Business Valuation: by Ca. Aparna Rammohan
Business Valuation: by Ca. Aparna Rammohan
Business Valuation: by Ca. Aparna Rammohan
Business Valuation
Presentation Plan
Topics Duration
• Introduction • 10 Minutes
• Factors affecting the valuation • 20 Minutes
• Methods of Valuation • 45 Minutes
• Discount or Capitalization Rate • 45 Minutes
BREAK • 15 Minutes
• Discounts & Premiums • 20 Minutes
• Valuation using Multiples • 20 Minutes
• Economic Downturn & Valuation • 20 Minutes
• Case Study • 25 Minutes
• Open Discussion • 20 Minutes
1
9/12/2009
Introduction
Section 1
2
9/12/2009
In Simple Terms
Business Valuation is a
process of arriving at a value
acceptable to both the buyer
and the seller.
3
9/12/2009
4
9/12/2009
5
9/12/2009
Section 2
Valuation Approaches
• Business valuation for going concern
– It is important to understand the benefits,
business is able to generate in future out of its
existing stock of assets although value of existing
assets is not ignored by accountants
• Business valuation in case of liquidation
– The emphasis is what can be fetched by selling the
assets either on piecemeal basis or taking as a
whole
6
9/12/2009
Valuation depends on
• Business Value Standard
– The business value standard is the hypothetical
conditions under which the business will be valued.
• Premise of Value
– The premise of value relates to the assumptions, such
as:
• the business will continue forever in its current form (going
concern), or
• the value of the business lies in the proceeds from the sale
of all of its assets minus the related debt.
7
9/12/2009
Economic Conditions
• National, regional and local economic
conditions existing as of the valuation date
• The conditions of the industry in which the
subject business operates.
• A common source of economic information
are:
– Publications by the Central and State Government,
– Publications & Reports by Industry associations
– Reports by Economists, Financial Analysts etc
8
9/12/2009
Financial Analysis
• The financial statement analysis generally involves:
– ratio analysis (liquidity, turnover, profitability, etc.),
– trend analysis and
– industry comparative analysis
– Size and volume analysis
• Industry Comparison helps in:
– discovering trends affecting the company / the industry over time
– risk assessment
– Determination of the discount rate and
– selection of market multiples
• Comparison in different time periods in viewing:
– growth or decline in revenues or expenses,
– changes in capital structure, or
– other financial trends.
9
9/12/2009
Comparability Adjustments
• The valuer may adjust the subject company’s
financial statements to facilitate a
comparison:
– with other businesses in the same industry
– with other businesses in the same geography
• Intention of these adjustments are to
eliminate the differences between:
– published industry data presentation
– company’s financial statements presentation
Non-operating Adjustments
10
9/12/2009
Non-recurring Adjustments
Discretionary Adjustments
11
9/12/2009
Methods of Valuation
Section 3
12
9/12/2009
Market Approach
Asset Based
Determines value Determines value Determines value
by calculating the by adding the by comparing the
net present value sum of the assets subject company
of the benefit less external to other
stream liabilities of the companies in the
generated by the business (net same industry, of
business asset value) the same size,
(discounted cash and/or within the
flow) same region.
13
9/12/2009
Income Approach
• Fair market value = net cash flow * discount or capitalization rate.
• There are several income approaches, including:
– capitalization of earnings or cash flows,
– discounted future cash flows (“DCF”), and
– the excess earnings method (which is a hybrid of asset and income
approaches).
• Only DCF requires data for multiple future periods.
• Others look in single period historical data.
• Income Approach results in the fair market value of:
– controlling interest --> since the entire benefit stream of the subject
company is most often valued
– marketable interest --> the capitalization and discount rates are
derived from statistics concerning public companies.
14
9/12/2009
15
9/12/2009
Equity-Approach
• Flows to equity approach (FTE)
• Discount the cash flows available to the
holders of equity capital, after allowing for
cost of servicing debt capital
• Advantages: Makes explicit allowance for the
cost of debt capital
• Disadvantages: Requires judgement on choice
of discount rate
Entity-Approach
• Adjusted present value approach (APV)
• Discount the cash flows before allowing for the
debt capital (but allowing for the tax relief
obtained on the debt capital)
• Advantages: Simpler to apply if a specific project
is being valued which does not have earmarked
debt capital finance
• Disadvantages: Requires judgement on choice of
discount rate; no explicit allowance for cost of
debt capital, which may be much higher than a
"risk-free" rate
16
9/12/2009
17
9/12/2009
Asset-based approach
• The underlying theory - The value of asset-based analysis of a
business is equal to the sum of its parts.
• Based on the principle of substitution:
– no rational investor will pay more for the business assets than the
cost of procuring assets of similar economic utility.
• Steps:
– Asset Value = Acquisition value – accumulated depreciation
– These values must be adjusted to fair market value wherever
possible.
• Not suitable for going business concerns as:
– the value of a company’s intangible assets, such as goodwill, is difficult
to determine apart from the company’s overall enterprise value.
– In these cases, the asset-based approach yields a result that is
probably lesser than the fair market value of the business.
18
9/12/2009
Control of shareholders
• Points to be considered:
– shareholder whose interest is being valued would have any authority
to access the value of the assets directly
– Controlling Shareholder
– Non Controlling Shareholder
• Shareholders own shares in a corporation, but not its assets, which
are owned by the corporation.
• A controlling shareholder may have the authority to direct the
corporation to sell all or part of the assets it owns and to distribute
the proceeds to the shareholder(s).
• The non-controlling shareholder, however, lacks this authority and
cannot access the value of the assets.
• Value of a corporation's assets is rarely the most relevant indicator
of value to a shareholder who cannot avail himself of that value.
19
9/12/2009
Market approach
• Based on the economic principle of competition:
– that in a free market the supply and demand forces
will drive the price of business assets to a certain
equilibrium.
• Buyers would not pay more for the business, and
the sellers will not accept less, than the price of a
comparable business enterprise.
• It is similar in many respects to the “comparable
sales” method that is commonly used in real
estate appraisal.
20
9/12/2009
21
9/12/2009
Section 4
22
9/12/2009
23
9/12/2009
Built up Model
METHODS
24
9/12/2009
25
9/12/2009
WACC Formula
26
9/12/2009
Built-Up Method
27
9/12/2009
28
9/12/2009
Section 5
29
9/12/2009
Marketable Minority
• The intermediate level, marketable minority interest, is lesser than
the controlling interest level and higher than the non-marketable
minority interest level.
• The marketable minority interest level represents the perceived
value of equity interests that are freely traded without any
restrictions.
• These interests are generally traded on the stock exchanges where
there is a ready market for equity securities.
• These values represent a minority interest in the subject companies
– small blocks of stock that represent less than 50% of the
company’s equity.
• Controlling interest level is the value that an investor would be
willing to pay to acquire more than 50% of a company’s stock,
thereby gaining the attendant prerogatives of control.
30
9/12/2009
31
9/12/2009
32
9/12/2009
Pre-IPO studies
• Another approach to measure the marketability discount is
to compare the prices of stock offered in initial public
offerings (IPOs) to transactions in the same company’s
stocks prior to the IPO.
• Companies that are going public are required to disclose all
transactions in their stocks for a period of 3 years prior to
the IPO.
• The pre-IPO studies are sometimes criticized because the
sample size is relatively small, the pre-IPO transactions may
not be arm’s length, and the financial structure and product
lines of the studied companies may have changed during
the three year pre-IPO window.
Section 6
33
9/12/2009
34
9/12/2009
More details
• Identifying peer companies
– Important characteristics include: operating margin, company size, products,
customer segmentation, growth rate, cash flow, number of employees, etc.
• Determining correct Price Earning Ratio (P/E)
– The price earnings ratio (P/E) of each identified peer company can be
calculated as long as they are profitable. The P/E is calculated as: P/E = Current
Stock Price / (Net Profit / Number of shares)
• Determining discount rate / factor
– Determine the appropriate discount rate and factor for the last year of the
forecast period based on the risk level associated with the target company
• Determining current company value
– Calculate the current value of the future company value by multiplying the
future business value with the discount factor. This is known as the time value
of money.
Enterprise value
• Enterprise value (EV) = Total enterprise value (TEV) = Firm value
(FV).
• It is an economic measure reflecting the market value of the whole
business.
• It is a sum of claims of all the security-holders:
– debtholders,
– preferred shareholders,
– minority shareholders,
– common equity holders, and others.
• Enterprise value is one of the fundamental metrics used in business
valuation, financial modeling, accounting, portfolio analysis, etc.
• Enterprise value = common equity at equity value + debt at market
value + minority interest at market value - associate company at
market value + preferred equity at market value - cash and cash-
equivalents.
35
9/12/2009
Flow Chart
36
9/12/2009
Expert’s Opinion
• In this section of business valuation, I have
summarized the opinion of an expert in the
field of business valuation.
• Mr Carlene Gaydosh talks about How Has the
Economic Downturn Affected Business
Valuations?
37
9/12/2009
Business Value
• In today's difficult economic environment, are you finding that
businesses have lost value?
– Yes, due to the uncertain economy people are less willing to take risk.
– The level of risk an investor is willing to take directly drives the value
of a business when it is being considered, particularly when analyzing
the income stream and how much income one requires to generate off
of a prospective investment.
• Is this a bad time to value and sell a business?
– There is never a bad time to value a business or market it for sale: the
unique economic activity we are currently experiencing creates
opportunities for investors and sellers.
– When someone finds himself or herself without a job, especially with
high unemployment and few available jobs, they often look for self-
employment opportunities and, many times, consider purchasing an
existing business.
Opportunities
• Franchise and home-based business models do well in periods of
high unemployment, because people look to replace their income
and, when they cannot find a job, they will look at a business
acquisition.
• Great opportunities available.
– Small businesses are more attracted to acquiring other small
businesses, in an effort to diversify products or services and increase
revenue.
– There are some great opportunities now to purchase businesses that
could benefit from the synergy of a complimentary fit with another
business in a similar industry or service sector.
• It is not just a good time to buy real estate, it is a buyers’ market for
business acquisition and that is where the greater opportunity is;
however, the greater the unemployment rate, the greater the
demand for businesses that are available for sale.
38
9/12/2009
Challenges
• The challenges of selling.
– Business owners that are considering selling their business
because it is failing due to declined sales and poor cash
flow may find it challenging to market the business during
these times because people are less inclined to assume
the risk.
– Potential buyers are finding it very difficult to borrow
money to purchase a business that is healthy, let alone one
that is struggling, even though there are loans available, so
they say.
– If a buyer is going to borrow the money to purchase,
lenders will look at a business valuation to determine the
amount it is willing to loan.
Various Perspective
• Business valuations are necessary to demonstrate to a
potential buyer the value, as well as provide a guide to
the seller what it is actually worth.
• Most business owners have an inflated perspective on
what their business is worth because they have put
their heart and soul into it, and entrepreneurs are
eternal optimists.
• Sellers also need to have the knowledge of what
factors drive the price of their business and manage
those vital factors in a manner to package the business
and ready it for sale to maximize the selling price.
39
9/12/2009
Example
• This is like getting a house ready for sale.
• You need to complete maintenance items and freshen the paint,
landscaping and “image.”
• A business is no different, in a sense – it needs to be cleaned up and
positioned within the market to make it more attractive to a potential
buyer.
• Some examples of housekeeping would be to discount and sell off old
inventory and assets.
• This puts cash into the business and leaves good assets and inventory on
the books.
• Accounts receivable also need to be analyzed and uncollectable accounts
written off or reserved and sent to collections.
• Current assets are a real focus, because they reflect the liquidity of the
business and having old account receivables on the books negatively
impacts the ratio analysis that will be conducted during a lender’s
valuation.
40
9/12/2009
Case Study
Section 8
41
9/12/2009
Brief Background
• XYZ is a local franchised restaurant and pub serving quality lunches at
reasonable prices at ten area locations.
• The franchise is well-known throughout the region and has a strong
customer base, ranging from professionals on the go to retirees and local
college students.
• XYZ's five area locations are organized as individual corporations which
are, in turn, owned and operated by ABC Holdings, Ltd, a local company
that also owns several other franchise restaurants, ice cream shops, and
gourmet coffee houses.
• Mr A, Mr B, and Mr C own ABC Holdings, Ltd and are seeking to sell two of
the XYZ locations that are outside their immediate territory.
• They had started the two locations about eighteen months ago as part of
an expansion plan incentive offered by XYZ’s parent company.
• Since then, ABC Holdings, Ltd declined the rights to additional franchises
in those outlying locations.
42
9/12/2009
Investing Proposition
• MJ and DJ both work at one of the XYZ's more profitable
locations. Upon hearing rumors that ABC Holdings is
contemplating a sale of the two underperforming locations,
they approach Mr A to discuss the possibility of purchasing
the franchises.
• All parties agree that this would be an ideal situation, given
MJ and DJ’s background with the XYZ and their
commitment to increasing the franchises' revenues through
additional marketing and cost cutting initiatives.
• ABC Holdings offers to sell the two franchises for an
aggregate price of $1,000,000. Mark and Diane agree, in
principle, on the price. The deal is contingent upon their
ability to secure financing for the acquisition.
Investors’ Projections
• MJ and DJ consult ASC, a local business consultant and former head of the
state's Small Business Development Center who has extensive experience
in negotiating deals and working with entrepreneurs to develop a viable
business plan.
• After reviewing the tax return (which lacks a balance sheet) provided by
ABC Holding's accountants, ASC has several concerns over the viability of
the plan.
• MJ and DJ believe that they will be able to:
– increase sales by over $200,000 at each of the locations within twelve months.
– In subsequent years, they anticipate sales to increase by 8% annually.
– accomplish this through increased advertising initiatives having a marginal
cost of $10,000.
– employee retention and training programs will help to reduce their turnover
expenses by roughly $20,000 per location
– will be able to reduce their cost of sales from 35% to 30%, saving $50,000 at
each location, through better employee training and inventory management.
• The other XYZ locations have cost of sales of roughly 32%.
43
9/12/2009
Valuation Report
• In arriving at this indication of value, the valuation analyst suggests
the following:
– There is little to suggest that MJ and DJ will be able to reduce the cost of
sales at each location to 30%, a level that is below that of the other XYZ
locations, particularly given that the cost of sales is now in excess of the
average.
– The growth expectations for the two locations are higher than the current
and historic growth rates of the more established XYZ locations. The 8%
growth rate is unlikely to be sustained indefinitely into the future.
– The valuation analyst states no opinion as to the likelihood of the marginal
increase in advertising to increase sales by such a disproportionate
amount.
– After a visit to both locations, the valuation analyst does not believe that
the local traffic is sufficient to support any dramatic increase in sales.
– Further, the analyst does not believe that the locations are conducive to
the business.
– The break-even point for each of the XYZ locations is roughly $1.1 million.
44
9/12/2009
45
9/12/2009
Thank You
46