Mergers often disappoint. Why? Companies often focus solely on cutting costs. The uncertainty and disruption that are part of all mergers put current and new
business at risk which fosters a
negative culture and robs the organization of much-needed fuel during a time of massive change. Companies that understand how to protect sales in addition to cutting costs greatly increase their chance of success.
This document provides an overview of Seven, an award-winning strategic content agency. Some key points:
- Seven creates content strategies for major brands across multiple platforms including mobile apps, magazines, websites and more.
- They have over 140 full-time staff including editorial, design, and digital teams and produce over 40 magazines.
- Seven re-launched the CIMA publications Financial Management and Excellence in Leadership with a focus on international coverage, design improvements, and higher-profile contributors.
- They also develop email campaigns, social media strategies, websites, and produce magazines for clients like the LTA, M&S, Met Police, Defra, and Lloyds Bank.
Building a culture of Effectiveness
Möt en expert på hur man skapar effektivitet och lönsamhet i en marknadsorganisation. Om utmaningar i kontakten mellan marknadsavdelning, ledning och styrelse, samt konsekvenser för byråerna. Om hur det kan bli fel och lösningen på problemen med att bygga effektivitet i en organisation.
Salaries in commerce and industry for small companies (<100 employees) are expected to remain largely unchanged over the next 12 months. Positions such as Financial Director, Financial Controller, and Finance Manager command higher salaries in Dublin ranging from €55,000 to €85,000 compared to €50,000 to €64,000 in the regions. Financial Accountant and Assistant Management Accountant salaries are €30,000 to €50,000 nationally.
Grant Thornton - A roadmap to success - Convenience store on the fast trackGrant Thornton
C-stores are susceptible to theft and fraud due to their high-traffic locations and low-wage employees. Careful analysis of transaction data can reveal shrinkage as well as other losses such as short deliveries. Security cameras and employee training can help minimize theft, while comparing store performance can identify variances that may indicate fraud. Thorough background checks for new hires can prevent hiring individuals likely to commit fraud.
ProvisionShop provides a hybrid-ASP model that enables small business owners to offer comprehensive customer relationship management (CRM) services at affordable prices. The hybrid-ASP model packages shared IT and operational costs into an attractive partnership program. This simplifies business functions and builds quality customer relationships for small businesses. ProvisionShop's model allows business owners to focus on running their businesses rather than maintaining IT systems. It brings the joy of owning a retail business back by providing peace of mind through backend support.
The document provides an investor presentation for Newell Rubbermaid highlighting their $6 billion business of leading brands. It summarizes their good year-to-date performance including 2.2% core sales growth and affirmed full year guidance. The presentation outlines their growth game plan to direct actions around sharpening their portfolio choices, building execution capabilities, and unlocking trapped capacity to accelerate performance.
Team NEO is an economic development organization that works to attract businesses to expand and invest in the 16-county Cleveland Plus region. It does this by generating business attraction opportunities, managing leads with state and local partners, and promoting regional teamwork. Since 2007, Team NEO's efforts have resulted in over 3,200 new jobs and $100 million in new annual payroll for the region through 34 new company expansions or relocations across diverse industries like bioscience, advanced manufacturing, and corporate services. Team NEO is funded through regional chambers of commerce and delivers a strong return on investment for its partners and the regional economy.
SMITH-TRG Global \'Business Value Creation\' Capabilities by Richard D. Smith...richarddsmith
SMITH-TRG\'s founder & president Richard D. Smith highlights the firms global capabilities. SMITH-TRG\'s mission - assist telecom, media, and technology sector C-Suite stakeholders solve complex value growth problems in start-up, mid-market, and global 2000 company operating environments: from the Americas, to Europe, and parts of Asia. Thought Leader: \'forward-looking\' presentations on innovation, enterprise transformation, digital-media, iPopped/Apple-Centric age, and business value creation.
This document provides an overview of Seven, an award-winning strategic content agency. Some key points:
- Seven creates content strategies for major brands across multiple platforms including mobile apps, magazines, websites and more.
- They have over 140 full-time staff including editorial, design, and digital teams and produce over 40 magazines.
- Seven re-launched the CIMA publications Financial Management and Excellence in Leadership with a focus on international coverage, design improvements, and higher-profile contributors.
- They also develop email campaigns, social media strategies, websites, and produce magazines for clients like the LTA, M&S, Met Police, Defra, and Lloyds Bank.
Building a culture of Effectiveness
Möt en expert på hur man skapar effektivitet och lönsamhet i en marknadsorganisation. Om utmaningar i kontakten mellan marknadsavdelning, ledning och styrelse, samt konsekvenser för byråerna. Om hur det kan bli fel och lösningen på problemen med att bygga effektivitet i en organisation.
Salaries in commerce and industry for small companies (<100 employees) are expected to remain largely unchanged over the next 12 months. Positions such as Financial Director, Financial Controller, and Finance Manager command higher salaries in Dublin ranging from €55,000 to €85,000 compared to €50,000 to €64,000 in the regions. Financial Accountant and Assistant Management Accountant salaries are €30,000 to €50,000 nationally.
Grant Thornton - A roadmap to success - Convenience store on the fast trackGrant Thornton
C-stores are susceptible to theft and fraud due to their high-traffic locations and low-wage employees. Careful analysis of transaction data can reveal shrinkage as well as other losses such as short deliveries. Security cameras and employee training can help minimize theft, while comparing store performance can identify variances that may indicate fraud. Thorough background checks for new hires can prevent hiring individuals likely to commit fraud.
ProvisionShop provides a hybrid-ASP model that enables small business owners to offer comprehensive customer relationship management (CRM) services at affordable prices. The hybrid-ASP model packages shared IT and operational costs into an attractive partnership program. This simplifies business functions and builds quality customer relationships for small businesses. ProvisionShop's model allows business owners to focus on running their businesses rather than maintaining IT systems. It brings the joy of owning a retail business back by providing peace of mind through backend support.
The document provides an investor presentation for Newell Rubbermaid highlighting their $6 billion business of leading brands. It summarizes their good year-to-date performance including 2.2% core sales growth and affirmed full year guidance. The presentation outlines their growth game plan to direct actions around sharpening their portfolio choices, building execution capabilities, and unlocking trapped capacity to accelerate performance.
Team NEO is an economic development organization that works to attract businesses to expand and invest in the 16-county Cleveland Plus region. It does this by generating business attraction opportunities, managing leads with state and local partners, and promoting regional teamwork. Since 2007, Team NEO's efforts have resulted in over 3,200 new jobs and $100 million in new annual payroll for the region through 34 new company expansions or relocations across diverse industries like bioscience, advanced manufacturing, and corporate services. Team NEO is funded through regional chambers of commerce and delivers a strong return on investment for its partners and the regional economy.
SMITH-TRG Global \'Business Value Creation\' Capabilities by Richard D. Smith...richarddsmith
SMITH-TRG\'s founder & president Richard D. Smith highlights the firms global capabilities. SMITH-TRG\'s mission - assist telecom, media, and technology sector C-Suite stakeholders solve complex value growth problems in start-up, mid-market, and global 2000 company operating environments: from the Americas, to Europe, and parts of Asia. Thought Leader: \'forward-looking\' presentations on innovation, enterprise transformation, digital-media, iPopped/Apple-Centric age, and business value creation.
Merger & Acquisition by top Technology companiesSatyajit Paul
The study looks into the merger and acquisition by the top 10 Enterprise Technology companies in between 2000 to 2011 and attempts to identify the trend and strategic direction for these companies.
This document discusses mergers and acquisitions. It defines a merger as a transaction where two firms integrate operations on an equal basis to create a stronger competitive advantage. An acquisition is defined as one company buying another, where the acquiring company absorbs the target company. Mergers and acquisitions are pursued to achieve economies of scale, consolidate saturated markets, and improve competitive position. The document also discusses reasons for mergers and acquisitions failing, such as cultural differences and flawed intentions.
Hindalco acquired Novelis to become a global integrated aluminum producer. The $6 billion acquisition gave Hindalco downstream aluminum rolling capabilities and a global footprint through Novelis' operations in 11 countries. Hindalco funded the acquisition through a combination of cash reserves, rights issue equity, and debt financing from international banks. Hindalco integrated Novelis culturally by allowing the existing management structure to remain unchanged and focusing on financial, organizational, business process, and market integration over time. The acquisition established Hindalco as a leading global aluminum producer.
Developing a Corporate Acquisition StrategyKenny Ong
The document discusses developing a corporate acquisition strategy. It covers M&A trends, rationales for M&As including growth and cost reduction strategies, and considerations for structuring and optimizing value in M&As. It outlines different M&A deal types and a three-stage process for evaluating deals that involves strategy approval, approval to negotiate, and final deal approval. Key risks and pitfalls of M&As include regulatory issues, accounting standards, and differing risk tolerances between acquirer and target companies.
This document provides an introduction to mergers and acquisitions (M&A). It defines M&A as aspects of corporate strategy and finance that involve combining companies. The document outlines different types of acquisitions and mergers. It also discusses common business valuation methods, financing options, the roles of advisory firms, and potential motivations for and effects of M&A deals. Special topics covered include brand considerations after mergers, historical trends in merger activity, and cross-border M&A.
Costco acquires Target in an all-stock deal valued at $56 billion. Under the terms of the agreement, Target shareholders will receive 0.62 Costco shares for each Target share. The deal is structured as a tax-free reverse triangular merger. The acquisition is expected to generate $1 billion in annual synergies by increasing Target's return on equity from 9.4% to 14%. Target will operate as a subsidiary of Costco and retain its name and management team. The deal requires approval from both companies' shareholders.
This document discusses mergers, acquisitions, and joint ventures. It defines mergers as a combination of two companies on an equal basis to create a stronger competitive advantage. Acquisitions involve one company purchasing another to make it a subsidiary. Joint ventures are short-term partnerships between two companies for a specific project, after which the partnership dissolves. The document provides examples and compares the key differences between mergers, acquisitions, and joint ventures. It also outlines some of the largest M&A deals in India, such as Tata Steel acquiring Corus for $12.2 billion.
The document outlines a 4-step process for implementing a merger: 1) Establish a management structure, 2) Conduct an inventory of products, systems and operations, 3) Plan the implementation in phases, selecting products and sequencing changes, and 4) Implement the plan in stages, addressing change management and testing elements thoroughly. The goal is to minimize costs and disruption while retaining customers and employees.
This document provides an overview of mutual funds, including their concept, types, advantages, organization, investment strategies, and growth in India. It discusses key mutual fund topics such as open-ended and closed-ended schemes, growth, income, balanced, and money market funds. The document also summarizes the history and growth of the mutual fund industry in India, from its beginnings in 1964 to recent growth and future prospects, with the industry expected to reach $800 billion by 2022 based on past growth rates.
The document discusses various growth strategies that companies can pursue, including internal growth strategies like market penetration, market development, and product development as well as external strategies like mergers & acquisitions, strategic alliances, and joint ventures. It defines key terms, compares different types of mergers and acquisitions, and discusses the benefits and challenges of joint ventures.
Blue Ocean Strategy - Making Competition Irrelevant - Part 1Regalix
Every company today is in search of sustained profitable growth and competitive advantage; companies are competing hard amongst each other for customers, market share, cost leadership, value leadership etc. Despite best efforts no one’s winning because it’s still a zero – sum game for the industry because the size of the market is fixed and everybody is doing same or similar things resulting in negligible differentiation or innovation.
The Blue Ocean Strategy is the art and science of making the competition irrelevant by creating uncontested market spaces. It is the mantra for winning in the marketplace without fighting the war. It argues that the best business strategy is to stop competing against competitors and create a blue ocean opportunity – a marketplace without any competition. Blue Ocean Strategy focuses on value innovations and lifting buyer values that could result in making conventional competition irrelevant and extend the industry boundaries and thereby creating un contested market space by tapping the untapped market space or by creating demand.
In this first of the two part webinar series - you would be introduced to the following concepts and frameworks through interactive and latest case studies:
Red Oceans and Blue Oceans
Creating Strategy Canvas
The Four Actions Framework
The Three Tiers Of Non Customers
This presentation series is derived from the most acknowledged best seller “The Blue Oceans Strategy” published in 2005, by Prof. Chan Kim and Renee Mauborgne of INSEAD.
This document discusses cost recovery and retention in the insurance brokerage industry. It defines cost recovery period as the number of years it takes to realize a profit for a new customer after considering acquisition costs and ongoing servicing costs. Data shows the average cost recovery period is over 4 years for a $3 million agency. The document suggests ways to shorten this, including increasing retention rates to reduce acquisition of new customers, lowering acquisition costs, raising revenue per account, and reducing servicing costs.
This document discusses Quality Growth at a Reasonable Price (Quality GARP) investing. It notes that Quality GARP portfolios tend to avoid companies that are laggards in managing environmental, social and governance issues, demonstrating lower associated risks. Quality GARP investing favors companies with sound business practices and an ability to deliver strong long-term earnings growth, often found in less cyclical sectors. The approach also tends to have a structural bias away from resource-intensive industries due to sustainability concerns increasingly being interwoven with fundamental business issues.
This document outlines 5 reasons why strategic recognition is important for businesses:
1. Strategic recognition drives employee engagement which leads to improvements in key business metrics like productivity, customer loyalty, sales, and profits.
2. Recognized employees are less likely to leave their jobs which can significantly reduce turnover costs.
3. Strategic recognition encourages emotional engagement over just transactional engagement which is better for employee well-being and performance.
4. Strategic recognition programs provide data that can be used to better manage talent and improve succession planning, performance management, and retention of top performers.
5. Strategic recognition helps bring a company's values to life by rewarding employees for demonstrating those values in their
Howto Motivate Your Sales Forceto Great PerformanceAnil Kumar
This document discusses how to effectively motivate a sales force. It begins by noting that traditional incentive compensation based solely on financial rewards is often insufficient. It then summarizes research showing that sales cycles are getting longer and conversion rates are declining, underscoring the increased challenges of today's sales environment. The document advocates taking a more holistic approach to motivation that considers additional human needs beyond compensation, such as trust, recognition, and opportunities for growth. It discusses how these types of non-financial motivators can be more effective than financial incentives alone at driving performance. Achieving the right motivational culture requires understanding factors like those in Maslow's hierarchy of needs applied to a sales force context.
Results of a survey I participated in at the beginning of the year around business improvement groups. An opportunity to break away from the competition during hard times !
Morgan Stanley had a very successful 2004 fiscal year, with net revenues increasing 14% and earnings per share growing 18%. However, the firm's stock price did not increase and it did not achieve a higher return on equity than its competitors. The letter discusses Morgan Stanley's strategic focus on growth areas like payments, financial advice, asset management and capital markets. It emphasizes the firm's commitment to putting clients and employees first to generate superior long-term returns for shareholders.
Strategic cost management will be important for organizations over the next 5-10 years as revenues will be difficult to earn and margins challenged. Organizations that excel at managing costs will be best positioned to improve performance and gain competitive advantages. Some organizations focus on short-term cost cutting without sustainable strategies, while others use downturns to identify efficiencies. However, many costs cut during recessions return quickly. Effective cost management requires proactive, strategic approaches rather than reactive tactics.
Benjamin Gordon, Managing Director of BG Strategic Advisors (BGSA) and Cambridge Capital, provides expert advice on how logistics and supply chain companies must evolve to address the challenges of new technology, convergence of services, and consolidation.
Benjamin Gordon in World Trade 100 - Finessing Convergence and ConsolidationBenjamin Gordon
Benjamin Gordon is interviewed in World Trade 100. Topics include mergers, acquisitions, investments, and deals in transportation, logistics, and supply chain.
Companies cannot afford any form of waste in
their businesses. Trimming the fat won’t help in
many cases. It’s not enough. Some businesses
will have to reorganize or reinvent themselves to
survive. Contact CGN for more information on this service offering.
Merger & Acquisition by top Technology companiesSatyajit Paul
The study looks into the merger and acquisition by the top 10 Enterprise Technology companies in between 2000 to 2011 and attempts to identify the trend and strategic direction for these companies.
This document discusses mergers and acquisitions. It defines a merger as a transaction where two firms integrate operations on an equal basis to create a stronger competitive advantage. An acquisition is defined as one company buying another, where the acquiring company absorbs the target company. Mergers and acquisitions are pursued to achieve economies of scale, consolidate saturated markets, and improve competitive position. The document also discusses reasons for mergers and acquisitions failing, such as cultural differences and flawed intentions.
Hindalco acquired Novelis to become a global integrated aluminum producer. The $6 billion acquisition gave Hindalco downstream aluminum rolling capabilities and a global footprint through Novelis' operations in 11 countries. Hindalco funded the acquisition through a combination of cash reserves, rights issue equity, and debt financing from international banks. Hindalco integrated Novelis culturally by allowing the existing management structure to remain unchanged and focusing on financial, organizational, business process, and market integration over time. The acquisition established Hindalco as a leading global aluminum producer.
Developing a Corporate Acquisition StrategyKenny Ong
The document discusses developing a corporate acquisition strategy. It covers M&A trends, rationales for M&As including growth and cost reduction strategies, and considerations for structuring and optimizing value in M&As. It outlines different M&A deal types and a three-stage process for evaluating deals that involves strategy approval, approval to negotiate, and final deal approval. Key risks and pitfalls of M&As include regulatory issues, accounting standards, and differing risk tolerances between acquirer and target companies.
This document provides an introduction to mergers and acquisitions (M&A). It defines M&A as aspects of corporate strategy and finance that involve combining companies. The document outlines different types of acquisitions and mergers. It also discusses common business valuation methods, financing options, the roles of advisory firms, and potential motivations for and effects of M&A deals. Special topics covered include brand considerations after mergers, historical trends in merger activity, and cross-border M&A.
Costco acquires Target in an all-stock deal valued at $56 billion. Under the terms of the agreement, Target shareholders will receive 0.62 Costco shares for each Target share. The deal is structured as a tax-free reverse triangular merger. The acquisition is expected to generate $1 billion in annual synergies by increasing Target's return on equity from 9.4% to 14%. Target will operate as a subsidiary of Costco and retain its name and management team. The deal requires approval from both companies' shareholders.
This document discusses mergers, acquisitions, and joint ventures. It defines mergers as a combination of two companies on an equal basis to create a stronger competitive advantage. Acquisitions involve one company purchasing another to make it a subsidiary. Joint ventures are short-term partnerships between two companies for a specific project, after which the partnership dissolves. The document provides examples and compares the key differences between mergers, acquisitions, and joint ventures. It also outlines some of the largest M&A deals in India, such as Tata Steel acquiring Corus for $12.2 billion.
The document outlines a 4-step process for implementing a merger: 1) Establish a management structure, 2) Conduct an inventory of products, systems and operations, 3) Plan the implementation in phases, selecting products and sequencing changes, and 4) Implement the plan in stages, addressing change management and testing elements thoroughly. The goal is to minimize costs and disruption while retaining customers and employees.
This document provides an overview of mutual funds, including their concept, types, advantages, organization, investment strategies, and growth in India. It discusses key mutual fund topics such as open-ended and closed-ended schemes, growth, income, balanced, and money market funds. The document also summarizes the history and growth of the mutual fund industry in India, from its beginnings in 1964 to recent growth and future prospects, with the industry expected to reach $800 billion by 2022 based on past growth rates.
The document discusses various growth strategies that companies can pursue, including internal growth strategies like market penetration, market development, and product development as well as external strategies like mergers & acquisitions, strategic alliances, and joint ventures. It defines key terms, compares different types of mergers and acquisitions, and discusses the benefits and challenges of joint ventures.
Blue Ocean Strategy - Making Competition Irrelevant - Part 1Regalix
Every company today is in search of sustained profitable growth and competitive advantage; companies are competing hard amongst each other for customers, market share, cost leadership, value leadership etc. Despite best efforts no one’s winning because it’s still a zero – sum game for the industry because the size of the market is fixed and everybody is doing same or similar things resulting in negligible differentiation or innovation.
The Blue Ocean Strategy is the art and science of making the competition irrelevant by creating uncontested market spaces. It is the mantra for winning in the marketplace without fighting the war. It argues that the best business strategy is to stop competing against competitors and create a blue ocean opportunity – a marketplace without any competition. Blue Ocean Strategy focuses on value innovations and lifting buyer values that could result in making conventional competition irrelevant and extend the industry boundaries and thereby creating un contested market space by tapping the untapped market space or by creating demand.
In this first of the two part webinar series - you would be introduced to the following concepts and frameworks through interactive and latest case studies:
Red Oceans and Blue Oceans
Creating Strategy Canvas
The Four Actions Framework
The Three Tiers Of Non Customers
This presentation series is derived from the most acknowledged best seller “The Blue Oceans Strategy” published in 2005, by Prof. Chan Kim and Renee Mauborgne of INSEAD.
This document discusses cost recovery and retention in the insurance brokerage industry. It defines cost recovery period as the number of years it takes to realize a profit for a new customer after considering acquisition costs and ongoing servicing costs. Data shows the average cost recovery period is over 4 years for a $3 million agency. The document suggests ways to shorten this, including increasing retention rates to reduce acquisition of new customers, lowering acquisition costs, raising revenue per account, and reducing servicing costs.
This document discusses Quality Growth at a Reasonable Price (Quality GARP) investing. It notes that Quality GARP portfolios tend to avoid companies that are laggards in managing environmental, social and governance issues, demonstrating lower associated risks. Quality GARP investing favors companies with sound business practices and an ability to deliver strong long-term earnings growth, often found in less cyclical sectors. The approach also tends to have a structural bias away from resource-intensive industries due to sustainability concerns increasingly being interwoven with fundamental business issues.
This document outlines 5 reasons why strategic recognition is important for businesses:
1. Strategic recognition drives employee engagement which leads to improvements in key business metrics like productivity, customer loyalty, sales, and profits.
2. Recognized employees are less likely to leave their jobs which can significantly reduce turnover costs.
3. Strategic recognition encourages emotional engagement over just transactional engagement which is better for employee well-being and performance.
4. Strategic recognition programs provide data that can be used to better manage talent and improve succession planning, performance management, and retention of top performers.
5. Strategic recognition helps bring a company's values to life by rewarding employees for demonstrating those values in their
Howto Motivate Your Sales Forceto Great PerformanceAnil Kumar
This document discusses how to effectively motivate a sales force. It begins by noting that traditional incentive compensation based solely on financial rewards is often insufficient. It then summarizes research showing that sales cycles are getting longer and conversion rates are declining, underscoring the increased challenges of today's sales environment. The document advocates taking a more holistic approach to motivation that considers additional human needs beyond compensation, such as trust, recognition, and opportunities for growth. It discusses how these types of non-financial motivators can be more effective than financial incentives alone at driving performance. Achieving the right motivational culture requires understanding factors like those in Maslow's hierarchy of needs applied to a sales force context.
Results of a survey I participated in at the beginning of the year around business improvement groups. An opportunity to break away from the competition during hard times !
Morgan Stanley had a very successful 2004 fiscal year, with net revenues increasing 14% and earnings per share growing 18%. However, the firm's stock price did not increase and it did not achieve a higher return on equity than its competitors. The letter discusses Morgan Stanley's strategic focus on growth areas like payments, financial advice, asset management and capital markets. It emphasizes the firm's commitment to putting clients and employees first to generate superior long-term returns for shareholders.
Strategic cost management will be important for organizations over the next 5-10 years as revenues will be difficult to earn and margins challenged. Organizations that excel at managing costs will be best positioned to improve performance and gain competitive advantages. Some organizations focus on short-term cost cutting without sustainable strategies, while others use downturns to identify efficiencies. However, many costs cut during recessions return quickly. Effective cost management requires proactive, strategic approaches rather than reactive tactics.
Benjamin Gordon, Managing Director of BG Strategic Advisors (BGSA) and Cambridge Capital, provides expert advice on how logistics and supply chain companies must evolve to address the challenges of new technology, convergence of services, and consolidation.
Benjamin Gordon in World Trade 100 - Finessing Convergence and ConsolidationBenjamin Gordon
Benjamin Gordon is interviewed in World Trade 100. Topics include mergers, acquisitions, investments, and deals in transportation, logistics, and supply chain.
Companies cannot afford any form of waste in
their businesses. Trimming the fat won’t help in
many cases. It’s not enough. Some businesses
will have to reorganize or reinvent themselves to
survive. Contact CGN for more information on this service offering.
Compelling forces in the business landscape drive the need for Integrated
Talent Management
Research shows that companies with stronger Human Capital
Management outperform in both Total Return to Shareholders and
Annualized Return to Shareholders
Human Capital Management is a Leading Indicator of financial
performance
Significant improvement in engagement for the typical S&P 500
company is associated with an increase in revenue per employee of
$4,675 or over $93M per year.
In addition, significant demographic and other trends will continue to drive
talent scarcity
Cost of Talent Acquisition and impact of losing Talent are both increasing
Talent Management is a key driver of Line of Sight and Employee
Commitment – both of which strongly correlate with improved company
performance
This document summarizes an interview with Gale Klappa, Executive Vice President and CFO of Southern Company, about the company's strong financial performance in 2002 and outlook for 2003. Some of the factors contributing to 2002 results were regional growth, favorable weather, a strong balance sheet, and successful competitive generation business. The company expects earnings of $1.84 per share in 2003, assuming no significant industrial demand growth. Investors can be confident in Southern Company's financial reporting and dividend history. Progress on a $35 million annual goal for the products and services business by 2004 was also discussed.
In these days of brutal budget cuts, hard-won sales often come with a hefty price tag
attached. The cost of sale for a number of the top 100 financial technology companies
has escalated to up to 70% of all revenues and potentially well over 100% of new
revenues. E2W analyses the true impact of tighter budgets on traditional sales and
marketing strategies and asks how vendors can adapt their approach accordingly.
- Starwood Hotels & Resorts Worldwide faced significant challenges in 2008 as business trends deteriorated throughout the year and the economic downturn continued into 2009.
- In response, Starwood aggressively cut costs, reducing corporate overhead by 30% through restructuring initiatives and property-level costs through lean operations and normative modeling.
- Looking ahead, Starwood remains focused on managing costs without compromising long-term growth, driven by its strategic focus on growing its managed and franchised business and unlocking real estate value.
DemandTec eBook: Total Trade OptimizationIBM DemandTec
Demandtec provides a framework called Total Trade Optimization to help companies optimize trade promotions. It has 5 core components: 1) Drive trade strategy and account-level planning by linking strategic planning to customer-level plans. 2) Support predictive and post-event analytics. 3) Incorporate shopper insights. 4) Integrate with existing systems. 5) Enable retail collaboration. Total Trade Optimization addresses the roots of trade promotion optimization, where it is currently, and its future, using these 5 components to create better trade plans and sales forecasts while lowering costs and improving retailer collaboration and execution.
The document analyzes the business performance of Cornerstone OnDemand clients over their contract terms to measure the return on investment of talent management initiatives. It finds that clients who implemented more Cornerstone applications saw greater improvements in key metrics like revenue per employee, total revenue, gross margin, and market capitalization. Specifically, clients using 4 or more applications saw a 4.6% increase in median revenue per employee and a 23% increase in market capitalization. The results suggest that organizations committed to integrated talent management through technology can experience significant gains in business performance.
Similar to Merger Mastery: Focus on Growth, Not Just Costs! (20)
1. Merger Mastery
Getting people focused
on growth, not just costs,
is the the key to successful
M&A strategy.
December 2006
2. Up to 80 percent of M&A
deals fail to justify the
capital that funded them.
Why?
Companies too often
focus on cost synergies
instead of revenue (and
the people that drive it).
Maritz Inc. 2