Friday, August 16, 2013
Sunday, June 9, 2013
Fwd: Nice thoughts on working capital management and interest alignmnet
---------- Forwarded message ----------
From: Vivek Jain <vivekjain.iitr@gmail.com>
Date: Mon, Jun 10, 2013 at 12:18 PM
Subject: Nice thoughts on working capital management and interest alignmnet
To: Vivek Jain <vivekjain.iitr@gmail.com>
From: Vivek Jain <vivekjain.iitr@gmail.com>
Date: Mon, Jun 10, 2013 at 12:18 PM
Subject: Nice thoughts on working capital management and interest alignmnet
To: Vivek Jain <vivekjain.iitr@gmail.com>
Friday, March 1, 2013
Humorous Letter
After four and a half intense and wonderful years as CEO of Groupon, I've decided that I'd like to spend more time with my family. Just kidding – I was fired today. If you're wondering why… you haven't been paying attention. From controversial metrics in our S1 to our material weakness to two quarters of missing our own expectations and a stock price that's hovering around one quarter of our listing price, the events of the last year and a half speak for themselves. As CEO, I am accountable.
You are doing amazing things at Groupon, and you deserve the outside world to give you a second chance. I'm getting in the way of that. A fresh CEO earns you that chance. The board is aligned behind the strategy we've shared over the last few months, and I've never seen you working together more effectively as a global company – it's time to give Groupon a relief valve from the public noise.
For those who are concerned about me, please don't be – I love Groupon, and I'm terribly proud of what we've created. I'm OK with having failed at this part of the journey. If Groupon was Battletoads, it would be like I made it all the way to the Terra Tubes without dying on my first ever play through. I am so lucky to have had the opportunity to take the company this far with all of you. I'll now take some time to decompress (FYI I'm looking for a good fat camp to lose my Groupon 40, if anyone has a suggestion), and then maybe I'll figure out how to channel this experience into something productive.
If there's one piece of wisdom that this simple pilgrim would like to impart upon you: have the courage to start with the customer. My biggest regrets are the moments that I let a lack of data override my intuition on what's best for our customers. This leadership change gives you some breathing room to break bad habits and deliver sustainable customer happiness – don't waste the opportunity!
I will miss you terribly.
Love,
Andrew
Cheaper than Cash
Typically negative EV companies are associated with pre-bankruptcy cases, usually involving large cash burn, in other words, where the cash may or may not be tomorrow, and which may or may not be able to satisfy all claims should the company file today, especially if it has some off balance sheet liabilities.
But what if we there were businesses with negative Enterprise value and still running a profitable business though profitability might have only fallen because of certain low margin contracts or unexpected increase in commodity prices. I believe there are some stocks trading with this profile.
Thursday, December 6, 2012
Wednesday, October 3, 2012
Fun in Raising Prices???
Q. Being a government company and the biggest in the sector, are you in a better position to get coal compared to other power companies.
We always get much less than what we require. But our supply has grown. Our requirement for the current year is 160 MT. The CIL Chairman has assured us that NTPC will get 10% more coal over last year's supply. Fuel Supply Agreements (FSAs) are in place for meeting this coal requirement. We have no dispute with Coal India on the issue of FSAs. But the fact remains that India is producing around half a billion tonne of coal every year and we need to double our production. What is the fun in increasing profitability by raising prices? Productivity must be increased if business is to be done.
Arup Roy Choudhury, Chairman and Managing Director (CMD) of the country's largest electricity producer NTPC
If you have bargaining power, it is definitely a lot of fun to raise prices. The productivity enhancements can be the kickers. Growth has to come from both volume and pricing power.
We always get much less than what we require. But our supply has grown. Our requirement for the current year is 160 MT. The CIL Chairman has assured us that NTPC will get 10% more coal over last year's supply. Fuel Supply Agreements (FSAs) are in place for meeting this coal requirement. We have no dispute with Coal India on the issue of FSAs. But the fact remains that India is producing around half a billion tonne of coal every year and we need to double our production. What is the fun in increasing profitability by raising prices? Productivity must be increased if business is to be done.
Arup Roy Choudhury, Chairman and Managing Director (CMD) of the country's largest electricity producer NTPC
If you have bargaining power, it is definitely a lot of fun to raise prices. The productivity enhancements can be the kickers. Growth has to come from both volume and pricing power.
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