Monkey that triples shareholder value in a multi-billion dollar company? I'll take two please.
559 karma · joined July 3, 2011
Monkey that triples shareholder value in a multi-billion dollar company? I'll take two please.
From TFA: "Analysts were expecting a $5.3 billion profit for the quarter, but that was canceled out by an even bigger loss on a five-year-old acquisition."
No, analysts were not expecting a $5.3B profit before the report; if they were they should probably not be in their jobs anymore. The after-hours price of MSFT shows that this news was already priced in and the loss was actually smaller that what was expected.
Geez.
https://careers.microsoft.com/search.aspx#&&p4=DK...
Good luck!
For example, look at their revenue growth quarter-over-quarter:
http://ycharts.com/companies/MSFT/revenue_growth#series=type...
Also, GOOG and AAPL don't pay dividends (yet), which is a very good proxy for shareholder value:
http://ycharts.com/companies/MSFT/dividend_yield#series=type...
I'm not saying MSFT can't do better; OP asked why Ballmer is tolerated and I wanted to point out that there are plenty of reasons why.
I can pretty much create and "deploy" a PHP web app within minutes of getting a run-of-the-mill hosting service.
Sometimes it seems like we believe that we are paving new ground, when all it is is that we never bother to learn from those who have traveled this road before.
A "hustler", as the article defines, should be the function of everyone in a startup, even us "hackers" (if we can come down from the pedestal).
This is why they don't read news sites during the work day. Oh wait ...
People tend to forget that the company culture - shared interests and activities being a big part of it - plays a huge part in shaping the quality of the product/service. In addition, it helps build a sense of identity and pride among employees, which is especially important for a fast growing company.
Taking some time off to work on a project like this might actually provide huge returns which are not immediately apparent.
Here are mine: http://farhan.org/?p=22
A lot of us are ambitious people, driven by the need to out-perform ourselves and build something better. It is then natural to think that you will be better off once you reach that goal compared to how you are right now. The important thing to realize is that more than the goal itself, it's the journey that we tend to enjoy. Once you realize this, having ambitions and seeing a clear path to reaching them is itself joyous.
I’d set this bar at 50-70% net profit margin. We can aim high because there is no additional cost for each new customer once we reach profitability.
That's a common misconception. You are indeed spending money on getting each additional customer, you are just not accounting for it correctly. It's easy to consider all marketing/advertising/sales/customer service expenses as fixed costs, when indeed these costs go up with each additional customer you on-board.
Also, even if you reach the 50-70% profit margins, how sustainable would that be? The simple law of efficient markets dictates that you will have competitors who will be willing to undercut you. There is no relatively stable company out there that is able to make such margins unless they have constructed entry barriers around themselves (patents, laws etc.).
TwoDeg (for Two Degrees) is a proof-of-concept (just for fun, not profit) social network that allows you to create ad-hoc channels (akin to circles) to communicate and share within smaller groups. We took the private-by-default approach as well. Moreover, we make the reach/extent of every post clear to the user by listing the people who can see it.
We used a combination of symmetric key and public/private key encryption in JavaScript to encrypt the information in the browser (I know the whole argument about how insecure that is - this is just proof-of-concept). Only you or your friends (or the people you share a post with) have the keys to decrypt the information. We, as the service provider, just move around encrypted data.
We don't have data export functionality, but that is something we could easily add.
Here are a few courses at Chicago Booth that are all about selling (for entrepreneurs):
Entrepreneurial Selling by Craig Wortmann Commercializing Innovation by Scott Meadow
And to a certain extent,
Building the New Venture by Waverly Deutsch and Craig Wortmann.
I certainly want to be in a position to bring more than just ideas to the table. I am hoping that with my background of doing things will help in that. But you're right, as a career switcher, I need to build a specific set of skills that I can confidently talk about and deliver. I'll work on that.