Valuation/Lit. sup./Fraud/M&A
Showing 1185–1200 of 1569 results
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Need a fruitful idea for your estate plan? Conditions are ripe for an FLP
Spring 2011
Newsletter: Expert / Valuation & Litigation Concepts
Price: $225.00, Subscriber Price: $157.50
Word count: 869
Abstract: Family limited partnerships (FLPs) have survived the latest wave of estate tax legislation quite handily. In fact, for those managing estate plans, conditions are ripe to seriously consider an FLP once again. This article explains how FLPs work, the importance of obtaining an independent asset appraisal, and how discounts for lack of control and marketability are applied. But tax law that expires at the end of 2012 means that the time is now to consider if an FLP is advantageous. A sidebar emphasizes that it’s important to avoid abusive business practices in an FLP.
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Is the price right? Ask an expert
March / April 2011
Newsletter: Valuation & Litigation Briefing / Litigation & Valuation Report
Price: $225.00, Subscriber Price: $157.50
Word count: 353
Abstract: As the economy continues to recover, merger and acquisition (M&A) activity is picking up steam. In the current environment, however, making or evaluating an offer can be challenging. This article shows how obtaining a fairness opinion from an objective, independent valuation expert can help M&A participants and their management defend themselves against shareholder claims.
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Just awards – Construct a framework when assessing damages
March / April 2011
Newsletter: Valuation & Litigation Briefing / Litigation & Valuation Report
Price: $225.00, Subscriber Price: $157.50
Word count: 723
Abstract: Almost daily, jurors award huge damages to plaintiffs. But are these jurors making informed decisions? One of the most important contributions a financial expert can make in damages litigation is to construct a framework the jury can use when assessing the damages. This article discusses how a CPA expert can help explain the nuances of a business’s profits, assets, net worth and internal structure.
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Active vs. passive appreciation – A deceptively complex issue in divorce cases
March / April 2011
Newsletter: Valuation & Litigation Briefing / Litigation & Valuation Report
Price: $225.00, Subscriber Price: $157.50
Word count: 838
Abstract: In divorce cases, it’s common for an interest in a closely held business or professional practice to be the marital estate’s most valuable asset. In many states, when the owner-spouse brings this asset to the marriage, a valuator may be called upon to distinguish between active appreciation in the business’s value (which is subject to division) and passive appreciation (which isn’t). This article explains how, after determining passive vs. active appreciation, the valuator might then decide how much an owner-spouse is responsible for the latter.
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Quantifying the value of customer relationships
March / April 2011
Newsletter: Valuation & Litigation Briefing / Litigation & Valuation Report
Price: $225.00, Subscriber Price: $157.50
Word count: 922
Abstract: Customer relationships often are a key component of a business’s value. In recent years, however, the methods used to value these relationships have become more sophisticated. And the method a valuator uses can have a significant impact on the determined value of the customer relationships. This article looks at the nuances, such as the circumstances in which customer relationships can be valued separately from goodwill; methods used to measure the future economic benefits of a customer relationship; and forecasting attrition through constant rate attrition (CRA) analysis.
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Need to know: FAQs about key person discounts
March / April 2011
Newsletter: Viewpoint on Value
Price: $225.00, Subscriber Price: $157.50
Word count: 323
Abstract: The risk of centralized management typically is taken into account in the company’s future earnings or discount rate. In some cases, however, one key person has unique skills, technical knowledge, experience or relationships that would be difficult to replace or replicate. This brief article explains how valuators attempt to quantify the impact of loss of a key person on value.
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How valuators approach value — A valuation primer
March / April 2011
Newsletter: Viewpoint on Value
Price: $225.00, Subscriber Price: $157.50
Word count: 867
Abstract: Determining the value of a business is a complex endeavor. This article provides a primer on the most commonly used valuation approaches and methods to help readers gain a better grasp of the ins and outs of business valuation and be better able to evaluate an expert’s work. The article describes the income, market and cost approaches as well as several other methods valuators use to refine their analyses.
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Who owns goodwill? — The case of Howard v. Commissioner
March / April 2011
Newsletter: Viewpoint on Value
Price: $225.00, Subscriber Price: $157.50
Word count: 692
Abstract: Goodwill is an intangible asset that arises from a business’s name, reputation, customer loyalty, location, products and other similar factors. The classification of goodwill as personal or business can have important tax and legal consequences. This article looks at a recent case, Howard v. Commissioner, that illustrates some of these consequences, including how noncompete agreements may get in the way of taxpayer attempts to claim personal goodwill when they retire. Case citations: Howard v. Commissioner, U.S. District (E.D. Wash.), No. CV-08-365-RMP, July 30, 2010. Norwalk v. C.I.R., U.S. Tax Ct., T.C. Memo 1998-279, 1998 WL 430084.
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Long-term strategies to boost cash flow — and value
March / April 2011
Newsletter: Viewpoint on Value
Price: $225.00, Subscriber Price: $157.50
Word count: 913
Abstract: Companies that maximize cash flow are worth more to investors. But it may be unrealistic to focus on the obvious cash flow improvement targets — revenue and costs — when demand is flat and many businesses have cut back their overhead. This article presents some cash flow management techniques that may help businesses squeeze more out of existing operations.
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Let a rebuttal expert break your valuation deadlock
March / April 2011
Newsletter: Advocate's Edge / Litigation Support
Price: $225.00, Subscriber Price: $157.50
Word count: 680
Abstract: Professional valuators use a variety of methods and inputs when appraising a business, making it easy for two experts working in good faith to reach different conclusions. In such situations, litigating parties must find a way to break the deadlock. This article discusses how a rebuttal report can help them do just that — as well as reduce overall valuation costs.
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Maximizing recovery from a fidelity insurance policy
March / April 2011
Newsletter: Advocate's Edge / Litigation Support
Price: $225.00, Subscriber Price: $157.50
Word count: 784
Abstract: Some companies may have fidelity insurance to protect themselves from fraud losses. Unfortunately, owning this type of policy doesn’t guarantee claim acceptance: Claimants must follow strict procedures, and claims often are contested. This article explains how fraud experts can help companies build stronger claims. Solid proof-of-loss documentation is essential and claimants must provide specific information, which is outlined in the article’s sidebar.
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Recent ruling provides an owner compensation primer
March / April 2011
Newsletter: Advocate's Edge / Litigation Support
Price: $225.00, Subscriber Price: $157.50
Word count: 729
Abstract: It’s not unusual for the IRS to question the compensation that closely held companies pay their owners. But a recent Tax Court decision provides a primer on the factors that often come into play in such cases. This article discusses the case, in which a company CEO appealed the IRS’s reduction of what he felt was “reasonable” compensation, and looks at the five factors the court used in its determination.
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Ask the Advisor – Q. Do I need to handle promotion issues before I sell my business?
February / March 2011
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 394
Abstract: Among sellers’ many competing obligations and responsibilities during the M&A process, it may be easy to ignore issues such as employee promotions and leadership succession. But if employees are neglected at this critical time, these issues are likely to rear their ugly heads later on. This article examines how to collect the relevant information, evaluate it and attempt to strike the best and fairest balance between the company’s interests and those of employees.
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So you’ve bought a troubled company: Now what?
February / March 2011
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 607
Abstract: If there’s a silver lining to a weak economy, it’s that the M&A market is brimming with bargains for buyers with the cash to acquire them. Financially distressed companies, in particular, can look inexpensive relative to their growth potential. But getting a good price is only part of a successful deal: Buyers must also be able to turn that troubled acquisition around. This article shows how to weigh opportunities vs. risks, and the steps to take following the transaction.
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Getting the most value out of your IP
February / March 2011
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 854
Abstract: In an M&A marketplace currently dominated by strategic buyers, intellectual property (IP) can be a seller’s most valuable asset. It’s critical that potential sellers assess the value of their IP and ensure that they — and not employees or contractors — own it. Also, they should prepare a marketing plan for their IP that matches their buyer’s objectives. This article explains how to catalog IP and put a price on it. A sidebar discusses the importance of verifying IP ownership.
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Ready, set, test! – Before you sell, consider a practice run
February / March 2011
Newsletter: Merger & Acquisition Focus
Price: $225.00, Subscriber Price: $157.50
Word count: 648
Abstract: Potential sellers might improve their odds of success by performing a test run, or mock acquisition, first. A test run allows owners to see their company as potential buyers see it, warts and all, and address possible problems before actual buyers find them. This article discusses the steps involved and what sellers need to focus on, such as cash flow and legal liabilities.