Harvard Business Review

DECEMBER 10, 2012

Its corporate development group looked at upwards of 150 targets a year, and used a remarkably efficient screening process that rejected any potential acquisition that didn't make good sense strategically. The company did not overlook small deals if they contributed to the development of critical capabilities. GE-NBC/Universal.

Due Diligence 15

Due Diligence EBITDA Health Care Gordon 15

Harvard Business Review

SEPTEMBER 26, 2011

in incremental market capitalization for every $1.00 in incremental market capitalization for $1.00 But one of the keys to success was its strength in the B2B office coffee market, which allowed the company to refine its offer and build awareness before winning in the B2C market. of revenue growth. in revenue growth.

B2C 14

B2C B2B Strategy Waterman 14

Harvard Business Review

DECEMBER 11, 2012

Nokia is still struggling to find a future beyond going head to head with the Android and iPhone platforms in the fiercely competitive smart phone market. The result: the Nook debuted in 2009 and leapfrogged the Kindle in key features, capturing nearly a third of the e-reader market and probably saving the company's life.

EBITDA 8

EBITDA How To Crisis Depreciation 8

Harvard Business Review

OCTOBER 2, 2012

billion market capitalization as of this writing. and EBITDA margins are 47%. The chart below shows their financial performance over the last few years, with forecasted 2012 revenue of $767M and EBITDA of $339M. market cap is 6x revenue and 13x EBITDA, so not insane multiples on a comparable basis.

EBITDA 9

EBITDA Engineering Travel Business Model 9

Harvard Business Review

AUGUST 21, 2014

If marketers want to produce content, they need to think like publishers. After all, content isn’t an extension of marketing, it’s an extension of publishing. were more profitable in the pre-digital age because of the fragmented broadcasting market, but they do make money today. Aren’t publishers failing?” Aren’t they?

Venture Capitalist 9

Venture Capitalist EBITDA Venture Funding Magazine 9

Harvard Business Review

DECEMBER 15, 2015

When formulating a strategy, markets and segments are important categories to consider. But a market never buys anything. To borrow a telecom industry metaphor, a deal with a customer is the “last mile” in connecting any strategy with business development efforts and marketplace results. Only customers buy.

Strategy 8

Strategy Team Discount ROIC 8

Harvard Business Review

FEBRUARY 6, 2015

An HBR team recently addressed that question by ranking CEOs according to the increases their companies have seen in total shareholder return and market capitalization across their whole tenures. How do you measure a CEO’s impact? Take a look at the table below.

CEO 8

CEO Reputation Metrics EBITDA 8

Harvard Business Review

FEBRUARY 24, 2011

At this point, the commercial viability of a market-based approach to providing good quality housing in urban areas at prices affordable to low income customers is beyond question. This development plan can be scaled to build 3 million or 30 million units per year, if needed. The entire thing isn't unlike putting together giant Legos.

Suri 15

Suri Construction Class EBITDA 15

Harvard Business Review

SEPTEMBER 27, 2012

Next, ALL's CEO assembled a cross-functional team to develop simple rules for prioritizing capital spending. Employees frequently attribute breakdowns to incompetence or bad faith on the part of colleagues in other departments: "Those bozos in headquarters [or finance or marketing] screw everything up." reuse existing resources.

Strategy 8

Strategy Proposal Guidelines Net Present Value 8