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For Sid Worley, it was decision time. He had spent the last two years courting the management and the family owners of his largest competitor, and finally (and unexpectedly) they had indicated that they would be receptive to “a serious offer” to buy the company. Worley was excited and determined to buy the company, but now he faced the reality of having to come up with an offer that would work.
This case is intended to teach the fundamentals involved in valuing privately held companies
|LBS Case Code:
|Accounting valuations, Finance, Pricing, Valuation methodology