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We went back and ran an analysis on the cash-to-assets ratio of companies that did really well in these kinds of environments, even when they were small. We found that the discipline to have a very high cash-to-assets ratio showed up early in their history. And if we do that, we can’t help but grow revenues per fixedcost.
Capital-intensive factories have a high-fixed-cost, low-variable-costoperating model. If you greatly reduce the production volume, the cars that do come out have to absorb more of the fixedcosts, and that eventually sends the product into a profitability death spiral. Given the shift in immediate U.S.
In many industries, the capital required to build an asset of minimum efficient scale is growing. For instance, the cost of building and equipping a leading-edge semiconductor fab has climbed to $7 billion, as the technology required to make more advanced chips is getting more complex. Model 1: Virtual operator.
The costly and complex operations of transporting energy have made utilities natural monopolies, while regulatory barriers and the high fixedcosts of building and maintaining regional electrical grid infrastructure have also kept much competition at bay.
The essence of the phenomenon is the fact that each stage in the supply chain plans its capital projects and operations, including inventory levels, based on its future expectations. Macroeconomic data during the 2008 financial crisis show the bullwhip effect operating on a much broader scale. For example , U.S.
Evidence of this pressure is starkly captured in the return on assets (ROA) for all public companies in the US since 1965. They have systematically and significantly eroded barriers to entry and movement on a global scale. The result is relentlessly mounting performance pressure.
It doesn’t have one center of organization and imagination looking out at the far horizon to inspire and guide all of the component parts to get to a place together that none operating independently could ever get to on its own. Imagine eliminating all of the redundancies in fixedcosts.
While a laudable effort in principle, measuring a company’s tendency to make myopic operating and investing decisions is fiendishly complex. But the other indicators probably pick up legitimate differences in how companies in the sample operate, as opposed to whether they are myopic.
The first category is exogenous factors over which the business has little control: the growth of the markets into which it sells; the competitive intensity and thus the average profitability of the industry in which it operates; or the fragmentation of its industry and thus the scope for a growth-by-acquisition approach.
For example, a decade ago, it''s unlikely that small-business owners would have told you that they needed a flexible way to host data and applications, one that preferably turned the fixedcost of computer hardware into a variable cost of renting capacity. When the company rides an enabling trend.
Historically, larger scale has offered hospital systems a number of advantages, including increased referral volumes, better access to capital, stronger pricing power, and classic cost economies. For instance, larger scale has enabled many hospital systems to lower their per-patient operatingcosts significantly.
Congestion, rather than raw usage, is the key driver of this phenomenon; given that the Internet Service Provider network is largely a fixed-costasset. Like any fixed-costasset, such as the Interstate highway system in the U.S., it is cheap to operate and expensive to upgrade.
Congestion, rather than raw usage, is the key driver of this phenomenon; given that the Internet Service Provider network is largely a fixed-costasset. Like any fixed-costasset, such as the Interstate highway system in the U.S., it is cheap to operate and expensive to upgrade.
Examples include an external management consultant who advises companies on improving efficiency or a cybersecurity consultant who helps organizations protect their digital assets. It allows companies to optimize labor costs by scaling their workforce up or down to meet changing customer needs and maintain operational efficiency.
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