“We didn’t know how to value the digital piece of the business, and we lost the deal because we couldn’t make a strong enough bid.” Does your team have a strong digital valuation framework?
Deals have become increasingly competitive, with an ever-increasing number of bidders involved in every transaction.
Technology is fundamentally changing behavior and power dynamics across the agriculture value chain. Investors in agriculture should look both at how technology is being used to drive value within their own segment of the value chain and at how available technology is driving change across the industry.
Surveys are an extraordinarily valuable tool for generating deep customer insights quickly. They work as standalone efforts and even better when integrated with macro data, externally generated data and internally generated data. Like all good things, a little process and preparation helps you go faster and deeper to generate insights. By understanding that the entire process is what generates insights and not just the survey itself, you’ll ensure the output is meaningful and impactful.
Understanding customer decision making is crucial to profitable growth, and particularly so in driving product development or sales and marketing investment decisions.
Stax CEO Rafi Musher and Director Palash Misra crafted an article on how to utilize social insights to fully understand a company’s position in the marketplace and what it needs to do in order to best operate the business.
Just a couple of decades ago, being older gave you a competitive advantage in business. You had seen more and therefore had more data points for pattern recognition and could make better decisions faster than the competition. Being older also gave you more years to network, learn about people, develop trusted relationships and access resources to take action on decisions. Today, that competitive advantage of age is changing fast and there’s a best of both worlds, if you read on.
In our experience working with hundreds of management teams across a range of “what just happened” situations, we’ve identified a set of common principles that successful management teams and advisors follow to drive value by understanding why what just happened, happened. When leadership can understand and explain the sources of change to the company and to investors, the odds of effective action increase dramatically.
At Stax, we like wine, we like data, and we like identifying value. There’s a little history here — Stax’s first commercial office in 1997 (after moving out of Rafi’s basement) was above Libby’s liquor store in Central Square, Cambridge.
Champagne and sparkling wines have long been considered a staple of celebratory occasions and a great gift on those occasions. For some people this creates a chance to wheel out their expertise and for others it creates angst, wondering what tastes best and what will make the right impression. Unfortunately, we’ve been trained to think about quality in terms of price, deciding based largely on “what’s the right amount to spend?”
We see a lot of companies missing the value at their doorstep — because there’s so much data to pull together from disparate sources and they don’t have the resources to turn that data to insights. And, we see companies struggling under the volume of data, feeling the only answer is to implement a mega-solution that will deliver everything in one dashboard — but that takes years, millions and can be high-risk.
By bringing more facts, analysis, and market agility to strategic decision making, the knowledgeable can become even better, faster, and more successful in leading organizations in this uncertain, dynamic world.