| Our approach is based on collecting and leveraging facts to provide high-impact recommendations and bottom-line results in the shortest possible timeframes.
Our due diligence services are designed to help private equity firms answer one of the following key questions:
 What would be the value of a company as a standalone investment?
What would be the value of a company if combined with
 an existing portfolio company?
What would be the value of a company be as a platform
for other acquisitions?
Our due diligence services are designed to help Private Equity firms make the best possible decisions about revenue projections for their investment theses. Primarily, we aim to:
Identify key issues and evaluate assumptions about the
revenue forecasts;
Assess underlying organizational processes and capabilities
of a targeted investment; and
Help identify areas where a company may be ‘dressed up’ for sale.
Our due diligence approach features an internal assessment which quickly evaluates the capabilities of a company against best practices in 10 vital dimensions of revenue generation. Additionally, our approach includes external assessments using our Nine Voices of the Market℠ methodology to help verify the best practices and validate the company’s assumptions about future growth potential.
Also, in situations where a company is being acquired for an existing platform investment, we identify integration issues and develop realistic assumptions about potential synergies related to revenue generation.
Lastly, where a company is being acquired as a platform investment, we are able to perform market analyses and identify potential markets, and even sub-markets or specific companies, for future growth possibilities.
Whether there are 3 or 30 days for due diligence, our approach can be tailored to provide meaningful insights for decision making.
Collaborating with management teams, we work to realize the investment thesis by mobilizing and launching programs and activities after the close of a transaction.
Typically these programs include one or more of the following:
Pursuing activities that have heretofore lacked sufficient
capital for the company to pursue, e.g., expanding the
sales force;
Addressing issues identified during due diligence, for example,
a segment of the market that is underserved; and
Realizing scale economies or synergies now available with
companies in the portfolio, e.g., add a product line, merge
a sales force, or consolidate a call center.
Developing such programs often — but not always — are based in insights gained in due diligence.
With our methodology, which focuses on revenue drivers and includes our proprietary, Nine Voices of the Market℠ approach, we take an 'outside-in' perspective to help our clients identify growth opportunities. We gain a 360-degree view of a company’s performance in generating revenue by listening to the Nine Voices of the Market℠ . This valuable perspective is garnered from current customers, recently lost customers, lost prospects, unseen prospects, distributors/brokers/agents, referral sources, former sales associates, competitors’ sales associates, and mystery shopping transactions.
Balancing ‘outside-in’ perspective, we perform internal analyses to determine strengths and opportunities in a company’s Revenue Engine. As with our due diligence activities, our approach features an internal assessment which quickly evaluates the capabilities of a company against best practices in 10 vital dimensions of revenue generation.
The external input, when combined with the internal performance metrics, allows us to find the weaknesses in a company’s Revenue Engine at any point in the systems and to identify solutions that can result in significant growth in profitable revenue.
Supporting these analyses, we use a database of best practices across all aspects of the revenue generation process. Our clients benefit from knowing the best practices not just in their industry but in others’, as well. In the past two years, we have evaluated the practices of over 100 companies.
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