Valora

OPERATIONAL MARGINALITY

.01

OPERATION
PERFORMANCE

Green Line


Knowing exactly the cost structure and the margins generated by products, orders, lines of business and customers, is the first fundamental step to take actions to improve and optimize pricing.

PRODUCT
COST

Determination of the cost of the product, order and service.

GENERATED
MARGIN

Definition of the margin generated for each product, order and customer.

COST
OPTIMIZATION

Review of production / service processes and cost reduction.

PRICING
STRATEGY

Market segmentation and definition of specific price and discount policies.

BUSINESS ANALYTICS

.02

BUSINESS
ANALYTICS

Green Line


Predisposition to change and reaction speed are prerequisites for surviving in a constantly evolving market. Having the correct information available at the right time and in the shortest possible time is no longer an option. It is a necessity.

  • Sales, Production, Purchasing, Warehouse, HR and Finance data analysis.
  • Directional Dashboard.
  • KPI Analysis.
  • Data correlations to support the strategy.

Technology

CASH FLOW

.03

CASH
FLOW

Green Line


A company that produces profits is not necessarily able to generate liquidity. The management of working capital (receivables, payables, inventories), the policy of investments and related financing determine the financial sustainability in the medium to long term.

EXTRAORDINARY
FINANCE

  • Optimization of Working Capital
  • Debt restructuring.
  • Financial plans in extraordinary transactions.
  • Search for partners and new finance.
  • Start up Business Planning.
FINANCIAL
PLANNING

  • Short-term financial planning (3 months).
  • Long-term financial planning (3/5 years).
  • Simulation scenarios and what if analysis.
  • Budget management.
  • Forecasting and Rolling Budget.

Technology

SHARED STRATEGY

.04

SHARED
STRATEGY

Green Line


The definition of the strategy and its realization can not be the sole subject of the company, but must involve the entire organization. Responsibility, sharing and incentive to achieve results are the foundations of an innovative company.

STRATEGY
MANAGEMENT

  • Definition of Strategic Plans.
  • Review of the organizational model.
  • Reconfiguration of the business model.
  • Support in M & A operations.
  • Aligning the organization to the strategy.
  • Setting incentive systems.
FAMILY
BUSINESS

  • Management of the generational transition.
  • Roles, skills and growth paths of the new generations.
  • Management Committees aimed at sharing operational strategy.
  • Management of civil, legal and tax aspects of succession in the company.
  • Family Pacts and Trust.

Rossano Storti
CEO

Since 1997 the improvement in margins, the generation of positive financial flows and the production of strategic information represent daily challenges and results.

Two experiences in multinational companies, several years as partner of Advisory studies, more than 200 projects followed and the continuous search for innovative solutions are the baggage that I carry within the Valora project.

Experience, concreteness and speed are our values.

Partners and Technologies

Some sectors of experience

  • Furniture
  • Industrial components
  • Building
  • Electronics
  • Fashion
  • Food and transformation
  • Machines for agriculture
  • Machine tools
  • Nautica
  • Pipe production
  • Rubber productions
  • Plastic productions
  • Retail
  • Printing and packaging
  • Tourism
  • Wine

Valora Srl

Mantova
Registered office
Via Pomponazzo 56
46100 Mantova | Italy

Affi (Verona)
Representative Office
Via L. Einaudi 4/1A
37010 Affi (Verona) | Italy

Phone No.
+39 045 6266900

Social Capital: € 20.000 i.v.
VAT No.: 02567840208
REA MN263275

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