I’m in the McDonald’s drive-thru this morning and as I pull around to pay, I notice the cashier yelling from the first drive-thru window to a guy in a silver Lexus who was pulling away. Somehow he missed the whole concept of stopping at the first window to pay and was on his way straight to the second window (a real go-getter).
If you’re in a customer-focused business (and really, who isn’t?), you’re always looking for feedback. How was their experience when they entered your store? Were they able to easily navigate your website? Wal Mart (who knew they had a blog?) even asks whether the cashier greeted you before you swipe your credit card at the register.
If, on average, only 30% of companies bought or invested in by private equity firms achieve the success the PE company envisioned when the investment was made, one has to wonder why those firms spend little or no time and effort trying to increase the sales of their new purchase through better marketing strategies.
Buying or investing in a range of strategically similar companies, and then combining IT and back office operations, is a common practice for private equity firms to reduce overall costs of ownership and wring out more cash flow among all properties.
Introducing large or “important” potential same-sector customers to those PE-owned companies by leveraging relationships is another. Of course, there are many more that go along with those, but the collective goal is to increase the value of that company and either sell it off later or take it public.
A cultural revoltuion is brewing. It's being started by the creative class, and the focus is innerpreneurship. Creative capitalism is on the rise, and here's a little insight on the core values of this movement.