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The second thing that we also saw in our companies is that in an uncertain world, there’s this very weird paradox of, on the one hand, placing really big bets, and, on the other, protecting your flanks against downside events, and putting both of those together. And if we do that, we can’t help but grow revenues per fixedcost.
Based on my work studying activist strategies, I’ve outlined four hypothetical scenarios below (based on actual events) that demonstrate the different strategies an activist could pursue. However, free cash flow per share remained impressive at both companies, and fixedcost ratios remained somewhat intact.
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