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jerryking : standalone   6

From Andreessen, a Lesson in Corporate Finance - NYTimes.com
By WILLIAM ALDEN APRIL 17, 2014

In a series of tweets on Thursday, Mr. Andreessen offered a framework for thinking about technology valuations — relying on metrics that hard-nosed financiers tend not to consider.

3/Value of company X to acquirer Y often = Potential impact to acquirer Y's business -- which has a lot more to do with Y than X.

4/For example, in product businesses, you'll often hear term "attach rate" -- acquirer Y can attach company X's product to Y's sales engine.

5/Ex: I sell $20B of servers/year; I buy storage company X doing $100M revenue/year; & I can attach X's product to 20% of my server sales.

6/Ex cont'd: I can generate new $20B*20% = $4B/year of storage sales attached to my server business. X's standalone revenue is irrelevant.

7/Ex cont'd: So I can pay up for storage company X based on its projected impact on MY business, way beyond X's independent valuation.
Marc_Andreessen  Andreessen_Horowitz  corporate_finance  start_ups  valuations  standalone  frameworks  software  mergers_&_acquisitions  M&A 
june 2014 by jerryking
The second coming of Dean Blundell - The Globe and Mail
SIMON HOUPT
The Globe and Mail
Published Friday, May. 16 2014

Over the past few years, a number of American media figures, from journalists Andrew Sullivan, Glenn Greenwald and Matt Taibbi to standup comic Louis C.K., have ventured from the safety of their homes in legacy media organizations to develop new online businesses based on their individual brands. Liberated from the lumbering mother ships that often typify mainstream media, they have built passionate communities of followers devoted to the notion of freer expression and deeper engagement in specific subjects. As Blundell joins the wave, he could be among the first Canadians to leverage a personal brand born of old media into an online-only venture.

The timing may be on his side. Commercial radio stations in Canada continue to be money spinners. In 2012, the last year for which full data are available, the industry’s profit margin before interest and taxation (PBIT) was 19.9 per cent; in Toronto, that reached 41.1 per cent. But in the U.S., conventional radio is beginning to lose listeners to streaming music services (which last year accounted for 7 per cent of radio listening there). There are hints that radio in Canada is also dropping off; certainly, it does not dominate the cultural agenda. And no one of Blundell’s stature in this country is currently producing a regular standalone podcast.
radio  entrepreneur  digital_media  personal_branding  online-only  Simon_Houpt  podcasting  mass_media  standalone 
may 2014 by jerryking
Unlikely expansion: When retail brands go wholesale -
Apr. 16 2013 | The Globe and Mail | MARINA STRAUSS - RETAILING REPORTER.

Aldo Group Inc. is on the hunt for retail space – inside the stores of other retailers, as the shoe specialist pursues a cost-conscious expansion in which it is teaming up with a growing roster of indirect rivals.

Merchants ranging from Aldo to fashion purveyor Joe Fresh (owned by grocery giant Loblaw Cos. Ltd.), Reitmans (Canada) Ltd. and Hudson’s Bay Co., have stepped up their partnering efforts, even as they raise the stakes by being tied to sometimes unstable chains....multichannel distribution allows rapid expansion into new markets without the expense or time needed to open new stores....Retailers are trying to cash in on brand awareness and production expertise to reach more customers in a cost-savvy way. But the business model isn’t without drawbacks, as merchants lose some control over the placement, prominence and marketing of their products....For years, in a reverse trend, manufacturers – from Nine West to Apple – have set up their own standalone stores to showcase their products and ensure their brands are not lost among many others within a larger retailer.

“Retailers want to be wholesalers and wholesalers want to be retailers,” Mr. Lichtszral said. “The lines are blurred everywhere … Wholesale distributors are opening their own websites and shipping directly to the consumer and, in doing that, are technically competing with their retail customers.”
growth  retailers  brands  distribution_channels  Aldo  Loblaws  Nine_West  Apple  wholesalers  multichannel  omnichannel  Joe_Fresh  partnerships  Reitmans  HBC  business_models  drawbacks  merchandising  manufacturers  expansions  store_within_a_store  cost-consciousness  Marina_Strauss  standalone  Fortune_500 
may 2013 by jerryking
Garnett & Helfrich Capital
Formed in March 2004, Garnett & Helfrich Capital, The
Venture Buyout Firm™ is a $350 million fund for mid-sized technology
spinouts. Garnett & Helfrich Capital specializes in spinning out
businesses from large global technology companies and growing them as
focused, standalone businesses.
Big_Tech  spin-offs  vc  venture_capital  silicon_valley  technology  standalone 
september 2011 by jerryking
A dedicated agency for Canadians abroad - The Globe and Mail
Jun. 30, 2011 G&M YUEN PAU WOO
The Asia Pacific Foundation of Canada released its report Canadians
Abroad, the product of a 3-yr. research project. We estimated that 2.8 M
Canadians live overseas. This figure – nearly 9 %t of the population –
is higher than the equivalent statistic for the U.S., Australia, France,
India and China...Our research makes the case for a standalone
agency/special secretariat within an existing ministry tasked with
policy co-ordination and development on Canadians abroad. Many other
countries have dedicated mechanisms to connect with their overseas
citizens; e.g. India.

The creation of a dedicated agency to address issues of Canadians abroad
would pave the way for a more fundamental reassessment of underlying
issues that drive outmigration, return migration, attachment and the
beneficial linkages that overseas citizens can bring to the Canadian
interest.
expatriates  Canadian  globalization  standalone 
july 2011 by jerryking
Divided We Stand: Smart firms expand in pieces, spinning fast-growth units into standalone entities
Mar 2005 | Inc. Vol. 27, Iss. 3; pg. 59, 2 pgs | by David H
Freedman. "Technology is working its way into an ever wider array of
products, frequently reinventing them, and the Internet has made word of
mouth nearly instantaneous. The result: an increasingly unpredictable
landscape of "instant markets" that requires new levels of speed and
agility. High-tech companies have a way of coping. The basic idea is
deceptively simple: Instead of thinking in terms of expanding the
company as a whole, focus on new, fast-growth, "spin-up" business units
with their own identities - even if it means letting other parts of the
company languish."
growth  spinups  fractals  innovation  Apple  speed  agility  windows_of_opportunity  David_Freedman  spin-offs  new_categories  pop-ups  standalone  high-growth 
october 2009 by jerryking

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