14:07
EBITDA
Learn more: http://www.khanacademy.org/video?v=v4Fq9LEspzw Review of Enterprise Value and ...
published: 21 Aug 2009
author: khanacademy
EBITDA
EBITDA
Learn more: http://www.khanacademy.org/video?v=v4Fq9LEspzw Review of Enterprise Value and comparing it to EBITDA.- published: 21 Aug 2009
- views: 83240
- author: khanacademy
10:02
What is EV / EBITDA? - MoneyWeek Investment Tutorials
Don't miss out on Tim Bennett's video tutorials -- get the latest video sent straight to y...
published: 17 Dec 2010
author: moneycontent
What is EV / EBITDA? - MoneyWeek Investment Tutorials
What is EV / EBITDA? - MoneyWeek Investment Tutorials
Don't miss out on Tim Bennett's video tutorials -- get the latest video sent straight to your inbox each week, before it's released on YouTube: http://bit.ly...- published: 17 Dec 2010
- views: 28348
- author: moneycontent
8:39
12 FNF El EBITDA. ( Finanzas para no Financieros)
El ebitda, como indicador de los resultados de una empresa, puede ayudar a evitar el efect...
published: 16 Feb 2012
author: gomarsacef
12 FNF El EBITDA. ( Finanzas para no Financieros)
12 FNF El EBITDA. ( Finanzas para no Financieros)
El ebitda, como indicador de los resultados de una empresa, puede ayudar a evitar el efecto de la contabilidad creativa sobre la cuenta de resultados de la e...- published: 16 Feb 2012
- views: 3576
- author: gomarsacef
7:31
EBITDA o que é? Para que serve? - Sevilha Contabilidade
EBITDA o que é? Para que serve? - Sevilha Contabilidade -- Vicente Sevilha Jr. -- abraços ...
published: 22 Jun 2011
author: SevilhaContabilidade
EBITDA o que é? Para que serve? - Sevilha Contabilidade
EBITDA o que é? Para que serve? - Sevilha Contabilidade
EBITDA o que é? Para que serve? - Sevilha Contabilidade -- Vicente Sevilha Jr. -- abraços para Rodrigo Ricardo A sigla corresponde a "Earning Before Interest...- published: 22 Jun 2011
- views: 9455
- author: SevilhaContabilidade
14:13
How to Calculate EBITDA
http://breakingintowallstreet.com/biws/
In this video, you'll learn how to calculate EBIT...
published: 18 Oct 2013
How to Calculate EBITDA
How to Calculate EBITDA
http://breakingintowallstreet.com/biws/ In this video, you'll learn how to calculate EBITDA (Earnings Before Interest, Taxes, Depreciation & Amortization) for Steel Dynamics (STLD), a steel producer and metals recycling company. EBITDA is important NOT because it is a good "proxy for cash flow" - as is commonly claimed by financiers and some academic sources - but rather because it lets you more easily compare different companies' valuations, especially companies with different capital structures, tax rates, and depreciation policies. To calculate it, you start with Operating Income (EBIT) on the Income Statement, and then add back Depreciation & Amortization (D&A;) on the Cash Flow Statement, and then any other one-time or non-recurring charges you find on the financial statements or in the Notes to the Financial Statements. To qualify as an add-back, an item MUST: 1. Actually be non-recurring. A Restructuring Charge that has recurred every year over the past 10 years is NOT "non-recurring" even if the company claims it's just temporary. 2. Impact Operating Income. You would never add back something like Deferred Income Taxes because they're "below the line" and only impact the company's Income Taxes, not its Operating Income. Sometimes, items could go either way; for example, some banks and groups add back Stock-Based Compensation while others do not. We keep things as simple as possible and ONLY add back charges that are truly non-recurring and ones that actually impact Operating Income in this example. You'll learn how to tell whether or not an item meets those criteria above, even when it's a tricky case such as deciding if Gains / (Losses) truly affect the Operating Income line.- published: 18 Oct 2013
- views: 56
4:42
O que é Ebit e Ebitda
Acesse os Indicadores fundamentalistas em http://www.uibo.com.br Você já ouviu falar em Eb...
published: 25 Jun 2013
author: PortalUibo
O que é Ebit e Ebitda
O que é Ebit e Ebitda
Acesse os Indicadores fundamentalistas em http://www.uibo.com.br Você já ouviu falar em Ebit e Ebitda? Isso tudo faz parte da análise fundamentalista de açõe...- published: 25 Jun 2013
- views: 42
- author: PortalUibo
2:02
Business Plan-What is EBITDA?
Hosted by Mark N. Bass, The Capital MatchPoint, www.capitalmatchpoint.com, 770.433.8250......
published: 24 Nov 2009
author: findinvestors
Business Plan-What is EBITDA?
Business Plan-What is EBITDA?
Hosted by Mark N. Bass, The Capital MatchPoint, www.capitalmatchpoint.com, 770.433.8250...You know, another financial term that an entrepreneur may hear when...- published: 24 Nov 2009
- views: 3813
- author: findinvestors
7:58
WST: 1.3 Accounting - EBIT & EBITDA Explanation
Wall St. Training Self-Study Instructor, Hamilton Lin, CFA explains the importance of EBIT...
published: 07 Jul 2008
author: wstss
WST: 1.3 Accounting - EBIT & EBITDA Explanation
WST: 1.3 Accounting - EBIT & EBITDA Explanation
Wall St. Training Self-Study Instructor, Hamilton Lin, CFA explains the importance of EBITDA and EBIT as profitability and valuation metrics. EBITDA is perha...- published: 07 Jul 2008
- views: 35423
- author: wstss
1:46
Preparándonos para los reportes - ¿Qué es el EBITDA?
El EBITDA (o UAFIDA) es una métrica que nos ayuda conocer la rentabilidad de una empresa. ...
published: 21 Feb 2013
author: GBMhomebroker
Preparándonos para los reportes - ¿Qué es el EBITDA?
Preparándonos para los reportes - ¿Qué es el EBITDA?
El EBITDA (o UAFIDA) es una métrica que nos ayuda conocer la rentabilidad de una empresa. Puede utilizarse para comparar la rentabilidad entre varias empresa...- published: 21 Feb 2013
- views: 2299
- author: GBMhomebroker
4:38
O que é EBITDA?
Um indicador financeiro bastante utilizado pelas empresas de capital aberto e pelos analis...
published: 28 Jun 2011
author: scripcomunicacao
O que é EBITDA?
O que é EBITDA?
Um indicador financeiro bastante utilizado pelas empresas de capital aberto e pelos analistas de mercado é o chamado EBITDA, também conhecido como Lajida. A ...- published: 28 Jun 2011
- views: 2883
- author: scripcomunicacao
3:27
Показатель EBITDA
Почему многие финансовые аналитики так любят использовать показатель EBITDA и зачастую игн...
published: 27 Apr 2012
author: Юлия Синцова
Показатель EBITDA
Показатель EBITDA
Почему многие финансовые аналитики так любят использовать показатель EBITDA и зачастую игнорируют чистую прибыль? EBITDA — Earnings Before Interest, Taxes, D...- published: 27 Apr 2012
- views: 3373
- author: Юлия Синцова
2:50
Indice EBITDA
EBITDA. Que es y su calculo. http://screenr.com/ImW....
published: 24 Feb 2011
author: Mario Jorge Terminel
Indice EBITDA
Indice EBITDA
EBITDA. Que es y su calculo. http://screenr.com/ImW.- published: 24 Feb 2011
- views: 7840
- author: Mario Jorge Terminel
11:18
The Enterprise Value to EBITDA Multiple
Mr. P explains how to find the enterprise value and EBITDA of a company using its financia...
published: 04 Mar 2011
author: Michael Pandolfini
The Enterprise Value to EBITDA Multiple
The Enterprise Value to EBITDA Multiple
Mr. P explains how to find the enterprise value and EBITDA of a company using its financials, and discusses the EV/EBITDA ratio, a common financial valuation...- published: 04 Mar 2011
- views: 4442
- author: Michael Pandolfini
Vimeo results:
4:22
AVIO - MRO
Avio is a world leader in the design, development and manufacturing of aerospace propulsio...
published: 03 Sep 2012
author: Luca Grivet Brancot
AVIO - MRO
Avio is a world leader in the design, development and manufacturing of aerospace propulsion components and systems for both for civil and military aircraft.
We work through the whole lifecycle of our products - from design through to maintenance, repair and operations (MRO) services.
Avio is headquartered in Italy, and operates across four continents. We employ over 5,200 staff, 4,500 of whom are based in Italy.
In 2011, Avio's revenues were over €2 billion, 90% of which were generated overseas. Our earnings before interest, taxes, depreciation, and amortization (EBITDA) were €384 million.
Avio was founded in 1908 and has played a crucial role in tackling the technological and business challenges of our time. Through continuous investment in R&D;, and thanks to its relationships with the top Italian and international universities and research centres, Avio has developed leadership in technology and manufacturing. This is why the most respected companies in the aeronautical and aerospace sectors choose Avio as a trusted partner.
3:15
Simple Rules for a Complex World Donald Sull and Kathleen M. Eisenhardt
A decade ago, in the course of studying why certain high-tech companies thrived during the...
published: 17 Aug 2012
author: alireza mokri
Simple Rules for a Complex World Donald Sull and Kathleen M. Eisenhardt
A decade ago, in the course of studying why certain high-tech companies thrived during the internet boom, we discovered something that surprised us: To shape their high-level strategies, companies like Intel and Cisco relied not on complicated frameworks but on simple rules of thumb. This was true even though they were in extraordinarily complex, challenging, and fast-moving industries. The rules were not only simple, we found, but quite specific. Typically, managers had identified one critical process—making acquisitions, for example, or allocating capital—where a bottleneck impeded growth, and then crafted a handful of guidelines to manage that process. This approach helped companies to bridge the gap between strategy and execution—to make on-the-spot decisions and adapt to rapidly changing circumstances, while keeping the big picture in mind.
We reported our findings in HBR (“Strategy as Simple Rules,” January 2001). At the time, we knew that simple rules worked in practice, but now—as a result of subsequent research that we and others have done—we have a much richer understanding of why they are effective and how to construct them.
Simple Rules in Action
The story of América Latina Logística (ALL) illustrates how simple rules can help companies shape strategy in an uncertain environment. It also demonstrates that this approach can be useful in a setting beyond the technology sector—such as a dilapidated freight railway in southern Brazil.
In the late 1990s the government of Brazil privatized the country’s freight lines. After decades of neglect, the nation’s freight-rail infrastructure was run-down: Half the bridges needed repair; a fifth were on the verge of collapse. Twenty steam locomotives that were decades out-of-date were still in use. Rail accounted for only 20% of long-haul shipments in Brazil, compared with 80% in most countries.
ALL was spun off from the Brazilian railway authority in 1997 to manage one of the country’s eight freight lines. Its new management team took over an organization that was bureaucratic, overstaffed, and bleeding cash. Transport on the line was so unreliable that crops in the areas it served were routinely left to rot in the fields during the harvest season. Middle managers were confused about what to do, and many pushed their local agendas at the expense of the company’s overall best interests.
The team decided to adopt a simple-rules approach to the work ahead. Let’s look at how that approach helped ALL’s executives achieve alignment, adapt to local circumstances, foster coordination across units, and make better decisions.
Donald Sull on how to simplify your strategy.
Aligning activities with corporate objectives. To set a clear direction, the senior managers decided on four companywide priorities: cut costs, expand services to existing customers to grow revenues, invest selectively to improve infrastructure, and build an aggressive corporate culture. The company had only $15 million available for capital spending—less than a tenth of the total funding requested by managers—but it desperately needed to upgrade the infrastructure and trains so that it could expand services. Accordingly, the management team identified capital budgeting as a critical bottleneck keeping the company from achieving its objectives.
Next, ALL’s CEO assembled a cross-functional team to develop simple rules for prioritizing capital spending. Any proposal, the rules said, should:
remove obstacles to growing revenues,
minimize up-front expenditure,
provide benefits immediately (rather than paying off in the long term), and
reuse existing resources.
The simple rules aligned key decisions with corporate objectives. In addition, they translated the broad priorities “expand services to existing customers” and “cut costs” into clear guidelines that managers and employees understood and could act upon. The rules helped people avoid the paralysis that often strikes when they’re confronted with too many alternatives. (See the sidebar “The Science: How Simple Rules Make It Easier to Act.”)
The Science
How Simple Rules Make It Easier to Act
Complex situations create many possible courses of action, which can confound employees on the front line. A recent body of research by psychologists demonstrates that when faced with a superabundance of alternatives, people are afraid of making the wrong choice. As a result they delay decisions, default to the safest option, or avoid choosing altogether.
In one experiment by Sheena Iyengar and Mark Lepper, shoppers were presented with free samples of six types of jam. Forty percent of passersby approached the table, and 30% bought a jar of jam. However, when 24 types of jam were offered, 60% of shoppers approached the booth, but only 3% bought a jar. Another study found that three-quarters of eligible employees participated in 401(k) plans that offered only two funds, but participation d
111:51
How to Buy or Sell a Business
February 18, 2013 panel presentation moderated by William A. Price, Attorney At Law, Growt...
published: 18 Mar 2013
author: Stone Cliff Productions, Inc.
How to Buy or Sell a Business
February 18, 2013 panel presentation moderated by William A. Price, Attorney At Law, Growth Law. With panelists Pat Grandle, Business Development, Sun Acquisitions; Ellen Huxtable, President, ABC Advanced Business Concepts; M. Colleen Ryan, VP Commercial Lending and SBA Specialist, Leaders Bank; and John A. Swanson, Chief Operating Officer, Proactive Worldwide, Inc.
Hosted by the Chicago University Booth School of Business Entrepreneurial Roundtable alumni group at Calamos Investments Building, Naperville, IL.
Future events and videos at - EntrepreneurialRoundtable.com
When you're hungry for great food, great wine and nothing stuffy- CityGateGrille.com
Video by Stone Cliff Productions, Inc. - StoneCliffProductions.com
Buying or selling a business is a process that most business owners only go through once. You need the assistance of people who have helped many others in similar deals to get the full value you could expect (6 times EBITDA or more, instead on 1 or 2X) from your sale, if you are a seller; and to make sure your due diligence and documents get you a business worth what you are paying for it, if you are a buyer. You also need to know how to finance your deals.
This panelist group consists of a CEO who has successfully made acquisitions, a business broker who has helped many companies obtain full value for their assets, an organization expert who can tell you what needs to be done to get your company ready for sale, and a community banker who knows what is needed to qualify for government-guaranteed loans to buy a business, and whose bank has funds available to lend.
Pat Grandle has significant experience in sales, marketing, and management. For over 24 years, Pat managed a family business in the manufacturing industry in which she developed an extensive network and experience directing all areas of a business. When her own company was adversely affected by the economic downturn in the automotive industry, she decided to use her experience and growing network to help others plan for their business future. An expert consultant and relationship builder, Pat’s passion is helping individuals and companies reach their goals.
Ellen Huxtable owns ABC Advantage Business Concepts which supports growing businesses through market positioning, process development and management mentoring. She is the author of “Turbocharge & Transform!”, a collection of twenty worksheets for management teams, focusing on mission, strategic positioning and tactical innovation. Ellen serves on the Advisory Board for the College of DuPage Small Business Development Center, the Fermilab Community Advisory Board and the Western Region Board for Junior Achievement.
M. Colleen Ryan has had more than 20 years of involvement with SBA lending at US Bank, Wintrust, and her current bank, Leaders Bank. She began her career as SBDC Director for Moraine Valley Community College. In 1990, she transitioned to banking and established the first SBA Certified Lender Program (CLP) in a DuPage County bank. She has been named the SBA's Illinois Financial Services Advocate of the Year. She’s also a good contact, having nominated a bank customer who won the National SBA “Small Business of the Year” award in 1993 (Presented by then Vice President, Al Gore). She co-wrote the American Banker’s Association’s manual “SBA Lending Made Easy.” Her current affiliation dates to 2012. She is a member of the Advisory Board for the Small Business Development Center, College of DuPage.
John Swanson is a Chicago Booth MBA graduate and has over 20 years of experience in management consulting with Deloitte and Accenture and in Corporate Development with Hollister. He has extensive experience managing and developing teams through large scale growth and change programs.
Mr. Swanson has completed 19 Merger, Acquisition and Divestiture transactions with valuations of up to $32 Billion in the Banking, Life Science, Health Plan, Consumer Goods and Medical Device markets. In 1998 he co-founded a medical device implant company, raised over $12M in investment funds and sold the company in 2003 for $39M. As the Vice President of Global Business Development for Hollister Incorporated, he led the divestiture of three business units and the acquisition of two target companies while spearheading the firm’s organic growth strategy as the executive in charge of the Global Marketing function that launched 30+ new products annually.
2:02
Vocera CEO on its IPO
After pricing higher than expected at $16 per share, Vocera Communications Inc. raised $94...
published: 28 Mar 2012
author: The Deal
Vocera CEO on its IPO
After pricing higher than expected at $16 per share, Vocera Communications Inc. raised $94 million in its initial public offering. The healthcare communications company listed on the New York Stock Exchange under the ticker VCRA. In this video, CEO Bob Zollars explains Vocera's strategy, which includes plans to acquire software companies. Although Vocera reported a net loss of $2.5 million in 2011, adjusted Ebitda was $3 million. - Katie Roof
Youtube results:
1:11
EBIT u. EBITDA.m4v
http://insiderwissen-ihk-pruefung.spasslerndenk.de/, Schnell-Lernmethode für Betriebswirts...
published: 08 Mar 2012
author: MariusEbert
EBIT u. EBITDA.m4v
EBIT u. EBITDA.m4v
http://insiderwissen-ihk-pruefung.spasslerndenk.de/, Schnell-Lernmethode für Betriebswirtschaft: Spaßlerndenk-Methode für Betriebswirt/in IHK, Technischer Be...- published: 08 Mar 2012
- views: 1207
- author: MariusEbert
19:26
EBIT vs. EBITDA vs. Net Income: Valuation Metrics and Multiples
http://breakingintowallstreet.com/biws/
http://youtube-breakingintowallstreet-com.s3.amaz...
published: 23 Jan 2014
EBIT vs. EBITDA vs. Net Income: Valuation Metrics and Multiples
EBIT vs. EBITDA vs. Net Income: Valuation Metrics and Multiples
http://breakingintowallstreet.com/biws/ http://youtube-breakingintowallstreet-com.s3.amazonaws.com/STLD-LNKD-EBIT-EBITDA-Net-Income.xlsx Why Do You Care About This? It's a very common interview question! "How does EBIT differ from EBITDA? What about EV / EBIT vs. EV / EBITDA? When do you use which one? How does P / E compare to those?" And it's very common on the job as well -- you must decide how to value companies and which metrics / multiples to focus on. What are the Differences Between EBIT, EBITDA, and Net Income? These metrics differ in terms of: 1. Who the Money is Available to -- Equity investors, debt investors, and the government? Just equity investors? Someone else? 2. Operating Expenses vs. Capital Expenditures -- Some metrics reflect the impact of both of these, whereas others only reflect the impact of Operating Expenses and ignore spending on long-term assets. 3. Interest, Taxes, and Non-Core Business Activities -- Some metrics include these, and some exclude them. 4. When They're Useful -- Sometimes you WANT to reflect the impact of CapEx, approximating Free Cash Flow, and sometimes you don't. Same for interest and taxes. Here's the summary of differences, by category: How Do You Calculate It? EBIT = Operating Income on the Income Statement EBITDA = Operating Income on the Income Statement + Depreciation & Amortization from the CFS Net Income = Net Income on the Income Statement They Correspond To... EBIT corresponds to Enterprise Value. EV / EBIT is the multiple. EBITDA corresponds to Enterprise Value. EV / EBITDA is the multiple. Net Income corresponds to Equity Value. P / E is the multiple. Who Has a Claim on the Money? For EBIT and EBITDA, equity investors, debt investors, and the government all have a claim. For Net Income, only equity investors have a claim because debt investors have been paid with interest, and the government has been paid with taxes. What Does It Mean? EBIT = Core, recurring business profitability, before the impact of capital structure and taxes. EBITDA = Proxy for core, recurring business cash flow from operations, before the impact of capital structure and taxes. Net Income = Profit after taxes, the impact of capital structure, AND non-core business activities. Which Expenses Does It Reflect? EBIT reflects operating expenses and the impact of CapEx, but EXCLUDES interest, taxes, and non-core business activities. EBITDA is almost the same, but does NOT include the impact of CapEx. Net Income reflects everything -- operating expenses, CapEx, interest, taxes, and non-core business activities. Which Cash Flow-Based Metric Is It Closer To? EBIT is *sometimes* closer to Free Cash Flow, AKA Cash Flow from Operations -- CapEx, because they both reflect CapEx - but really, only *sometimes* is it closer... EBITDA is *sometimes* closer to Cash Flow from Operations because NEITHER one includes CapEx - but really, only *sometimes* is it closer... And Net Income is generally not close to either one. Which One Do You Use And Why? This is a question with a FALSE premise - you're not just picking one or the other! You'll almost always use a variety of metrics and multiples when valuing companies. So, for example, you might look at EV / Revenue, EV / EBITDA, and P / E all for the same company. But generally speaking, if you WANT to reflect the impact of capital expenditures and it's important to do so for the company/industry you're in, EBIT is better than EBITDA. Whereas EBITDA might be better in an industry where CapEx is less important, such as software/Internet/services/anything else where R&D; exceeds investments in hard assets. But it also depends on a company's state of development -- CapEx is almost always more important to quickly growing companies, whereas it is less important for mature, stable companies! Regardless of the industry. As for Net Income, you usually look at it as a *supplement* to other metrics and multiples -- on its own, it doesn't necessarily give you a great / accurate view of a company because it's distorted by different tax rates, capital structures, and so on.- published: 23 Jan 2014
- views: 45
