Strategic profitability insights
Strategic profitability insights
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Strategic profitability insights

Cut to the heart of financial matters. Transform financial due diligence. Assess true deal value.

If you’re looking at potential acquisition or transaction, you have limited time to discern its real strength and weaknesses. But if your transaction due diligence stops short, you may not know the true value of a deal until after it’s done.

KPMG’s Strategic Profitability Insights (SPI) platform helps extract key financial data that’s buried deep – data that may not be accessible by any other means, but may reveal the insights both buyers and sellers need to evaluate a deal opportunity. By collecting, processing and analyzing raw data collected from a target, our profitability tools help us uncover those insights faster and more accurately and give transaction due diligence a boost. With a strong profitability assessment, when the clock starts ticking on your next transaction, you’ll be more informed about what you’re getting. 

  • When does SPI comes into play?
  • SPI gets past the obvious questions.

When does SPI comes into play?

Buy Side

  • Evaluate a target’s investment thesis
  • Identify and quantify transaction value
  • Assess risk through risk data aggregation

Sell Side

  • Identify unique business attributes, such as trends, clients, geographies and product portfolios
  • Determine how best to market the company to different buying groups, such as strategic or financial buyers

Strategic Planning

  • Uncover the causes of business fluctuations
  • Leverage data analytics to build a strategy

SPI gets past the obvious questions.

Why stop here...


What are the growth rates for each customer channel segment?

 

...when SPI can take you deeper?

  • What customers within which channel segments are driving revenue and profitability?
  • Are the fastest growing customer segments purchasing our new products?
  • How many customers have we lost?
  • Why are they declining?
  • How much of our revenue base must we replace each year?


How is our product portfolio being consumed by our customer base?

  • What percent of the product base is sustainable?
  • How fast is it growing or declining?
  • Is our product portfolio attracting new customers?
  • Do new customers go on to buy additional products from our portfolio?


Does the business have a wide range in terms of product profitability?

  • How much of the business is shifting from lower to higher profitability products, and vice versa?
  • How do supplier cost changes affect product profitability?
  • How do costs for a particular product or raw material differ across suppliers?
  • Does the business purchase the largest percentage of goods from the lowest cost supplier?

 

Learn how KPMG helps businesses extract key financial data in helping provide deeper insights faster

SPI