A robust Business Plan for an Agribusiness Investment, based on real figures and assumptions, other than only on “Industry Benchmarks” will present: (i) A complete crop location analysis evaluating criteria such as soil profile and fertility, water resources, weather calendar, disposable infrastructure, etc; (ii) The rationale and preparation of official quotations and Benchmarks of CAPEX and OPEX for Project Implementation; (iii) Recommendation of agricultural best practices, team composition, etc; (iv) Structuring the Project Scale-up Expansion Plan; (v) Project Financial Modeling, including Revenue Projections, Cash Flows, Investments in CAPEX, OPEX, EBITDA, Net Income, Sensitivity Analysis, IRR, NPV, Payback Rates, etc.
Alternatives to financing should also be explored as alternatives to equity, and synergies with potential partners should be mapped to reduce costs and risks of the Project. Finally, the impact of the Project on the Country’s Economy should be estimated in order to leverage potential agreements with the State (i.e.; access to foreign exchange, adoption of tax benefits, etc).

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We use the Discounted Cash Flow (DCF) as a valuation method to estimate the value of an investment based on its future cash flows. With the DCF analysis, we attempt to figure out the value of an investment today, based on projections of how much money it will generate in the future.
The Valuation Assessment is often a key deliverable of our Business Plan, but we can carry it out as a stand-alone assignment. As major components of a Valuation Assignment, we will have sounding forecasts for Revenues, OPEX, and CAPEX as well as a complete assessment of leveraging the best Equity/Debt Ratio for the Business.
In most cases, when we face this type of engagement, our Clients are usually under a Due Diligence process for M&A. .

Our Brand Valuation Methodology brings together market, brand, competitors, and financial data into a single, value-based framework within which we assess the current performance of the brand, identify areas for improvement, and develop a roadmap of activities to enhance the future influence of the brand on business results.
A crucial point within the methodology is the Role of Brand Analysis, which is about understanding the consumer purchase behavior: the brand’s influence on the generation of demand through choice. Brand Strength measures the ability of the brand to create continuity of demand into the future through loyalty and, therefore, to reduce risk. In doing this it considers ‘internal’ (management and employee) and ‘external’ (customer) factors. Finally, these inputs are combined with a financial model of the business to measure the brand’s ability to create economic value for its owner.

A Startup Creation Process and its Fund Raising are probably the most challenging engagements we have faced. A complete Business Plan is needed to engage Investors on a Road Show.
Once the Investors have committed, a Road Map with all deliverables is needed to be put in place, which include the following tasks: i) Legal Structure and Corporate Governance Recommendations (i.e.; By-laws, Shareholder Agreements, etc); ii) Complete Market Assessment, including needs that are not fulfilled at the moment (i.e.; sometimes, the clients may not have the ideia that they will need a future product or service); iii) Product Development within the Startup Development Team, but specially running a Product Pilots with few selected clients to make all the possible mistakes and corrections before going to the market; iv) Pricing Strategy; v) Marketing, Brand, and Communication Strategy; vi) Definition and Implementation of Corporate Policies (i.e.; Values, Ethical and Conduct Code, etc); vii) Policies for Talent Development and Retention (i.e.; work climate monitoring, bonus plans, stock option plans, etc) .

Structuring the Corporate and Governance Model for a Company includes: (i) the commercial and legal structure of the company, such as the participation and rights of each partner; (ii) the elements of the governance model, for example the structure of the Board, and the roles and responsibilities of each partner; (iii) the processes of approval, decision, and resolution of disputes; (iv) the mechanisms, processes, and control panels to monitor the project's economic-financial and operational performance.

Our recent and most famous Project of Socioeconomic Development Plan is “Pará 2030”. We formulated the core concept of the Programme as well as defined the strategic value chains and their assumptions months before McKinsey&Co was hired to scale up our Project. We defined a clear strategy for Government and Society to follow in Pará in order to achieve national average of per capita GDP in 2030..