Creating Value from the Marketing Function during M&A
The search for revenue growth is now becoming a core driver behind M&A making revenue synergies or GTM synergies as a very important part of deal value.
Marketing (along with Sales) becomes the central force driving revenue and profitability, while being closest to the customers. Yet, integrating the marketing function is not given its due in M&A integration. Executive lip service will state Marketing being of strategic importance, but lesser resources are always dedicated towards M&A integration.
There are multiple areas to address within Marketing from an M&A integration standpoint, a non-exhaustive…
High speed, high number and high quality decisions are key during M&A integration
Decisions have multiple drivers, enablers, and outcomes. M&A has higher velocity decisions than any other business situation.
M&A Integration is an extraordinarily complex activity attributed to multiple functions, personnel, products, geographies, customers, unique nuances, dependencies, risks, and the sheer volume of tasks to be executed. Brining all this together requires several decisions to be made in quick order. Decision making is part art and part science, seasoned M&A integration professionals understand the four Vs surrounding good decision making i.e., volume, velocity, value, and variety. …
Design your business for unlocking trapped value
Today’s business environment differs vastly from the last decade, companies are constantly exposed to changes in the external environment which alter the very economic logic of their industry itself. These changes force legacy companies to re-examine their core assets, core activities, technology investments and human capital posture. The risk of obsolescence is real making it difficult to compete or even survive.
We have many examples such as legacy CD driven music, legacy communication companies, linear television, print media etc. which have succumbed to the changes of disruption. …
Product Value Leakage: The IT Services Mindset Problem
One of the most underestimated problems in the Software Product business is how an “IT Services Mindset” can erode product value and eventually crush a business. The authors have spent their careers in both product and service organizations playing a variety of roles from running product businesses, operating service businesses, investing in products, consulting to product teams and fixing broken organizations.
Over the past two decades, we have been extremely fortunate to work with some of the best product minds in the world, who make material impact on the world by building…
The unintended consequences of optimizing for valuation versus optimizing for cashflow
Pivots are more than just a fashionable word, many start-ups use the terminology just for the sake of it and rarely understand its anatomy, mechanics, and their own ability to execute a good pivot. While there are many different reasons to pivot, and ways to holistically achieve it — this article will examine the pivot zones created by two choices i.e., optimizing for cashflow vs optimizing for valuation. Many start-ups fall into these traps very early on in their evolution. These decisions have intended and unintended consequences, landing the…
Understanding business models in autonomous driving
Autonomous driving is one of the most disruptive developments witnessed. It will change the way we think of cities, roads, parking, commuting, leisure and ownership, and it will spawn new kinds of jobs as the business models unfold. Many open questions have answers when it comes to business models, infrastructure, technology direction and development.
Understanding the disruptive technologies propelling autonomous driving
In my previous article, we discussed various drivers of business models and the way it will change cities, roads, parking, commuting, leisure and ownership while creating new jobs. In this follow-up piece to part one, we will explore a few more business models enabled by specific technologies.
In my previous article, we discussed various drivers of business models and the way it will change cities, roads, parking, commuting, leisure and ownership while creating new jobs. …
In the last 10 years, business has changed a lot. Even many companies and industries have come as we have fundamentally changed the way we sell products or services, interact with customers, and deliver value. Having said that we still use legacy cells approaches which do not work or produce suboptimal results. In this article we are going to examine the modern day, value based selling approach.
In today’s world, buyer have a multitude of choices and plethora of information about products, services and brands starting the sales cycle even before you have engaged with them. At times, the information…
Understand the disruption vectors of the “Stack Attack”
Major technologies shift every 2–3 years, with new platforms building on prior generation capabilities. These shifts are propelled by new technologies or new software stacks. Software stacks are also called “technology stacks” and provide a complete platform to run applications to process complex computing environments.
In the era prior to cloud, mobility, IoT, AI, Big Data etc., technology stacks used to be vendor specific e.g., Microsoft etc. Today, there is an explosion of technologies in these stacks and we have new tools being spawned into mainstream every year e.g., Kubernetes, Docker Toolbox…
Understanding Data Challenges in the Autonomous Driving Domain
There are numerous data challenges in the autonomous vehicle value chain, a lot of it impacts specific use cases and outcomes. This article highlights the nature of challenges and their impact across the data value chain.
Automotive data is of high interest due to the diverse and complex nature of data, its multiple sources as well as high volume of the data continually generated. Within an autonomous driving context, real-time requirements around navigation, safety and revenue models create new challenges.
As vehicles advance to higher levels of autonomy, the deep learning models…
Silicon Valley CEO, Venture Investor, Board Member and Former Management Consulting Partner. A gadget freak & global nomad with a unique perspective !