Manzanos Enterprises最新资讯
Foreign investors poured $232 billion into new U.S. businesses last year, and most European entrants still stall in year one. The reason is almost never the product. It's treating a continent of 50 separate markets as one. Here's the playbook we used to build Manzanos Wines USA from a Miami office.
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You didn't overpay at the closing table. You overpaid in the ninety silent days that followed, while the best people updated their CVs and the customers wondered who was in charge. Here is the timeline that keeps the value you bought from walking out the door.
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Most bad acquisitions announce themselves during diligence — in the gap between net income and cash flow, in the add-backs, in the seller's sudden hurry. The buyers who get burned saw the flags and negotiated with themselves. Here are the nine we treat as non-negotiable stop signs.
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We sell wine in more than 75 countries, and the hardest lesson took years to accept: the market almost never fails you — the distributor does. Here are the seven questions we now ask before signing anyone, and the contract clause that saves the relationship when the answers turn out to be wrong.
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In 2006, DONG Energy made most of its money from coal and oil. By 2019 — renamed Ørsted — it was the world's largest offshore wind producer and one of Europe's most profitable utilities. It didn't go green to feel good. It read the next 30 years correctly. Here's how sustainability actually pays.
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When one customer is 40% of your revenue, you don't have a customer — you have a partner who can set your price. Here is the number every founder should track, why it quietly caps your company's value, and how to fix it before a buyer or a bad quarter does it for you.
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A company can be profitable on every page of its P&L and still fail to make payroll on Friday. It happens more than you would think — a widely cited U.S. Bank study puts 82% of business failures down to cash flow. Here is why profit lies, and the five habits that keep cash in the business.
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One of the best people I ever hired resigned on a Tuesday. I had seen it coming for months and done nothing. Losing a top performer costs up to two years of their salary — and 42% of that turnover is preventable. Here are the seven reasons talent walks, and the moves that make them stay.
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My family has run a business since 1890 — which, statistically, should be impossible. Only about 12% of family businesses reach the third generation, and they almost never die of money. They die of governance. Here's the machinery that beats the odds.
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Before I sign on any acquisition, I ask one question: if a well-funded rival set out tomorrow to steal this company's customers, how long would it take and what would it cost? The answer is the whole game. Here are the five moats that make the honest answer 'years, and a fortune.'
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Ask any CEO about a senior hire they let go, and almost none say they moved too fast. They say they waited. The average delay costs a year of momentum and half the team's trust — here are the six signals that tell you the decision is already made.
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The seller wants 8x. You will pay 5x. Most deals die right there — and they should not. Price is only one variable; structure is where the deal is actually won. Here are the five instruments that close the gap, and the clauses that decide whether they work.
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