Value Driver Tree
Link strategy, revenue, margins, working capital, capital deployment and organizational capability.
DHISORA / ADVISORY
Business Performance & Enterprise Value Creation
Identify the drivers that turn business potential into profit, cash and supportable enterprise value.
A situation to discuss
Which improvements, investments, markets or partnerships should come first to create economic value?
Back to expertiseOutputs agreed for the engagement
Financial & Growth Scenarios
Analyze performance and growth alternatives, including organic growth and partnerships or acquisitions within the agreed scope.
Value Creation Plan
Prioritize initiatives, financial assumptions, resources, risks and measurement.
How the work proceeds
- 01
Clarify growth objectives and constraints.
- 02
Analyze drivers and model alternatives with explicit, testable assumptions.
- 03
Prioritize investment and change, with a process for measuring progress.
What to prepare
Revenue and margin by customer or product, cash data, investment proposals and the business plan, as available.
How value is monitored
Growth quality, margins, operating cash, capital efficiency and initiative outcomes against a starting baseline.
Scope and accountability
Models depend on assumptions and uncertainty. Enterprise value, equity value and market capitalization must be distinguished. Returns and share value are not guaranteed.
DHISORA ADVISORY
Begin with your business question
Describe the situation, question and desired outcome to discuss a suitable scope. The current form prepares an email for you to review and send.