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Many entrepreneurs want to know the value of their company but need help finding a reliable method
Realistically understanding your company's value can be crucial for its growth and development, whether you're considering selling your business, seeking investments, or planning acquisitions. You can avoid common pitfalls by obtaining an objective assessment of the company's financial health and future potential. Peter Larsson, Managing Partner at Evolvefy, has met with Hampus Sellmann, co-founder of Leonh, who explains what is important to consider in obtaining the most accurate company valuation possible.
Who are the winners in the battle for the customer? Six tips for optimal pricing
Why do comparable products and services have such different pricing? What makes the consumer buy the more expensive service or product when similar or sometimes better products are available at a significantly lower price? Many companies still need to determine how to raise prices without losing customers and sales volume. What then determines the consumer's willingness to pay?
Boards demand increasingly high reporting standards
In a survey conducted by Evolvefy, over two-thirds of respondents stated that too much time is spent reviewing reports and presentations before and during board meetings. In addition, over 70% expressed a desire for the material presented before board meetings to be more concise, thus streamlining the preparation process for board members. So, what can companies do to make their board meetings more effective and productive?
How to prepare your company for an economic downturn - 6 tips from Evolvefy
Jens Ålander, Managing Partner at Evolvefy, explains that there are many parameters to consider today. For example, the war in Ukraine has led to soaring electricity and fuel prices that affect us, and a large portion of production taking place in China is still limited. This means that we may be unable to deliver the necessary components or that companies with their production in the country cannot keep their show running.
Many companies are not equipped for tougher times
Stock values are declining, inflation is rising, and investors are hitting the brakes. Whether we are in the midst of a financial crisis or on the brink of one is up for debate, but it is clear that economic times are getting tougher. So how does one prepare for more challenging times, and how does an innovative growth company adapt to the game's new rules?
Evolvefy is growing! We welcome Angelica Tringolo Kjellström, our new HR specialist and advisor
We are thrilled to have Angelica on board with our team! Her expertise in HR and Project Management will be a part of our efforts to develop sustainable structural processes and efficient workflows for our clients as part of Evolvefy's Accounting Services. Angelica has worked in many different industries and with organisations undergoing development. More information about Angelica and our HR services will be available soon.
Evolvefy is growing! We welcome Jens Ålander, our new Managing Partner
Jens has long and broad experience growing companies as CFO/CEO, from startups and scaleups to large international companies. We are thrilled that Jens will be part of our Management Team, which is part of our investment towards becoming the leading partner for growth companies within CFO interim management.
Calmark hires CFO from Evolvefy
- I'm very much looking forward to working as CFO at Calmark. It will be a great challenge, and my experience working with sales and distribution on the global market can contribute to the company's expansion. Calmark's work with close-to-patient tests on newborns is fascinating and vital, which makes this work extra stimulating, says Peter Larsson.
A homogeneous board inhibits growth
In the survey conducted by Evolvefy in 2021, "Board context in growth companies", it emerged that half of the respondents believed that the board lacks a common philosophy or value and is too homogeneous. We discussed what consequences this could have for growing companies with Petra Palmgren Lindwall, who works professionally as a boardemployee.
Growth companies lack digitisation skills in the boardroom
Digitisation has become a survival and growth factor for companies. Technology drives development, and digitisation today needs to permeate all levels and involve the board and the management team. Evolvefy's survey "Board relations in growthcompanies" clearly showed that digitisation is the skill most often lacking in the boardroom. At the same time, it was listed as the third most crucial competence after financial knowledge and knowledge of the company's operations. The goal of the survey is that the insights will help boards of growing companies to create practical boardwork that favours growth and development.
Which CFO competencies are most important for each growth phase?
This differs depending on the industry and size, but we can give specific indications and recommendations for each growth phase.
Many scaleups need to improve CFO skills
Most startups and scaleups have plenty of entrepreneurial spirit and big visions but often make the mistake of bringing in CFO skills too late. As a CEO, having a financial sounding board is vital when preparing the company for growth. That's what Evolvefy emphasises, which works to help companies realise their growth plans.
Many companies do not value the consequences of the crisis
Since 2000, we have annually experienced unexpected events that have in some way affected society, private individuals and companies. There have been events in Sweden, another country, and another continent that had a significant and long-lasting impact on us. We have adapted to new safety routines on the plane, to salute with the elbow, and now we are reviewing our stocks of dry goods and what an impending financial crisis could mean. Agneta Molinder, Advisor Risk Management at Evolvefy, believes that many companies can prevent crises so that the adverse effects are more minor.
The sustainability work must be visible on the top line
Sustainability work becomes interesting for management and the board when it contributes to the company's profitability. On the other hand, many company managers equate sustainability work with philanthropy – you do it to be excellent, not innovative.
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