Services and Business

Corporate Finance / M&A

 

 

Each stage of the company's and its products' life cycle requires appropriate business strategies and a source of capital. A project still in its early stages, often a start-up, seeks to raise the capital needed to get the project off the ground or allow it to start operations under extreme risk conditions. A small company already making sales, with a better business model defined, may require capital to stabilize or prepare internal processes for controllable and scalable reproduction without destroying margins, or to organize and align its sales initiatives with its intended business model. life or its core products or services may require capital infusion to invest in new technologies and / or revitalize its product portfolio according to market “desires.” In another arena, the company may be in or near judicial recovery. Finally, the reasons for raising and investing capital in the venture (“cash in”) or bringing in new knowledge and technologies are diverse and must be clearly identified as well as their calculated returns within the business planning that is intended to be carried forward.

 

VR9 has extensive industry-recognized experience and methodology for diagnosing and conducting alternatives (M&A, structured operations, divestments, etc.) and business plans for a wide range of economic sectors and business sizes.

 

VR9 organizes “Sell Side” and “Buy Side” processes. We have vast experience and numerous success stories in various economic segments working with investment funds and groups of national and international investors.

 

 

Business model

 

It is the business architecture by which the organization intends to generate VALUE. It covers four main areas of a business: Customers and Markets, Offer Structure, Infrastructure and Financial Viability. This architecture should be reflected in organizational structures, processes and systems.

 

We are in the midst of a digital revolution that impacts business and demands a Digital Transformation of organizations. The “digital” organization requires radical changes as to how to plan and realize the business value potential.

 

Our experience has shown that digital transformation is not just a matter of writing programming code or reviewing and automating processes, but a change that involves everyone in the organization. This transformation requires the business leaders - in their various instances - to implement changes related to the business model, competitive strategy, corporate governance and, in particular, changes related to the leadership process itself and cultural aspects.

 

VR9 adopts a methodology integrating these aspects taking into account the opportunities and needs derived from the Digital Revolution, but with a focal point in the Leadership and Change Management process. We support organizations in their various stages of maturity, including start-ups, mature or revitalizing businesses, with their own methodology and through our strategic partnerships that ensure agile implementation focused on fast results.

 

 

Competitive strategy

 

The analysis of the external environment and the definition and execution of competitive strategies aligned with the Business Model, Capital Structure and Corporate Governance is one of the differentials of the methodology adopted by VR9.

 

Our approach includes the study of served or adjacent market structures and competitive dynamics that enable the identification and use of sustainable competitive advantages and their impact on the organization's profits and other strategic objectives. Our vision is based on resources and long-term innovation strategies on a conceptual platform of Conscious Capitalism.

 

 

Corporate governance

 

Corporate Governance has been one of the main pillars of modern management, including the control structure for corporate risks. Each stage of the company requires proper Corporate Governance and there must be planning for its evolution and to fulfill its role in attracting capital for the venture.

 

Good Corporate Governance practices determine how organizations are directed, monitored and encouraged. Involves the practices of the Partners, Board of Directors, Board of Executive Officers and Control Bodies.

 

VR9 adopts as a pillar in its methodology for value creation Corporate Governance based on the best practices of the local and international market.