Coaching Tip

DECEMBER 24, 2010

By Guest Authors from Booz & Company : Partner, Paul Leinwand and Managing Director, Cesare Mainardi . As a result, they forgo the right to win in any market. . Way to play: They make a deliberate choice about how to add value in the market – e.g., as a value player, an experience provider, an aggregator, etc. .

Strategy 178

Strategy Short-term Competitive Advantage Fixed Assets 178

Strategy Driven

MARCH 18, 2011

In The Essential Advantage : How to Win with a Capabilities-Driven Strategy , Booz & Company’s Paul Leinwand and Cesare Mainardi maintain that success in any market accrues to firms with a coherence premium – a tight match between their strategic direction and the capabilities that make them unique. Let’s go after it.”

Resources 51

Resources Industry System Strategy 51

Harvard Business Review

OCTOBER 15, 2013

At many companies the total cash investment in acquisitions, R&D, and fixed assets has not earned back its cost of capital after adjusting for the time lag in realizing incremental benefits. It was the first time a vice chair would be based in an emerging market.

P&L 8

P&L Fixed Assets Charan Delegation 8

Harvard Business Review

FEBRUARY 7, 2017

Companies deliver superior results when executives manage for long-term value creation and resist pressure from analysts and investors to focus excessively on meeting Wall Street’s quarterly earnings expectations. public market capitalization over this period. public market capitalization over this period.

Long-term 8

Long-term EPS Short-term Management 8

Harvard Business Review

DECEMBER 19, 2011

It is derived by adjusting for changes in gross margin, capital intensity (fixed assets as a proportion of total assets), and positively for sales surprise (the degree to which actual sales exceeds or falls short of forecast). Consider the following example that Vishal Gaur of Cornell, my frequent co-author, shared with me.

Retail 13

Retail Marketing Benchmarking Fixed Assets 13