2013 Cost Management Real Estate 
Strategy Driven
MAY 16, 2014
Real estate is unaffordable for many, competition for talent and investment is fierce, and high state and local taxes and labor costs quickly consume whatever capital startups have secured. Resource Management Warning Flag 3 – Marginalizing Employee Contributions. About the Author. A Budget Does Not A Strategy Make!
Strategy Driven
NOVEMBER 7, 2013
Then FDIC Chairman William Seidman expressed concern about the merger of two weak banks, “however, without the merger, both banks were more likely to fail, and they would cost even more [apart] than if they failed together,” Seidman recalled in his memoir Full Faith and Credit 1. billion in management fees to NCNB.
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Harvard Business Review
JANUARY 20, 2016
In the summer of 2013, Rolling Stone published a long article titled “Goodbye, Miami,” which claimed that climate change will submerge much of the titular city. Real estate investors will have strong incentives to respond to these forecasts. Pessimists about the costs of climate change ignore such latter effects.
Strategy Driven
OCTOBER 6, 2019
Frank at Sagapixel told me about a conversation he had with Eric Diaz, a prominent real estate attorney in Philadelphia. But an attorney whose practice is primarily electronic, like bankruptcy, might relocate to an area with lower costs of living and work remotely. Can You Create a Niche? The Fourth P – “Promotion”.
Harvard Business Review
MARCH 10, 2015
Greece has only managed to wrest the four-month extension of a stability program. Soon, the newly elected Alexis Tsipras administration will have to start implementing the cost-cutting measures that it had promised voters it would avoid. in 2013; and by an estimated 2.8% A managed exit from the common currency could alter that.
Harvard Business Review
DECEMBER 5, 2013
Christopher, a seasoned real estate executive, left his job in early 2013 to move to a competitor’s firm. Christopher was dumbfounded — he had left his former firm precisely because of Theo, a terrible manager whom colleagues found intolerable. But ultimately, it shows that you have Theo’s best interest at heart.
Harvard Business Review
JULY 17, 2015
Others may simply see no alternative to trying to keep the brand going at any cost, even if that means aggressive discounting, cheap licensing, or other tactics that erode long-term brand value. ’” Purpose might have informed the management of two failed brands – Blockbuster and Radio Shack — differently.
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