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Showing 17–21 of 21 results
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Sorting the alphabet soup of valuation credentials
September / October 2013
Newsletter: Viewpoint on Value
Price: $225.00, Subscriber Price: $157.50
Word count: 667
Abstract: Not every financial professional is qualified to value a business — especially if a third party will rely upon the appraisal. Earning a valuation credential requires specific coursework, testing, peer review and other prerequisites. This article helps business owners and attorneys sort through the various valuation credentials by summarizing the requirements of the most common business valuation designations.
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Brink of bankruptcy – Your client needs a financial expert now more than ever
March / April 2013
Newsletter: Advocate's Edge / Litigation Support
Price: $225.00, Subscriber Price: $157.50
Word count: 667
Abstract: Business bankruptcies are finally on the decline after several consecutive years of high and rising rates, but that doesn’t mean much to the thousands of companies still in financial peril. This article explains how financial professionals can help assess the severity of a financial crisis, determine whether liquidation or reorganization makes sense, and provide guidance on everything from selling assets to shareholder disputes.
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The other part of the due diligence story
June / July 2010
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 667
Abstract: In the due diligence process, financial and legal documents are central to understanding any company’s story. But buyers also must investigate their target’s operations to uncover potential deal-breaking issues. Operational due diligence generally can be divided among three key areas — marketing and sales, production, and administration — and this article lists some of the more important documents to request from the seller.
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Fiscal sponsorship Q & A
Spring 2010
Newsletter: Profitable Solutions for Nonprofits
Price: $225.00, Subscriber Price: $157.50
Word count: 667
Abstract: An organization may be too new — or too small — to have obtained its tax-exempt status. Or, if it’s well-established, it may have an opportunity to expand its programs by joining forces with a smaller or newer organization. In either case, fiscal sponsorship is a structural arrangement with another organization that might be worth considering. This article answers some questions about this special relationship, including how the arrangement works and possible pros and cons for the sponsor.
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Associate compensation – From lockstep to performance-based
Spring 2010
Newsletter: Law Firm Management
Price: $225.00, Subscriber Price: $157.50
Word count: 667
Abstract: Law firms increasingly are moving away from the historic lockstep compensation model to a new system that recognizes individual performance and results in variable progression and compensation. There are a variety of factors driving this change, but the transition to a new system can run into such hurdles as lack of planning, a weak evaluation process, and a continued focus on traditional metrics. But the necessary planning and structural changes shouldn’t deter a firm from making the transition to a performance-based system.