A small fraction of companies manages to sustain profitable growth over time. Many achieve temporary growth, eventually eroded by competitors, while others maintain revenue growth without seeing a corresponding increase in value. […]
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Business model design is a fundamental driver of shareholder value creation. It is the foundation for company performance upon which all actions follow. Its primacy cannot be overstated, yet most companies haven’t […]
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Innovation is the largest lever of business growth. Leading corporations understand its importance and are engaged in innovation projects worldwide. It stands to reason that innovating companies are leaders in their industries: […]
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Market forces affect the equilibrium between supply and demand all the time. For instance, a typical situation of rising production costs drives excess capacity in the market and a shift in the […]
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Companies that need to widen their international presence to access new markets can use strategic alliances to get there. International partnerships not only enable firms to access global markets, but they also […]
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Entering a new market with new products that target new customers requires a new business model. It is a powerful strategic initiative that changes the rules of competition. It also represents a […]
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Companies are squeezed for profits all the time. Pressure comes from multiple fronts: customers have more information making pricing more transparent; product proliferation is increasing cost to serve; globalization is creating a […]
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In today’s markets, protecting your business is just as essential as growing it. Competitive attacks are frequent and come from diverse sources, including direct and indirect competitors, global players, niche players, and […]
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A strategic alliance is an important lever of corporate value creation. It leverages the capabilities of a partner company to take advantage of an attractive business opportunity that the firm would not […]
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Many M&A deals are premised on the value of synergies. In some cases, synergy targets can be as high as 30% to 70% to justify the deal. Yet synergies are often overvalued. […]
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