Half-hearted CEOs who rarely venture outside the castle walls end up with dysfunctional (or worse) organizations. But there are practices you can develop to stay current with the world outside your office.
Once a business for purchase is identified, buyers can follow a tried and true path to a successful purchase, avoiding common pitfalls and red flags along the way. Part two of a two-part series on business transactions.
Through investment, local entrepreneurs can not only generate the capital that they need to get their ideas off the ground, but they can also leverage the know-how, advice and contacts that a particular investor may have.
Fraud is not a new problem for many organizations, but unfortunately, the people who are committing it are becoming savvier by the day.
Research on “diffusion of responsibility” found that we’re most likely to take heroic action when we’re alone rather than with others.
There is no way to avoid disagreements over money altogether, but aligning on a joint and comprehensive financial plan helps.
Sales karma is at play all day, every day, and when you least expect it, it will come back to bite you. Making honesty and serving others your number one priority, and the good karma will find its way to you and your business
Demographic changes have disrupted the marketing industry, changing customer service. Yet, most organizations still us an outdated service playbook that doesn’t consider the new ways customers interact with businesses.
There are no mulligans when selling a business. Sellers only get one shot at doing it right. Follow these essential steps to avoid common pitfalls and gauge buyer-fit for a successful business transaction.
By engaging in the fearless deep-dive, companies can not only solidly address their reputation issues, but come out the other side with better talent, better KPIs, better systems and even fixed costs of marketing lowered by as much as 50%.
Perhaps the best method of leaving a lasting impression is to walk out the remaining years of business knowing the footprints that are left can matter. Living out the remaining years of business enterprise prepares us for the next steps of life.
There is some evidence that the longer CEOs remain in the corner office, their relationship with the outside world may suffer. This can be attributed to entrenchment.