EVP

enValue AG is a software engineering firm whose name ‘enValue’ signifies that our software is designed to protect, grow and optimize the enterprise Value of our clients.

We achieve this by enabling senior executives and business/financial planners to increase the value of their Enterprise through the sophistication of 4.th Level IT-software : the Enterprise Value Planning™ (EVP™) software suite.

Developed over many years within the crucible of the banking industry renowned for its massive amount of data, the complexity of its finance and the subtlety of its balance sheet mechanism, we succeeded where some of the biggest software companies have failed:

  • building an enterprise-wide business/financial simulator which enables managers at all levels, from the base to the top executives, to plan and manage in-meeting real-time™: the value protection, value creation and risks/value optimization of an enterprise.

The Enterprise Value Planning™ simulator is a sophisticated explanatory, predictive, exploratory and prescriptive tool which empowers its (non technical) users with business-critical capabilities:

Explanatory tool : the capability to understand what drives the enterprise’s value creation/destruction
Predictive tool : the capability to anticipate the impacts that significant internal/external changes/decisions will have on the enterprise’s value
Exploratory tool : the capability to envision the implications that plausible future scenarios will have on the enterprise’s value
Prescriptive tool : the capability to optimally balance the delicate business tradeoffs between risks & profits, assets & capitalization, etc.

We summarize all this by saying that an EVP™ simulator is a Tool to Explain, Explore, Predict & Prescribe Enterprise Value

Empowered with such business-critical capabilities, users of EVP™ can deal with typical business issues:

  • Strategic optimization issues like balance-sheet optimization and leverage/risk optimization
  • Competitive manoeuvring issues like ‘outthinking competition with bold business moves’ without damaging the enterprise’s value
  • Adaptation issues like how to deal with the ‘changing rules of play’ in a traditional business-arena
  • Capacity Planning issues like how to “stay ahead of the curve” without ‘getting ahead of yourself’
  • Complex issues generated by multiple ‘plausible future scenarios’
  • Resources-allocation issues at corporate, cluster and business units levels
  • Corporate Governance issues requiring ‘decision-making audit trail’
  • Dynamic Goal Setting issues like rolling forecasts and zero-based budgeting
  • Hard-to-Reconcile Couplings like investors-customers coupling, short-long term coupling, risk-profit, ROE-Leverage coupling
  • Tradeoffs between Risk & Reward, Assets & Liabilities
  • Profit-based issues like ‘how we shall make money’
  • Cost-based issues like ‘how we shall save money’
  • Valuation-based issues like ‘how shall we design our business portfolio’ for optimal shareholder value
 
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