This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Make granular cash-flow forecasts. Show the forecasts and say, ‘Here are our dilemmas: We’ve got a cash dilemma, or we’re not able to get price increases, or we’re not collecting receivables, or we’ve got too much inventory. Maybe manufacturing people aren’t obeying sales forecasts because they think they’re too optimistic.”.
Car sales in the U.S. But car sales are now probably past a cyclical peak, not only in the U.S. Capital-intensive factories have a high-fixed-cost, low-variable-cost operating model. GM has good immediate reasons for its decisions. Given the shift in immediate U.S.
That gave it a steadier cashflow to cover the costs of its large fixedcost investments, but did not eliminate the unused capacity of plants dedicated to one kind of product. Before, a big conglomerate like GE diversified its risks by mixing pro-cyclical and counter-cyclical businesses.
However, free cashflow per share remained impressive at both companies, and fixedcost ratios remained somewhat intact. It displayed a 10% decrease in revenue growth while the other unit exhibited sales growth of 75%. So an activist engaged the company to sell off the lagging unit.
We organize all of the trending information in your field so you don't have to. Join 29,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content