Recently, I was working with a client. The purpose of the project was to evaluate the business, and some recent investments the client made. On the surface, the investments appeared to be highly profitable. They were yielding very strong EBITDA margins. So strong in fact, the analysis seemed almost after the fact. With such strong[…]
Recently Caliber made a big acquisition in Philadelphia of a multi-store location. Seven locations to be exact. It was described as a major platform acquisition. But what is a platform acquisition and how is it different from a regular acquisition? Note: Are you headed to NACE this year? It’s only a few weeks away and[…]
Last week we discussed the Boyd Group Income Fund (“Boyd”), specifically the Fiscal Year 2014 Income Statement, and how it is both similar and different to the income statements of other operators in the industry. In 2014 Boyd generated an impressive $844 million in sales but reported a net loss of over $15 million. Many in the industry mistakenly assume that because the company operates at a net loss it is only able to remain in business through the benevolence of Wall Street banks. The reality is that Boyd, while operating at a net loss, generates substantial cash for shareholders. And when adjusting for certain accounting idiosyncrasies unique to the legal structure and location of the firm, the company generates a respectable profit. To understand how this is possible is to understand the difference between cash and accrual accounting*, and more generally, how to use corporate finance to drive systemic growth.
*See the footnote at the end of this article for a further explanation of cash vs. accrual accounting.
While Boyd generated a significant net loss on an annual basis, it also generated substantial cash from collision and glass operations. […]
Many owners I interact with still run their business the same as the day they started. They are the first one there in the morning and the last one to leave. They know what is going on with every file. They are the only ones allowed to make decisions.
This level of dedication is admirable. Unfortunately while it can feel profitable and even feed our own ego, it often gets in the way of maximizing the value of your business. You want your business to run better today and be better positioned for tomorrow – even if you are not planning on selling any time soon.
In order to maximize the value of your business you have to view your business from the outside in. Or, as a good friend of mine once told me, work on your business not in your business. […]
Previously we spoke a bit about maximizing enterprise value vs. maximizing profit margins.
Many people in business fail to realize the distinction between the two concepts. If you maximize profitability, you maximize the value of your business, right?
Not always. In business everything is always a trade off. […]
Previously we talked about the state of the industry. Wall Street has arrived in the collision industry. And Wall Street doesn’t play nice when it comes to money.
The insurance companies we do business with every day are some of the most powerful financial institutions in the world. Even the small ones wield huge influence. Their campaign contribution dollars get favorable politicians elected. Their lobby dollars get favorable laws passed (Obamacare anyone?)
In other words, they get a great return on their investment. […]