“We’re at an interesting point—CMOs can achieve more success now by showing growth versus cost cutting.” This quote comes from the former CMO of a leading global brand and reflects a broad desire in businesses to turn marketing into a bona fide engine for growth. An important way to make that happen is to free up dollars and funnel them into high-growth opportunities.
Athens Vision yet for another year organizes the 3km race in memory of Grigoris Georgariou.
The race will be held in Thessaloniki, in front of the beach at Macedonia Palace, on Saturday 2/6/2018 at 8:45 am. It is a beautiful and easy route for both adults and children. The participation is free for all and souvenirs and medals will be given in the end.
Digital solutions pose new and unique challenges to the implementation of major change efforts. But the capabilities that support better outcomes remain as critical as ever, a new survey shows.
Companies face different challenges today when implementing large-scale changes than they did in 2014, according to a new McKinsey Global Survey on the subject.1 In particular, digitization poses new obstacles to implementation, and digital transformations require executives to focus on different priorities and capabilities.
It’s Saturday, and a chief operating officer who last week negotiated a multimillion-dollar deal for a fleet of vehicles for her company is feeling pretty good. To reward herself, she’s shopping for a convertible sports car to enjoy on weekends. Surely the price-value calculation she makes for a fun personal purchase is different from the one she made when negotiating at work, right?
Overall, 2017 delivered very good news for the private equity industry. It was a year of increasing investment, strong exit markets, attractive returns and hot fund-raising activity. All of this good news has attracted so much attention (and capital), however, that the industry’s structural challenges have sharpened. If it’s possible, fund-raising has been too good, with an unprecedented $3 trillion raised over the past five years. Investment dollars are indeed up, but deal count has dropped substantially since 2014. Multiples are at all-time highs, with around half of all companies acquired priced in excess of 11 times earnings before interest, taxes, depreciation and amortization. In such a frothy environment, how can funds generate the attractive returns their limited partners expect?