Prestige Planners
Integrated events, brand activation and loyalty programmes
Executive summary
| Business | Integrated experiential marketing and event-management platform operating in Indonesia. |
| What it does | Corporate and government events, brand activation, production, loyalty and rewards, incentive travel, supplier-shop activation and field manpower. |
| Sector | Meetings, incentives, conferences and exhibitions; experiential marketing and field services. |
| Geography | Indonesia, with delivery capability across the country. |
| Operating profile | More than two decades of operating relationships; the present legal entity was established in 2010. |
| Revenue model | Agency fee calculated as a percentage of managed client project budgets; third-party costs are passed through. |
| Ownership | Proposed new-share subscription for a controlling investor interest, with the existing promoter retaining a minority stake. |
| Financial basis | FY2022–FY2024 audited; FY2025 unaudited management accounts; monthly revenue records to May 2026. |
| Transaction status | Conditional on the outcome and implementation of a court-supervised debt restructuring and related corporate approvals. |
Investment highlights
The investment case rests on the combination of long-standing client relationships, a broad delivery model and historically high agency gross margins. The principal underwriting question is whether the historical margin and customer relationships can be sustained after the restructuring.
Integrated service delivery
One contracting platform spans event concept, creative, production, logistics, on-site execution, regulatory coordination and post-event measurement.
Single-provider modelLong-tenured client relationships
Principal accounts include multinational groups and public-sector organisations across energy, personal care, food and beverage, tourism and consumer technology.
Longest stated tenure: 24 yearsAgency economics
Third-party project costs are passed through, while the business earns a fee on managed client budgets. Audited gross margin was comparatively stable before the latest management-account decline.
Audited gross margin: 39.3%–40.3%Multiple revenue channels
Events remain the largest service line, complemented by loyalty, branding and production, activation, manpower, travel and agency fees.
Seven service lines reportedCapital-led restructuring opportunity
The proposed investment is structured as new equity, with the first funding tranche directed to debt discharge following court homologation. Later tranches are linked to organisational build-out and a defined programme purchase order.
Transaction conditional on PKPU outcomeBusiness overview
The business combines event management with activation and supporting services under a single delivery platform. Its operating model relies on project management, supplier coordination, client relationships and deployment capacity rather than ownership of substantial production assets.
Corporate and government events
Conferences, sales meetings, year-end events, product launches, national awards programmes and public-sector business forums.
Branding and production
Creative development, brand activation, event production, promotional materials and product-launch execution.
Loyalty and rewards
Customer retention programmes, rewards administration and related agency services.
Activation and field services
Supplier-shop activation, outsourcing, manpower deployment and in-store promotional activity.
Incentive travel
Travel-related services supporting corporate incentive and event programmes.
Delivery footprint
Nationwide project delivery through a network of venues, suppliers, production resources and deployed personnel.
Business model & economics
The business acts as an agent managing client-funded projects rather than buying and reselling the full project scope as principal. Client engagement ranges from advance event rosters to repeat project work and single engagements.
Corporate and government events are the principal reported source of service revenue.
Clients typically settle after delivery, while suppliers and crew are paid before or during execution.
Gross margin was relatively stable in the three audited years before the FY2025 reduction.
Three revenue streams account for the commercial model:
Managed project fees
Percentage fees earned on event and activation budgets managed for clients.
Recurring account programmes
Retainer-style and roster-based work provides advance visibility of quarterly activity.
Specialist support services
Loyalty, rewards, production, manpower, travel and agency fees broaden the account relationship.
| Element | Source position | Buyer implication |
|---|---|---|
| Client model | Strategic, regular and tactical accounts | Retainer-style rosters are the most predictable component; project-by-project revenue remains exposed to timing and client budgets. |
| Supplier settlement | Venues, suppliers and crew paid before or during delivery | Each large project absorbs cash ahead of client collection. |
| Client settlement | 30–120 days after event delivery | Growth and concurrent project capacity require funded working capital. |
| Asset intensity | Proposal describes limited fixed assets and no material inventory exposure | Execution depends on supplier access, people and working-capital availability. |
Customer mix & concentration
The customer base spans multinational businesses and public-sector organisations, with repeat work driven by event calendars, brand campaigns, loyalty programmes and national activations. Long-standing account relationships are a commercial asset, but the supplied proposal does not provide the customer-level billing schedule needed to quantify concentration independently.
Energy and industrial groups
Business-to-business and consumer events, partner programmes and related event support.
Personal care and consumer brands
General-trade activity, brand activation, product launches, corporate events and influencer administration.
Food and beverage groups
Sampling, promotional and corporate events delivered across multiple Indonesian islands.
Public-sector and tourism bodies
Conference organisation, business forums and event-related protocol materials.
Consumer electronics
National awards programme management and associated event delivery.
Other sectors
Telecommunications, specialty materials, banking, packaged foods, infant nutrition and imaging equipment.
The customer base, in numbers
Financial snapshot
The audited period shows a profitable agency business with strong reported margins. The latest management accounts show a sharp reduction in revenue, gross margin and EBITDA, making the FY2025 position the key reference point for diligence and valuation.
| Measure | FY2022 | FY2023 | FY2024 | FY2025 |
|---|---|---|---|---|
| Revenue | 5.44 | 10.04 | 7.38 | 6.37 |
| Cost of revenue | (3.27) | (6.10) | (4.41) | (4.60) |
| Gross profit | 2.17 | 3.94 | 2.98 | 1.77 |
| Gross margin | 39.9% | 39.3% | 40.3% | 27.8% |
| Operating expenses | (0.42) | (0.58) | (0.69) | (1.40) |
| Operating profit | 1.75 | 3.36 | 2.29 | 0.37 |
| Net finance and other | (0.68) | (1.08) | (0.47) | (0.23) |
| Profit before tax | 1.07 | 2.28 | 1.81 | 0.14 |
| Net profit | 0.97 | 2.09 | 1.67 | 0.14 |
| Reported EBITDA | 1.85 | 3.42 | 2.29 | 0.37 |
| EBITDA margin | 34.0% | 34.0% | 31.0% | 5.8% |
Balance-sheet position · 31 December
Quality of earnings
Reported EBITDA is calculated from operating profit plus disclosed depreciation in the source accounts. Adjusted EBITDA has not been provided, and promoter remuneration is not separately disclosed from staff costs.
Margin movement
FY2025 gross margin reduced materially. The source material does not provide a project-level bridge separating pricing, service mix, supplier costs or under-recovery.
Cash conversion
FY2024 operating cash flow was positive, principally reflecting collection of trade receivables. Investing outflows and shareholder distributions absorbed cash during the same period.
Leverage and liquidity
FY2025 cash was low relative to reported liabilities, with bank borrowing and tax payable forming material balance-sheet obligations.
Related-party balances
A related-party receivable represented a material share of FY2024 assets; its counterparty, terms, security and recoverability require confirmation.
| Item | Available position | Required evidence |
|---|---|---|
| Adjusted EBITDA | Not stated | Promoter remuneration, exceptional items and support for each proposed add-back. |
| FY2025 audit | Unaudited management accounts | Audited or independently reviewed FY2025 statements. |
| Cash conversion | Cash-flow statement available through FY2024 | FY2025 cash-flow statement and bank reconciliations. |
| Capex | Management projections include future capex; historic fixed assets are limited | Actual spend, committed spend and remaining technology / operating investment. |
| Perimeter | Affiliated predecessor entity remains separately identified in source proposal | Contracts, employees, assets and liabilities inside or outside transaction perimeter. |
Management & organisation
The business is promoter-led, with operating delivery supported by client-facing and functional management roles. Governance and signing authority need to be aligned with the proposed investor control structure and the legal records.
| Role | Current position described | Transaction consideration |
|---|---|---|
| Promoter-Director | Founder and principal operating leader; proposed to retain a minority holding and continue operational involvement. | Retention, succession, restrictive covenants and decision rights to be documented. |
| Commissioner | Single commissioner recorded in the current governance structure. | Board composition and investor appointment rights to be confirmed. |
| Finance and Strategy Director | Role is referred to in the proposal but its legal position is not yet reflected in the deed records. | Appointment, authority and economic entitlement require regularisation. |
| Delivery and account teams | Project execution, client management, production and field deployment functions. | Headcount, payroll, retention and key-person dependency analysis required. |
M&A proposition
The proposed transaction is a subscription for new shares, with investor funds intended to discharge liabilities and finance the next phase of delivery. The funding sequence is tied to the restructuring outcome and subsequent operating milestones.
For the proposed controlling equity interest, subject to completion mechanics and approvals.
As calculated in the source proposal from the proposed subscription and ownership percentage.
Reflects the proposal’s stated pre-restructuring equity value.
| Instrument | Subscription for newly issued shares; not a purchase of existing shareholder shares. |
| Investor holding | 80% of enlarged issued share capital, as proposed. |
| Existing promoter holding | 20% intended retention, subject to correction of the current share arithmetic and minority pre-emption rights. |
| Governance | Board control, reserved matters, budget approval and right to appoint the Chief Financial Officer. |
| Exit rights | Drag-along, tag-along, right of first refusal and a defined exit horizon by trade sale or secondary transaction. |
| Investment vehicle | Conversion to an Indonesian foreign-investment company, subject to applicable licensing and investment rules. |
| Tranche | Amount | Release condition | Application |
|---|---|---|---|
| One | ₹4.64 cr | Homologation of composition plan | Discharge liabilities and release security over designated asset. |
| Two | ₹3.22 cr | Completion with governance framework and KPIs agreed | Organisation build-out, technology platform, marketing, business development and reserve. |
| Three | ₹1.61 cr | Initial purchase order under telecommunications ambassador programme | Working capital for first deployment phase. |
Why now
Debt reset
First-tranche proceeds are intended to discharge liabilities and release security, subject to homologation and creditor arrangements.
Operating investment
Later funding is allocated to technology, people, marketing and working capital rather than a material fixed-asset programme.
Commercial conversion
Management’s plan depends on moving principal accounts toward annual retainers and umbrella contracts and converting a programme opportunity into a purchase order.
Value-creation levers
Process & next steps
The process should be sequenced around confirmation of the restructuring outcome, the court-approved creditor arrangement and the legal mechanics of the new share issue. The supplied timetable is not sufficient to confirm the current status after the scheduled October hearing.
| Priority | Required information | Why it matters |
|---|---|---|
| Immediate | Current PKPU status, court order, homologated composition plan (if approved), creditor claims and payment schedule. | Determines whether the transaction can proceed and whether the first tranche can be released. |
| Immediate | FY2025 audited / reviewed accounts, FY2026 monthly revenue to latest date, bank statements and aged receivables. | Tests the earnings base, liquidity and current trading position. |
| Immediate | Output VAT settlement evidence, tax assessments, fiscal certificate status and debt-forgiveness tax analysis. | Determines tax clearance and the net funding requirement. |
| High | Top-twenty customer revenue, principal contracts, pipeline and programme purchase order status. | Validates revenue durability, concentration and tranche-three condition. |
| High | Related-party receivable support, equity bridge and distribution reconciliation. | Tests balance-sheet quality and potential value leakage. |
| High | Capitalisation table, minority shareholder waiver, asset title / valuation and PT PMA legal review. | Confirms control, ownership percentages and completion mechanics. |
2nd Floor, Shree Krishna, 7, Shirole Lane, opp. Kiosk Koffee, off Fergusson College Road, Shivajinagar, Pune, Maharashtra 411004