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19 results for “competitive advantage”
Concept10 mentions across episodes
competitive advantage
Topic2 mentions across episodes
competitive advantage
“CEO explains why DEI isn't just politics - it's competitive advantage”
...a competitive advantage. I love the fact that 76%
24:26 / 25:08
contrarian take24:26 – 25:08
“OpenAI's secret weapon: exclusive model access creates unbeatable competitive advantage”
...advantages. But we're also playing this long game where, you know, again, we serve our models to everyone, where we push for open standards so that everyone can use, like, all the things that we're pu
27:59 / 28:47
market insight27:59 – 28:47
“How to turn your biggest weakness into your competitive advantage”
shell companies. They're they're they're literally the hardest people to target. Yeah. So you've turn you've turned your biggest weakness into your biggest strength, and I think that's a great lesson
14:08 / 14:43
personal lesson14:08 – 14:43
...that a competitive advantage should have two features. One is an absolute one. One is a relative one. The absolute one is you should have returns today or returns that are promised to be above your cost of capital. Right? So in other words, cost of c
23:58 / 25:23
from transcript23:58 – 25:23
...a competitive advantage? You know, if you say emote, and turns out that Porter himself never really defined it. And so we argue that a competitive advantage should have two features. One is an absolute one. One is a relative one. The absolute one is
24:39 / 26:02
from transcript24:39 – 26:02
...competitive advantages. And then the second one, I think that's really significant and very different is we put a huge premium on a corporation's culture. And that doesn't mean, hey, we just want shareholder friendly management teams, which usually m
11:17 / 12:38
from transcript11:17 – 12:38
...the competitive advantage lies in products or in something else. Often, the most enduring competitive advantages don't lie in a particular product. Yeah. They don't lie and sort of like this my mug is better than your mug and I'll continue to sell mo
21:45 / 22:46
from transcript21:45 – 22:46
segment that we're gonna do in our analysis here is power, which is adapted from Hamilton Helmer's seven powers book, which is an amazing framework for business strategy. The question here is, what is it that enables the business to achieve persisten
2:10:21 / 2:11:30
from transcript2:10:21 – 2:11:30
we analyze what it is about a business that enables it to achieve persistent differential returns, or to put it another way, to be way more profitable than their closest competitor and do so sustainably. And this is adapted from a framework that Hami
3:14:58 / 3:16:03
from transcript3:14:58 – 3:16:03
...advantage really becoming visible? Like, it's not just TPG Rise, but the holding company ecosystem. What what comes to mind is sort of an example that would really make it tangible for the audience? Yeah. I mean, I think one place where we really ben
0:49 / 1:56
from transcript0:49 – 1:56
Yeah. I mean, I think one place where we really benefit from the broader TPG system is in certain deal types like carve outs. This has been an area where TPG has been really distinguished over the last couple of decades executing extraordinary carve
1:34 / 2:34
from transcript1:34 – 2:34
into seven powers? You tell me. I'm game. I love this I love this framework. So I Listeners probably to both of our shows know, you know, Hamilton Helmer's seven powers that he's identified of he would characterize a power as both a benefit and a bar
1:09:01 / 1:10:05
from transcript1:09:01 – 1:10:05
by which companies can earn long term differential profit margins higher than their competitors. So basically, Ben, as you like to say, why do you strategically deserve to be a defensible winner in your space relative to your competitors? And the sev
2:32:14 / 2:33:30
from transcript2:32:14 – 2:33:30
...competitive advantages get incorporated into the kinds of businesses you like? They're the obvious. Right? Disrupters, low cost providers, obviously, in Amazon. But we've actually developed a number of what we call typologies, moat typologies that we
15:05 / 16:23
from transcript15:05 – 16:23
can earn outsized profits versus all of their competitors. It's basically what what's the thing that makes your business powerful versus your competitors. And I think this really gets at the core, David, of, like, what and why we wanna dissect what t
1:25:27 / 1:26:30
from transcript1:25:27 – 1:26:30
...unique competitive advantage in that nobody else can compete with. And so for me, that oftentimes sits at the intersection of two ideas. So both things can be true. I can have a technology focus and be a technology first company. I can also be manufa
12:03 / 13:10
from transcript12:03 – 13:10
yes against technology enabled businesses because they can tech enable just as easy as these new entrants can start tech enabled. Not just as easily, but it's possible to compete on that vector. But when it's a pure technology product that's being so
37:18 / 38:32
from transcript37:18 – 38:32
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