The Beverly Group owns platforms and apps for travel, vacations, hotels, restaurants, events and experiences, nightlife, packages, sports and music events, DMC, MICE, and global events. With marketing and promotion agency services, our companies are among the most trusted in the world, including online travel packages with brands aimed at both the professional and consumer sectors. We also manage exclusive international representations and concessions, as well as wholesalers with logistics connections. Franchising, advisory, digital media marketing, influencer marketing, and MICE are the most emerging areas, in line with market transitions.
The Beverly Group invests in luxury with "JUST BEVERLY" That's Super. Licensing in travel, fashion, food & beverage, with specific products, travel, vacations, sports and events, hotels and resorts, bars, catering, desserts, wine, clothing, accessories, perfumes, furniture and interior and exterior design, digital marketing and media, supercars and superyachts.
BUSINESS PLAN AND ANALYTICAL BUSINESS PLAN: BEVERLY GROUP
The formula of serial venture building and technological M&A: the evolution of the Beverly Group philosophy from 1988 to the digital future
1. EXECUTIVE SUMMARY & STRATEGIC VISION
1.1 Who we are and where we are going
Beverly Group has been operating in the market since 1988, basing its growth on a clear industrial philosophy: identifying the real needs of consumers (B2C) and partner companies (B2B), structuring scalable solutions, solid commercial networks, and partnerships based on the creation of real and sustainable value.
Today, Beverly Group is evolving and integrating into its historical DNA a cutting-edge operating model based on two synergistic industrial drivers:
1. Beverly Venture Studio (Greenfield - Creation from scratch): Design, validation, and rapid launch of new B2C and B2B startups designed to address emerging gaps in the contemporary market.
2. Beverly M&A Engine (Brownfield - Acquisition and Revitalization): Serial acquisition of declining or under-optimized technology and digital companies, but with a solid core of excellence (a strong brand, an active customer base, or valuable proprietary technology), and then radically restructure them to maximize efficiency.
[ BEVERLY GROUP HOLDING ]
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[ BEVERLY VENTURE STUDIO ] [ BEVERLY M&A ENGINE ]
(Building from Scratch - Greenfield) (Acquisition and Relaunch)
- Focus: New B2C/B2B Startups - Focus: Declining Digital Assets
- Methodology: Rapid Validation, MVP - Methodology: Re-platforming, Cost Cutting
- Financing: Internal Cash Flow from M&A - Financing: Structured Debt
1.2 5-Year Financial and Operational Objectives
M&A Target: Acquire and restructure an average of 5 companies per year, selected from a constantly updated proprietary pipeline of over 1,000 target companies.
Venture Building Target: Launch 2 new proprietary startups (1 B2C and 1 B2B) every 18 months.
Group EBITDA Margin: Achieve and maintain a target EBITDA above 48% by the fifth year, thanks to economies of scale and technological centralization of operations.
Financial Sustainability: Use the IPO to access new equity capital, while maintaining the Debt/EBITDA ratio below the safety threshold of 3.5x.
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2. THE BEVERLY GROUP PHILOSOPHY (SINCE 1988): THE INDUSTRIAL SYNTHESIS
2.1 The Original Philosophy (1988)
Since its founding in 1988, Beverly Group's philosophy has been based on three fundamental pillars:
Solving Real Problems: Creating businesses that meet tangible needs, avoiding speculation or market bubbles.
Customer Loyalty and Centricity: Building long-term business relationships based on trust and quality service.
Collaborative Network Models: Developing affiliate and partnership ecosystems where the success of each partner determines the success of the group.
2.2 Integrating the Serial M&A Model
To this historic philosophy, Beverly Group now combines a serial acquisitions strategy guided by a precise investment thesis: acquire companies with a core of excellence (a historic brand, a loyal customer base, or a product with excellent core functionality) and rebuild everything else to make it immensely more efficient and profitable.
This approach allows you to:
Reduce go-to-market times by acquiring ready-made distribution channels.
Generate immediate and recurring cash flow (SaaS or subscription models).
Use the customer base of acquired companies as a zero-cost launching pad for new startups created by the Venture Studio.
3. THE M&A ENGINE: ACQUISITION AND RELAUNCH (BROWNFIELD)
3.1 Target Identification and Sourcing
Beverly Group's Corporate Development team continuously analyzes a pipeline of over 1,000 companies internationally (with a focus on Europe and the United States). Selection criteria include:
Business Model: Software-as-a-Service (SaaS), transactional platforms, or digital applications with recurring revenue.
Company Status: Incumbent companies experiencing stagnation or decline due to inefficient management, excessive operating costs, or technological obsolescence.
Existence of a "Nucleus of Excellence": A product beloved by users, a strong brand, or a customer base with high retention (e.g., utilities, productivity tools, event management platforms).
3.2 The Integration and Restructuring Playbook
Once the acquisition is completed, Beverly Group applies a standardized turnaround protocol to maximize the value of the asset:
[M&A Deal Closed] ──> [Day 1-30: Audit & Cost Cutting] ──> [Day 31-90: Cloud Re-platforming] ──> [Day 91-180: Relaunch & New Pricing]
1. Centralization of Functions (Day 1-30): Non-core functions (