With 75% of institutional investors and analysts using corporate websites on a weekly basis, it’s critical your company’s IR website engages stakeholders and effectively communicates your company’s roadmap for generating both profit and sustained growth.
More mid-market companies are willing to sell themselves to a private equity buyer today. These private equity firms are increasingly interested in the middle market, and in contrast with corporate buyers, can often offer more flexible deals.
Cyber attacks are often associated with the theft of money, customer data or the disruption of company procedures. Now, senior executives are becoming increasingly concerned about the security of what is arguably a far more important asset: their intellectual property.
Activist investors tend to cause headaches for CEOs and company directors, yet it appears that many of them don't seem to mind all the extra scrutiny,
Following a competitive bidding war earlier this year, Alaska-Virgin America secured its spot alongside Delta, United and American Airlines within the pantheon of the top-five largest U.S. carriers. Pair this with a trio of healthcare deals worth a combined $45 billion—involving big names like Abbott Laboratories, AbbVie and Sanofi—and Microsoft’s recent acquisition of LinkedIn for $26.6 billion, it’s clear that the M&A boom has been reignited.
Imagine the president of your largest business unit slips into your office at the end of the day. As you know, margins are down and she’s sweating blood for every iota of market share. Now she has a proposal for a bold move that could take the company to the next level.
Managing cash holdings used to be a relatively simple matter of plonking money in the bank and watching it earn a modest return. Now, the whole world of liquidity management is seemingly turning upside down, forcing CEOs and their treasurers to consider different investment strategies to avoid being punished for saving.
Wells Fargo announced last week that it would pay $5 million to customers and $185 million in penalties to settle a fraud case where regulators said the bank pushed customers into fee-generating accounts they never requested.
For a man heading a bank plagued by a series of scandals, Deutsche Bank CEO John Cryan appears to be avoiding a common mistake made by leaders of companies stung by poor workplace cultures or rogue employees. He hasn't fallen into the micromanagement trap.
Manufacturers may need to do a better job of thinking about how best to manage their cash and working capital.