Strategy Driven

AUGUST 26, 2021

Though the customer has a monthly payment, it isn’t typically charged for every user of the product: instead, they are charged per month or by a number of users. The idea is that customers get what they need and only pay for what they use; this way, the customer can scale their use of a product or service as they grow.

Strategy 102

Strategy Price Self-aware Software 102

Strategy Driven

JULY 13, 2011

Value: The Four Cornerstones of Corporate Finance by Tim Koller. While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out. Discusses the four foundational principles of corporate finance.

ROIC 62

ROIC Balanced Scorecard Metrics McKinsey 62

Harvard Business Review

FEBRUARY 15, 2012

Fortunately, demonstrating your skills in this area doesn't demand that you singlehandedly develop a new breakthrough product or revise the company's overall business model. Lynn headed up a product management unit for a large consumer products company.

Innovation 15

Innovation Merchandising How To Proposal 15

Harvard Business Review

NOVEMBER 15, 2017

That’s why Alibaba and Amazon, for example, create and sprinkle autonomous cross-functional teams across their respective companies to invent and deliver products in new ways. These teams regularly come up with innovations that enable these online retailers to roll out more new products and services faster than their competitors.

Retail 10

Retail Chief Executive Officer Supply Chain Operations 10

Harvard Business Review

AUGUST 16, 2011

This is the essence of Groupon's declaration last week that it will remove the controversial accounting metric called Adjusted Consolidated Segment Operating Income (ACSOI) from its financial statements. Finally, reaching profitability quickly ensures that when outside financing dries up, the venture can succeed on its own.

Christensen 19

Christensen Fixed Costs Metrics Venture Funding 19

Harvard Business Review

OCTOBER 18, 2018

Barker had licensing deals with sports leagues to make merchandise with their logos and partnered with large brands to produce it for retail markets, and when Lance took the company over, its revenues were about £100 million. Damon retorted that Ahmed was driving Barker into the ground by essentially giving products away.

Case Study 13

Case Study Team CFO Merchandising 13

Harvard Business Review

AUGUST 6, 2014

In each iteration, we spent a lot of time thinking about what might make the best use of our existing product. content (news, finance, weather) into two Chinese languages, and directory access to 20,000 web sites, an approach that the company had adopted elsewhere. On the finance and deal side, we also felt a strong kinship with Tsai.

Chief Financial Officer 10

Chief Financial Officer Operations Learning-by-Doing IPO 10