Harvard Business Review

NOVEMBER 23, 2010

The Conversation Blogs The Conversation Artisans Must Balance the Books 8:12 AM Tuesday November 23, 2010 by Ndubuisi Ekekwe | Comments () Email Tweet This Post to Facebook Share on LinkedIn Print The boy was 11 years old when his father took him to live with a kinsman, a businessman with many shops in Lagos, Nigeria.

Books 14

Books Guidelines Banking Telecommunications 14

Harvard Business Review

NOVEMBER 23, 2010

He started very well, but as soon as his cash flow improved, financial burdens from family systems stifled his operations. As more people depended on him, he spent his working capital, and the business failed. Most African artisans do not bank because of the fees associated with operating current accounts.

Books 14

Books Banking Working Capital Finance 14

Strategy Driven

MARCH 18, 2011

This book helps you identify your firm’s distinctive blend of strategic direction and differentiated capabilities that give you the ‘right to win’ in your chosen markets. Companies today operate in a business environment that encourages incoherence. The leading companies are getting out in front of this trend.

Resources 52

Resources Industry System Strategy 52

Harvard Business Review

MARCH 28, 2016

These card networks were allowed to charge their members just enough to cover cost and provide working capital. For more on this, read Dee Hock’s book about starting up the Visa network.). Around the world, though, many countries still have domestic payment networks that operate as not-for-profit platforms.

IPO 8

IPO Succession Technology Software 8

Harvard Business Review

SEPTEMBER 4, 2017

They’ve read Christensen’s book The Innovator’s Dilemma. Construction equipment and disk-drive manufacturing required heavy machinery, distribution facilities, and immense amounts of working capital. But the corporate innovators we’ve talked to all know that. Naturally, the question is why.

Christensen 8

Christensen Finance Innovation B2B 8

Harvard Business Review

FEBRUARY 17, 2012

As product is sold, some of the initial working capital that SHE puts up is paid back, with the entrepreneurs eventually owning their local franchises. In turn, SHE reinvests its profits in new geographies or other disruptive enterprises. I've found," says Scharpf, "that the common language is the one of emotion.".

Franchising 13

Franchising CEO GDP Entrepreneur 13