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? We call it the RepTrak scorecard. Take a look at the table below.

CEO 8

CEO Reputation Metrics EBITDA 8

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

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