Asset management and corporate restructuring in accordance with due diligence criteria and order requirements from 300+ institutional investors within 6 months

 

Discuss and clarify asset management and corporate restructuring requirements and objectives before investment by professional investors.

After initial discussions and meetings with founders and a preliminary understanding of the company, Equitix will:

• Briefly describe the company’s opportunities, challenges, and overall situation.
• Identify the key objectives the company aims to achieve through asset management and corporate restructuring.

Examples of potential objectives:

• Establish an efficient management and governance system for the distribution network.
• Develop a market expansion strategy targeting international markets by 2025, including market development and talent acquisition.
• Create a financial and investment strategy encompassing the Board of Directors, internal controls, and effective asset/subsidiary management.
• Define competitive positioning and a well-structured capital structure aligned with market penetration and expansion goals.
• Develop a talent development strategy.

Equitix’s approach to achieving the stated objectives: 

a) Internal Survey and In-depth Interviews:

Methodology:

• Individual In-depth Interviews: Conduct one-on-one in-depth interviews with senior management, functional directors, and department heads.

• Group Interviews: Conduct group interviews with 5-6 employees from each department.

Deliverables:

• Comprehensive Pre-Due Diligence Report: Prepare a detailed pre-due diligence report encompassing:

  • Work Environment and Culture: Assess the company’s work environment, values, and overall culture.

  • Team and Human Resources: Evaluate the company’s organizational structure, employee skills, and talent management practices.

  • Processes and Procedures: Analyze the company’s operational processes, internal controls, and decision-making frameworks.

  • Detailed Functional Reports: Provide in-depth reports on each department’s functions, responsibilities, and performance.

  • Technology Infrastructure: Evaluate the company’s technological capabilities, IT systems, and data management practices.

  • Financial and Accounting: Assess the company’s financial health, accounting practices, and risk management strategies.

Key Insights:

• SWOT Analysis: Derive a comprehensive understanding of the company’s strengths, weaknesses, opportunities, and threats.

• Internal Strategic Alignment: Identify and assess how internal strategic factors can effectively respond to external opportunities.

Report Details:

• Comprehensive Overview: Provide a detailed 50-70 page report on the company’s current state and its potential for improvement.

• Prioritization Recommendations: Outline prioritized recommendations for the company to optimize its operations and achieve its goals.

• Focused Leadership: Empower the Founder/CEO to focus on critical value-adding activities by addressing operational inefficiencies and strategic gaps.

b) Business Development Strategy – Company-Level Strategic Planning

Approach:

• Leveraging Internal Understanding: Building upon the comprehensive understanding gained from the internal survey and in-depth interviews (Section a), Equitix will collaborate closely with the founders to:

  • Refine Business Strategy: Refine and align the company’s overall business strategy with its current strengths, weaknesses, opportunities, and threats.

  • Define Short-Term and Long-Term Action Plans: Develop detailed action plans for both the short-term (6 months – 1 year) and long-term (3-5 years) horizons, considering market conditions and financial constraints.

Strategic Tools and Frameworks:

• SWOT Analysis: Employ SWOT analysis to systematically evaluate the company’s strengths, weaknesses, opportunities, and threats.

• IFE and EFE Analysis: Conduct Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) to assess the company’s internal strengths and external opportunities and threats, respectively.

• IEM Matrix: Utilize the IEM Matrix to determine the company’s strategic posture (offensive, defensive, conservative, or retrenchment) based on its internal strengths and weaknesses relative to external opportunities and threats.

• Competitive Position Matrix (CPM): Employ the CPM to evaluate the company’s competitive position relative to its key competitors in terms of strengths and weaknesses.

• Strategic Choice and Action Plan: Develop a comprehensive strategic choice and action plan outlining the specific strategies and actions to be implemented over the short and long terms.

Key Deliverables:

• Short-Term Action Plan: A detailed 6-month to 1-year action plan outlining the immediate steps required to address operational challenges and seize market opportunities.

• Long-Term Strategic Roadmap: A comprehensive 3-5 year strategic roadmap outlining the company’s long-term vision, strategic goals, and key milestones, aligned with market trends and financial projections.

c) Functional Strategy Closely Linked with Finance Department

• Based on a clear understanding of the company’s business strategy and strong agreement within the BOD/key players/founding team, a financial plan will be created for the fiscal year. This plan will provide a comprehensive picture of the company’s finances, including how much budget needs to be allocated and what funding sources may be required to turn desired actions into a realistic plan that aligns with the company’s resources.

• Develop a financial plan for the next 5-8 years, covering working capital, capital utilization plan, and company valuation considering the company’s future size

d) Board of Directors:

• Develop a standard organizational chart and capital structure for a joint-stock company, including the Chairman of the Board, members of the Board, shareholders through outstanding shares, options, and ESOP.

e) Build an Internal Governance System:

• Create a detailed operating payroll budget in collaboration with the Chief Accountant.

• Employ the GE Matrix to evaluate each product line in terms of cash flow targets and inventory turnover for product strategy.

• Develop an international standard recruitment plan, budget, and human resource development strategy, encompassing mindset, expertise for each department, management and leadership, supplementary expertise, and strategy.

• Formulate a comprehensive business, sales, and marketing plan.

• Develop a procurement, R&D, and production plan.

• Outline a technology development and ERP plan.

• Create a capital raising, working capital control, bank relations, investor, or shareholder plan.

• Establish a plan for collaboration in developing a competitive positioning strategy.

• Prepare a company profile for each round of equity issuance.

f) Establish a Compensation and Performance System:

• Develop a comprehensive process for all departments.

• Implement a compensation and management system based on 3P: Position, Person, BSC – KPI.

• Create a competency dictionary and a structured 7-level promotion path.

• Provide training and coaching for middle/senior management personnel.

• Optimize work performance for each level based on position and title, maximizing the company’s labor productivity.

 

 

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