Featured Article
When it comes to paying top executives, companies love to tie compensation to metrics like revenue growth and market share expansion. After all, these are clear indicators of a company’s size and reach. But while capturing market share can tell a story of growth, they’re not always the best measure of financial health. For example, Uber failed to return a profit for many years, finally turning profitable $1.887 billion in 2023, first…
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Walmart took a 75% stake in Flipkart for about $15 billion. Flipkart was recently valued at $11.6 billion in April 2017. Nice premium. Big value of Flipkart: they know how to compete online. Jet.com wasn’t good enough for Walmart. Now it is going abroad. Good thinking. We are all on this planet together.
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My entrepreneurial endeavor is beginning to pay fruits, albeit 15 years after its founding. The path hasn’t been easy nor financially secure and I wouldn’t necessarily recommend it to anyone. But then again, successful entrepreneurs don’t always choose to be entrepreneurs.
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On the other hand, getting people to open up their wallets and pay for a service, especially if they’ve become accustomed to using it for free, is hard. That’s true for pay-only services and it’s also true of the attempt to split the difference between free and paid: freemium.
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Another retail consultant Steve Dresser is also quoted in the BBC article: “Even if they (Toys R Us) didn’t want to give over their stores to the kinds of hands-on experience that you get in Hamleys or a Lego store, they should have done more to keep customers happy, been less functional, more on-trend.
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