Investors have detailed, quantitative valuation models they consult before making investment decisions. So why don’t corporate managers have a similarly quantitative, detailed understanding of how the market values their company, so they can make equally informed decisions to maximize shareholder value?
While the relative importance of revenue growth to the household-name tech giants is well understood, the knowledge that the elevator industry is similarly growth-driven is much less well known. Indeed, we have clients in the elevator business who were unaware that their focus on short-term margins was harming both the company’s valuation and its ability to deliver long-term returns.
We see, again and again, management operating based on what was driving their valuation two or three years earlier, or in some cases much longer. It’s the business strategy equivalent of a sports team trying to win a championship with last year’s playbook — and worse, a playbook designed for last year’s team. It’s impossible to be agile without good data and analysis.Of course, you can manage your as-is business to enhance shareholder value if you know what the market is looking for.
The same insight holds when it comes to mergers and acquisitions. Say your company is valued much more on revenue than on margin — but you own a high-margin, low-growth business line that isn’t helping your valuation very much. You can sell it to a company in your industry that is predominantly valued based on margin for a great deal more than it is worth to you.
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