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12 results for “competitive strategy”
...Competitive strategy. And it's great. It's like for anyone who hasn't read it, it was in the Harvard Business Review, I think, when it first came out. Something like 20 pages. It's very cogent. It's very straightforward. And he talks a lot about how
35:59 / 37:31
from transcript35:59 – 37:31
...Competitive strategy. And it's great. It's like for anyone who hasn't read it, it was in the Harvard Business Review, I think, when it first came out. Something like 20 pages. It's very cogent. It's very straightforward. And he talks a lot about how
36:45 / 37:48
from transcript36:45 – 37:48
...term the leader strategy. And what that essentially means is that in about half the investments we make, the day that the deal closes, that senior leader of the firm changes. And it's not always necessarily the case that somebody is leaving. For inst
3:01 / 4:08
from transcript3:01 – 4:08
...that strategy right by recognizing your structural position and permission is probably what I have, you know, hopefully done a reasonable job of.
5:11 / 6:21
from transcript5:11 – 6:21
I think the answer to your question is, like, these are the good guys. This is our play space. This is the area that we will participate in. This is the area where our our values align. We can make a credible pitch to any of these companies that our
7:21 / 8:32
from transcript7:21 – 8:32
...strategy. We have ways of doing things that generate alpha that are different than competitors can replicate, and we have real moats around how that works so we can defend those positions over time. Or it's a scale based argument. Scale can help solv
17:19 / 18:27
from transcript17:19 – 18:27
And we are looking to line things up in terms of that executive's experience and competencies with the opportunity that's in front of us and then compliment them and mitigate exposures by virtue of other members of the team. And we are literally doin
9:03 / 10:10
from transcript9:03 – 10:10
Then when you decide which space that you're going to operate in, you've built an enormous set of boundaries around what you do. The third one is validation. If you are trying to please your boss, that's what you're going to do. If on the other hand,
25:27 / 26:30
from transcript25:27 – 26:30
global business. And the reason it was needing to be turned around was because they had gone so far away from what their core mission was. Instead of, like, selling really great products to athletes, it was like, let's just sell it to anyone who need
22:31 / 23:31
from transcript22:31 – 23:31
Our competitors were in ziplock bags in computer stores. Well, when something like Steam shows up, when something like, downloadable shareware shows up, everything about your product changes. So, again, these four things are choices. And if you're gl
26:13 / 27:15
from transcript26:13 – 27:15
...the strategy to priority to outcome, you know, is something that I've obsessed about for the last couple of years. Just so I get an example of, like, what strategy? So the strategy is threefold, Harry. Super simple. Focus and obsess on our customer.
11:07 / 12:15
from transcript11:07 – 12:15
...strategy in order to achieve their ambitions. The first thing I'll say is that prices are going up, and they're gonna continue to be high. Prices actually did go up in The US market last year to nearly 12 times EBITDA on the average deal. They were o
9:48 / 10:51
from transcript9:48 – 10:51
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