How to value a company in uncertain times?
How to value a company in uncertain times? What is a company worth? That’s never a simple question, certainly not in times of great uncertainty. Let alone during a crisis such as the current COVID-19 pandemic. Greater challenges, different pitfalls, creative solutions!
House of HR: “It has been a tough but amazing year!”
House of HR: “It has been a tough but amazing year!” COVID-19 chipped away at the business of the European HR service provider ‘House of HR’ – but thanks to the resilience, creativity and perseverance of all employees in all countries, the damage in 2020 was limited to 1% (!) loss in profitability. CEO Rika Coppens: “In fact, our purpose and values not only held firm, they also confirmed how fundamental and intrinsic they are to the well-being and strength of our people, and therefore to our group.”
Cofinpar: “Fear is a bad counsellor.”
A crisis must not prevent innovation, looking to the future, or wanting to stay ahead of the competition. Thanks to the resilience of the teams and the digitisation of processes, the 2020 results of the Cofinpar group, active in the automotive and real estate sectors, increased for the 5th year running.
How healthy will your company emerge from the COVID-19 crisis?
How healthy will your company emerge from the COVID-19 crisis? Check your health with our 7P Diagnostic Tool. Despite the health crisis, some companies are more confident about their growth opportunities than others. Research by BDO Global revealed the reasons. We combined our findings into a 7P model to give you insight into these more successful companies’ priorities and actions. Better yet, our experts have developed a 7P Diagnostic Tool so that you can check your own company’s health and measure it against the market. Go for it!
Beyers Koffie: “No people, no cup of coffee!”
Beyers Koffie: no people, no cup of coffee! During the COVID-19 crisis, the health and safety of its employees was always the greatest concern of coffee roaster Beyers Koffie. After all, no people means no production. “Therefore, the task was to ensure that everyone stayed motivated and productive despite the strict health measures,” explains CEO Marco Ciaramelli.
Astra Sweets: “Switching in the short-term with a view to the long-term strategy.”
You can sit in a corner and cry or make the best of it with all your might. Astra Sweets resolutely chose the latter. The sweets producer did not panic because of the crisis, but it did bring about a shift in some accents in the short-term. Managing Director Ronald Luyckx: “We tried to identify and capitalise on those opportunities that yield short-term results in order to offset the negative impact of the coronavirus crisis on certain market segments as much as possible. That’s in keeping with our no-nonsense culture.” In parallel, Astra Sweets continued to work on long-term strategic projects.