Businesses confuse intangible assets with their Brand’s value
When Shawn read Good to Great, by Jim Collins, the chapter on the Stockdale Paradox, struck a chord with him. In many situations, the belief that one will succeed in the end was the key success factor in eventually succeeding.
To boldly “confront the brutal facts” and to address the major issues.
It is often the characteristics listed below that lead to the under performance of an asset (business);
- Blind faith
- “It has worked in the past”
- Skating around the key issue
As part of his master’s degree, he wrote his final thesis on Brand Valuation. The ultimate conclusion, was that businesses confuse Intangible assets with Brands value.
It is hard to conceptualise intangible valuations, these are often forgotten or neglected, once the business understands how the intangible asset impacts value, a clearer path is formed.
It is often these intangibles, that form the kernel of a turnaround or sale.
This consultancy helps businesses address difficult challenges and helps execute a new course that leads to a renewed business.
Our experience is in a broad range of sectors: wholesaling, retailing, manufacturing and information technology, as well as different industries in the sector automotive, pharmaceutical, FMCG, fashion wholesale and retailing, beauty products, hard services (security) and soft services (drone operations), this places us in ideal position to guide a business through the revitalisation.
We have worked in a broad range of situations,
some of which are
- Failed mergers, leading to a walk out of top staff
- Merger integration
- Loss of key principals
- Renegotiating international supply agreements
- Covenant negotiations
- Assisting investors with realising value
- Divestiture of assets
Our cross jurisdictional experience with
- Licensing agreements
- Foreign owned businesses
- Launching a product or service in a foreign jurisdiction
- Buying offices
This gives us a unique edge in terms of
compliance and reporting in
unfamiliar jurisdictions.
