A company committed to developing innovative applications in fruit and vegetable-growing succeeded in creating technology to improve the products’ appearance at their sales points and wished to value its business.
A company developed new technology to the reduce the impact of post-harvest diseases and defects in different types of fruit. Said technology was developed and awaiting regulatory approval.
The company’s shareholders requested a valuation of the business in its current state and of its potential value using different growth scenarios.
We carried out two studies: a statistical one, analysing the latest financial year’s annual accounts and a dynamic study, analysing different assumptions about future development.
We studied the technology in depth and identified the competition. We calculated the company’s market potential. Then, we performed future projections based on different contingencies and scenarios which included additional business models.
We defined the costs associated with the above projections and we assigned chances of success to each regulatory phase that was pending.
The shareholders understood very well the risks and opportunities that defined each one of the assumptions and proposed scenarios, as well as the related degree of probability.
We analysed the sensitivity of each variable that was key for the valuation.
We established a clear value for the company with associated ranges for the business production scenario (direct sales or third-party licensing).
A marketing plan to relaunch a leading centre and turn it into a benchmark for translational medicine.
A recently opened centre of research infrastructure located on a leading hospital’s campus wished to establish itself and become a beacon of excellence in its own autonomous region, nationally and across Europe. The centre needed to consolidate its viability and its profit and loss accounts.
The priorities were to: clearly define the product portfolio, segment the targeted clients, understand the sales and promotion channels and create a communication strategy.
We interviewed the centre's directors and the managers of each business line. We gathered information on the product, client segmentation, sales and promotion channels and the competition. We undertook a SWOT analysis too.
We held interviews with the centre's current, potential and external clients to generate an complementary and aseptic vision of the business.
We produced a report with a roadmap and specific actions to take in the short and medium terms to implement a marketing plan.
The organisation was able to concentrate on the marketing plan's key points. The messaging, products and communication strategy were segmented and made to measure for each business area.
The centre’s strategy was aligned to the strategy at its campus units to maximise opportunities. The communication strategy was tailored to compete in different sectors and territories.