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Published By: PwC     Published Date: Oct 03, 2019
We’re in one of the longest-running positive M&A cycles in recent history. Even as global economic headwinds develop, corporate and private equity investors continue to experience unparalleled access to capital for potential deals. This suggests that the current wave of US industry consolidations and aggressive private equity investing will continue into the foreseeable future, even as deal volume has slowed from recent peaks. At the same time, with increasing valuations for companies, expectations on sellers are more rigorous, even punishing on surprises. Proactive preparation has become mandatory; processes are more accelerated and data-driven, quality of earnings analysis and sell-side due diligence have become table stakes. Sellers have to respond appropriately and with confidence as experienced buyers move toward a close. Selling your company takes robust planning and discipline. Whether you are divesting the business completely or bringing in a private equity investor to fuel additional growth, the process you develop and follow will play a critical role in creating value for your shareholders and family. Everyone has a lot more data than even five years ago to value your business, including benchmarks and operational data sources. The one piece of information the market doesn’t have is your story: what you’ve done and what the business can do next, setting up a clear and credible case for terms you can justify. The glue that holds it together is that you are clear about buyers’ expectations, understand your company’s value and can evaluate and explain the prospects for your business. Above all, you need to have worked through what you want to accomplish for yourself and your stakeholders with a prospective transaction. To a large extent, this will determine the right exit strategy for you. Many entrepreneurs today are motivated by more outcomes than retirement or a simple wealth event. You may want to consider taking a “second bite at the apple.” This typically involves structuring an exit that divests a controlling stake but creates a continued role to grow the return on the remaining stake. Whatever path you may be considering, we hope this guide serves as a useful starting point for the conversations you will have with your stakeholders, trusted employees and family, as well as your advisers as you realize the value you’ve worked hard to create.
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PwC
Published By: Panasonic     Published Date: Oct 01, 2019
Manufacturing in North America is on the rebound. Part of this is driven by strong economic growth in most global markets, and part by the fact that manufacturers in North America continue to innovate. Looking to the future, manufacturers will be investing in a wide range of disruptive technologies that fuel this innovation. This report examines the trends, attitudes and behaviors toward these disruptive technologies that are determining the present and future of Manufacturing.”
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Panasonic
Published By: Rosetta Stone     Published Date: Jan 23, 2018
Does your company foster a strong team dynamic? More than ever, effective businesses rely on employees to work internally across departments, and externally with increasingly global networks of clients. Thousands of learners were surveyed about the impact of language training with Rosetta Stone® business solutions.Results showed investing in employee language proficiency delivers five key benefits: Strengthens business operations Stimulates employee engagement Increases productivity Drives company loyalty Attracts globally-aware Millennials
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Rosetta Stone
Published By: Sage EMEA     Published Date: Jan 29, 2019
SagecommissionedForresterConsultingtoconducta TotalEconomicImpact™(TEI)studytoexaminethe potentialreturnoninvestment(ROI)organizationsmay realizebydeployingits Enterprise Management solutionas part of Sage Business Cloud.Thepurpose ofthisstudyistoprovidereaders withaframework to evaluatethepotentialfinancialimpactof Enterprise Managementwithintheir organizations. Tobetter understandthebenefits,costs,andrisks associatedwithaninvestmentinEnterprise Management,Forrester conducted in-depth interviews withtwoEnterprise Managementcustomers. For a brief description of each customer, see the Analysis section. According toSage,Enterprise Managementis an integratedand globalenterprise business management solution for purchasing, manufacturing, inventory, sales, customer service,and financial management. Formoredetails ontheEnterprise Management solution,seeAppendix A. For this TEI study, Forrester has created a compositeOrganizationto illustrate the quantifiable benefits and costs of investing i
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Sage EMEA
Published By: Oracle APAC ZO OD Prime Volume CX ABM Leads June 2017     Published Date: Jul 18, 2017
The past five years have marked the beginning of the “Age of the Customer,” in which technology and economic forces have put customers in control of their interactions with businesses. These businesses, hoping to understand and serve customers in a global and digital economy, are almost universally undergoing digital transformation, which involves realigning and investing in new technology and business models with a specific focus on the customer experience.
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online customer experience, cross channel, call center agent, improving mobile, store/branch, phone service, social computing
    
Oracle APAC ZO OD Prime Volume CX ABM Leads June 2017
Published By: OneLogin     Published Date: Oct 24, 2017
We’re living through a time where people, organizations and societies not only rely but thrive upon secure, simple and fast access to information. From small businesses, startups, enterprises and global conglomerates across all verticals; to local, state and federal governments; to educational institutions and nonprofits, we are continuously investing in our employees, devices, applications, networks and infrastructure that enable us to drive our collective missions forward. Ten years ago, business and technology leaders catalyzed a cloud app revolution that has changed the way organizations manage IT. However, through this transformative shift, the core requirements of IT remain the same. Technology leaders are responsible for ensuring that 1) information assets remain confidential and protected, 2) information systems are available and operational, and 3) people are empowered and productive with the apps and information they need. IAM is a technology and security discipline that has
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OneLogin
Published By: KPMG     Published Date: Jun 06, 2019
20 years on from our first global survey of technology leaders, explore the changing role and growing influence of the CIO. Read this report to find out: • the top-10 business issues facing customer-centric and digital leaders • how successful organisations are turning their strategies into reality • which emerging technologies organisations are investing in • how IT leaders are aiming to plug the skills gap.
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KPMG
Published By: ClickExpress     Published Date: May 01, 2013
Download this white paper to gain insight from the research firm IDC which predicts that some 1.2 billion workers will be using mobile enterprise tools by 2011, representing roughly a third of the total global workforce (February 2010). Some of these people are almost exclusively mobile, whereas some will only occasionally use mobile enterprise tools. Whatever the case, there are very few who would argue against the fact that investing in mobility has the potential to raise productivity, accessibility and visibility.
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mobile, solution, deploy, enterprise, global workforce, scalability, integration, device selection
    
ClickExpress
Published By: Anaplan     Published Date: Mar 29, 2018
As businesses grow more optimistic about opportunities for growth, the pressure is on for sales organizations to meet ever higher revenue targets. In a global survey on sales performance optimization by CSO Insights, 94 percent of respondents said their 2014 revenue targets were higher than last year’s. It’s no wonder that “capture new accounts,” cited by 60 percent of respondents, topped the list of objectives for 2014 in the study. At the same time, many sales reps are struggling to meet even their current quotas. And in an Aberdeen Group survey, nearly half identified insufficient revenue growth as the top pressure motivating them to pursue sales management initiatives ranging from building out the capabilities of sales teams to improving management practices and investing in technology tools.
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sales, performance, revenue, optimization, objectives, accounts
    
Anaplan
Published By: iShares by BlackRock     Published Date: Apr 19, 2018
We update our three 2018 investment themes against a backdrop of synchronized global growth, rising inflation and interest rates, higher equity market volatility and more economic uncertainty. By submitting this form you agree to share your contact information with BlackRock and to follow-up communication. Investing involves risk, including possible loss of principal. Prepared by BlackRock Investments, LLC. iSHARES and BLACKROCK are registered trademarks of BlackRock, Inc., or its subsidiaries. All other marks are the property of their respective owners. BlackRock, Inc. is not affiliated with The Economist. 483635
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ishares, institutional investors, global growth, trade wars
    
iShares by BlackRock
Published By: Panasonic     Published Date: Jan 10, 2019
Manufacturing in North America is on the rebound. Part of this is driven by strong economic growth in most global markets. And part by the fact that manufacturers in North America continue to innovate. Looking to the future, manufacturers will be investing in a wide range of disruptive technologies that fuel this innovation. This report examines the trends, attitudes and behaviors toward these disruptive technologies that are determining the present and future of Manufacturing.
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Panasonic
Published By: Dun & Bradstreet     Published Date: Feb 21, 2017
As the volume of data coming into organizations – from both internal and external sources – continues to grow and makes its way across departmental systems in many different formats, there is a critical need to create a single, holistic view of the key data entities in common use across the enterprise. Master Data Management (MDM) aims to accomplish this goal. Not surprisingly, MDM has become a significant priority for global enterprises, with the market expected to triple from $9.4B to $26.8B by 2020 according to analysts. The reality, though, is that while seemingly everyone is investing heavily in the tools to manage data, few are putting a great enough emphasis on the data itself. And that’s a problem. Poor data quality is said to be costing businesses $3.1 trillion annually – and that’s just in the US alone. The information being put into MDM tools must be mastered first and foremost.
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managing data, data management insight, mdm, master data management
    
Dun & Bradstreet
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