SAPA#0826: Build a company principal brands of consumer goods such as KINO is not easy. The journey is very long. Like a journey that has been passed by global players like Unilever or P & G. Problems will always block up. But do not be afraid of problems. Every problem there must be a solution. …
SAPA#0825: Kino positioned itself as a consumer goods company. In this industry (fast moving consumer goods) is the food industry, beverages, personal care (toilet care/toiletries), beauty products, and pharmaceuticals. A vast industry. The size of the industry also has consequences for many competitors. While there are many competitors that position themselves on a narrower skill. …
SAPA#0824: IPO Trap. Initial Public Offering which should be a means to strengthen the company exactly the opposite. Be a trap. Backfire. Then, when the signs of Trap IPO actually appear and never even disappear like what happened to KINO, what should be done? Kindly follow Daily management update from SNF Consulting which issued every …
SAPA#0823 : ACQUISITION. The abundance of IPO proceeds prompted a company to grow more rapidly. The acquisition is one way to grow in an inorganic fashion. To minimize risk, the target acquisition should be a company that performs well with the exact same field of competence. However, the acquisition cannot avoid the Trap IPO. KINO …
SAPA#0822: IPO is the first time a company can get cheap funds from the public at large in large quantities. Just like individuals, companies could also experience some kind of the shock when receiving large funds. Especially as a legal entity, the corporate action is also decided by the people in it. This is a …
SAPA#0821: IPO traps. One possibility may arise because the capital expenditure from the IPO proceeds is not appropriate for the revenue driver. Let’s learn from IPO KINO, a good consumer company. Daily management update presented by SNF Consulting https://t.me/dailymanagementupdate
SAPA#0820: Initial Public Offering (IPO) is the opening door of a company is the opening door for a company that has found and has the core competence to deploy its core expertise beyond state boundaries. The opening doors for low-cost public funds are almost unlimited through a series of post-IPO rights issues for capital spending …
SAPA #0819: In the face of the risk of extreme political change, global companies can be divided into 2 groups: safe companies and unsafe companies. A company is safe against the risks of extreme political change if the company can still operate normally with the loss of all revenues from the state with the largest …
SAPA#0818: Ajinomoto is a global company. Has it already completed the task of management company from this Sunrise Country? Not yet! The next task is to ensure that the company will still exist safe when faced with extreme political risks: the closure of the business in the country with the largest revenue contributor. In this …
SAPA#0817 : Then why bother to set up and build a company if I finally no longer in control? This is a frequently asked question to oppose corporatization. The answer, maintaining control (stock> 50%) means limiting the entry of capital from new candidates. The company is curbed to only shop capital from a portion of …
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