmented ,[object Object]
Trust / Charitable Officers
Insurance / Investment	Advisors Wealth Preservation Estate Planning Wills & Trusts  Charitable Planning Foundations The Current Environment A Fragmented Marketplace
A Fragmented Approach is Ineffective  Today most financial professionals focus almost exclusively on just 1 or 2 of the pieces, valuation, legal, accounting, tax, M&A, etc.   -- they fail to completely understand the owner’s fundamental personal needs and comprehensively evaluate the company’s overall business  performance and potential
The Importance of a “BIG Picture” View Because the needs of the private Business Owner and the Company are so inextricably interlined the best Financial Advisors focus on the whole and not just individual parts.
18 Who Best Manages the Team?
It all begins with awareness, information, and education…a whole new perspective onthe BIG picture
“The New  Corporate  Skillset!” ReductionismHolism Parts							Whole Structured						Creative Rational						Intuitive Prove it!						Open mind Hierarchy						Synergy Categories						Individuals Seperate						Connected Future/past						Now Precise							Chaotic Static							Dynamic Male							Female Nosy							Selfcorrecting Seperate notes						Harmony Mechanic						Organic	 LogicalSequentialRationalAnalyticalObjectiveLooks at parts  IntuitiveImaginationEmotionalSynthesizingSubjectiveHolistic Paul Wilson
21                “None of us        is as smart as all of us.”                        Warren Bennis
October 31, 2006 23 Traditional Institutional Model Superseded Financial Institution Many: ManyPrediction Markets, Synthetic Economies One: ManyAffinity Purchasing Few: Few  Long Tail Old Model: Financial Institutions serving many individuals New Model: P2P Many: One, One: Many, Many: Many, One: One Many: OneAffinity InvestingAffinity Philanthropy
24
25 The MidMarket Alliance maximizes Value with  a world-class professional community  of independent experts sharing ideas, resources, and proven best practices: The MVP system
27 Buyers and Lenders M&A Advisors CPAs MidMarket Alliance Connects ,[object Object],Lawyers ,[object Object],Web Based Information Business Value  Growth  Advisors ,[object Object],Clients ,[object Object],[object Object]
Process - View Drives
31 We Know the Maximum Value Process (MVP) Awareness & Education                Personal &       Estate Planning Personal Needs  Analysis Project Coordination MVP Maximizing Value Process  Transaction  Advisory  Business Evaluation Value- Growth “Value GAP” Analysis Management   Action Plan (MAP)
The planning process must be driven by the  total personal needs of the business owner What was the main reason you went into business for yourself? What sort of relationship do you  want to have with the business  going forward?   For how much longer do you want to remain involved with the business? Where are you at now considering the  lifecycle for your Business?
33
Sample:Aspirations (Ideal) and Traditional Goals (Acceptable) Traditional advisory services focus on maximizing the size of your investment portfolio by minimizing your spending, maximizing your savings and positioning you in a portfolio with the highest risk you can tolerate. Achieving goals otherwise ignored and minimizing investment risk is what the Wealthcare process is all about. For most people, some goals are more important than others.   Your primary financial goals as determined in our goal assessment are outlined above.
Knowing the $ Value Gap you can Model Alternatives  What are all the possible ways to  get from where you are   to where you want to be?
37 “Choose the right transaction  at the right time” Manage the many Business and Personal Transition Issues Manage    Transaction  Process Design and  Structure “The Right Deal”  Close the  Transaction  with Optimum Results    Next Step: Personal Wealth Management
Value Maximization
Integrated Performance Management: Why a Unified Approach Drives Greater Value
Introduction Integrated Performance Management is a leading approach to helping companies develop a coherent, integrated approach to financial analytics to drive shareholder value. The framework consists of the following elements: ,[object Object]
Budgeting and forecasting
Financial close and consolidation
Financial reporting
Management and operational reporting
Methodologies
Executive level scorecarding
Profitability and cost management
Other approaches to tracking and improving business performance
Metrics to monitor and analyze performance against goals
Tools to capture and sustain performance,[object Object]
IPM With Enterprise Value Map (EVM) EVM links shareholder value with key operating drivers: ,[object Object]
Focuses on quantitative impact of strategies/initiatives that relate to business value
Links value drivers with product, customer, operational and initiative portfolios,[object Object]
Retain and grow existing customers
Leverage income generating assets
Optimize Pricing Analytics
Improve Demand/ Supply Mgmt
Improve Product & Service Info
Ensure Regulatory Compliance
Improve Internal Controls Mgmt
Improve Managerial Effectiveness
Improve Financial Information Delivery

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The New Alliance for 2010

Editor's Notes

  1. Voorbeeld dokter:Reductionisme: Je bent grieperig, je zoekt een dokter op, symptomen opzoeken, diagnose stellen, behandelen(zoals iedereen in die categorie), antibiotica voor keel en aspirine voor je hoofd. Je wordt beter. Medicijn is de oorzaak. Gevolg door antibiotica is je weerstand verslechtert..en krijg de aspirine verergert de maagzweer.Holistisch: niemand is volkomen gezond of volkomen ziek. Constant wisselende toestanden. Je begrijpt dat de oorzaak ligt in samenloop van omstandigheden weerstand naar 0. Via therapie en meditatie verander je je levensstijl, je gebruikt een homeopatisch middel om je weerstand op niveau te houden en je neet een massage tegen je hoofdpijn.. Conclusie, de hoofdpijn was niet slecht nadenken leven weer in evenwicht verbetering van je hele leven.Autorijden..Het bedrijf is een verzameling van categorieen. Inkoop, verkoop, logistiek, IT, marketing. Elk met doelstellingen. Symptomen en behandelingen. Daarnaast zie je het bedrijf ook als geisoleerd onderdeel in de samenleving.. [Wat]Symptomen: marktaandeel, brand awareness, ROI, retentie(Balanced Score Card)Kuur: marketing campagne, kosten snijdenBedrijf als gebalanceerd orgaan. Waar je open staat voor dynamiek, chaos, self correctie..maar ook creativiteit, intuitie, synergy en bovenal betekenis geven aan het totale orgaan in een grotere context..[Waarom]
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