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Buy & Build CEO: Leveraging Private Equity to Build a Winning Global Business

為了解決Apply for mba的問題，作者Clark, Ted 這樣論述：

Buy & Build CEO: Leveraging Private Equity to Build a Winning Global Business＂This is a story about creating wealth; lots of it.＂ - Ted ClarkTed Clark is back with an engaging primer on one of the business world’s most rewarding paths to success: the ＂buy-and-build＂ merger and acquisition strategy

using private equity. Buy & Build CEO: Leveraging Private Equity to Build a Winning Global Business combines personal journey, research, and straight talk you won’t hear in your MBA program.＂Private equity helps democratize access to the American Dream by investing capital in people and companies ba

sed on merit and results,＂ Clark emphasizes. ＂At its best, it creates value by partnering with management teams and helping those teams realize their potential.＂Few are born with silver spoons in their mouths, so how do ordinary people find ways to build almost-unimaginable wealth? With neither coll

ege degrees nor family connections, Clark worked his way up from forklift driver to CEO of the parent company of the business that had first hired him 22 years before. He tells that story in his first book, Shipping Clerk to CEO: The Power of Curiosity, Will, and Self-Directed Learning. Now he takes

readers to a whole new level of financial achievement. Once again, curiosity, tenacity, and good instincts served him well when Clark decided to leave the huge corporation he once led to launch his own company. In this disarmingly candid narrative, he names names while giving readers a behind-the-c

urtains look into the world of leveraging other people’s money.Clark calls his new book a ＂quasi-autobiographical self-help book of fifteen lessons that nearly any worker can apply to almost any career path for greater returns on the hours spent at work.＂ Each of the fifteen core lessons is accompan

ied by clear explanations of terms and illustrated by examples from his and others’ journeys. Insightful research findings, statistics, and quotes from academics, consultants, and executives round out the learning.Step-by-step, decision-by-decision, Clark takes us from the earliest stages of envisio

ning a new business to the end game of selling out at a very substantial profit just fourteen years later. In Buy & Build CEO, Clark describes how he and his very carefully selected team turned a regional company with 68 employees and ＄35 million in sales into a global company with 1,600 employees a

nd over ＄650 million in sales. Along the way he shares invaluable lessons and the finer points of the buy-and-build merger and acquisition strategy: Building winning teamsManaging risk and unknownsTaking fiduciary responsibilityCrafting a pitchbook that draws in investorsFinding the right private eq

uity partnersIntegrating companies and corporate culturesGoing globalClark’s road to building his own company wasn’t always easy; he readily admits to mistakes in working with a board of directors, hiring people who were not right for the job, and navigating ＂deal fatigue＂ to know when it’s right to

walk away after months of pursuing a new acquisition. His new company faced many challenges, including early bankruptcy, a union strike, the 9-11 tragedy, and the 2008 recession. Yet industry experience, leadership skills, and well-honed contingency plans helped Clark and his team weather the unexp

ected.A strong believer in lifelong learning, Clark guides entrepreneurs to educate themselves, whether they hold an MBA from Wharton or the college of hard knocks. This book is a one-of-a-kind manual from a been-there, done-that executive determined to help others realize their business potential a

s well. Ted Clark is a businessman, entrepreneur, and investor with over 40 years of experience. Starting as a shipping clerk at age 19, he rose through the ranks to become President & CEO of Products Research & Chemical Corporation (PRC), a global leader in aircraft and construction sealants and

coatings. In 2003, Ted co-founded Royal Adhesives & Sealants and built it through 19 acquisitions into one of the top 10 adhesives and sealant companies in the world. Ted consults with business managers on acquisitions and growth strategies using private equity capital. He lives in southern Californ

ia.

Becoming a Supply Chain Leader: Mastering the Fundamentals and Executing

為了解決Apply for mba的問題，作者 這樣論述：

The book explains how to emerge and grow as a supply chain leader and details supply chain and procurement processes and operational activities in real-work scenarios across multiple supply chain verticals. The book defines what an entry-level supply chain professional must do to excel in various ty

pes of supply chain verticals such as IT, electronics manufacturing, pharmaceutical, retail, and consumer goods. Apart from helping professionals understand vertical specific nuances, this book helps them to set both short-term goals for annual performance review and longer-term career planning. In

addition, for a mid- or senior-level supply chain professional, the book offers ideas on ways to launch initiatives and demonstrate leadership to foster career growth. It offers ideas about unlocking new values for the organization and creating a data-driven decision support platform to gain financi

al efficiency for better management of CapEx and OpEx spend, thus improving the bottom line. The book includes a tool kit which includes operational data models, financial models, and presentation templates for creating and socializing proposals intended for cross-functional teams and demonstrating

supply chain leadership. The book is divided into four major parts. In Part I, the book starts with an overview of key concepts in a manufacturing supply chain and procurement organization. It describes current forms of modern global supply chain and corporate procurement organizations. The objectiv

e of Part II is to provide a framework for a self-directed supply chain manager to understand how a large organization evaluates the contribution of supply chain managers and where it expects them to create value. To foster career growth as a supply chain professional, the book identifies six key kn

owledge pillars for demonstrating supply chain mastery: Technical and market knowledge of the end product and its constituents. Knowledge of internal product development and sustaining processes and supporting consumption data. Health and market condition of the supplier. Ability to create value.Abi

lity to build internal and external executive relationships with key influencers. Ability to obtain best cost without compromising on quality and lead time. Negotiating cost, sourcing material, and then the logistics of moving the raw material through multiple stages and finally finished materials a

cross the globe are some of the key areas which need continuous improvement. As a sentinel of efficiency, removing any kind of wastage leads to immediate value creation and contributes to the margin by improving the bottom line. In Part III, the book reviews twelve such verticals namely printer, med

ical, IT, energy, automotive, cloud, dairy, data management, avionics, biotech, apparel and start up and the supply chain nuances through the lenses of the framework created in Part II. In Part IV, the book goes back to focus on the professional growth of an individual supply chain person in an indu

stry agnostic way. It provides examples of financial and operational efficiencies that a supply chain professional can create. Sourya Datta is part of Strategic Deals team at Apple where he is responsible for managing the procurement of a number of components for Apple. Prior to joining Apple, he

managed the finances for eBay’s North America. This included managing P&L, budgeting, forecasting, closing the month and quarter for eBay. He was also responsible for leading the analytics for Latam and Canada for eBay. Prior to that, Sourya was the supply chain manager in the Business Operations an

d Strategy Group at eBay. He received his Masters in Business Administration from the University of Pittsburgh, Pennsylvania, USA in Operations and his Bachelors of Engineering from Anna University, India and worked in various consulting firms before doing his MBA. Sourya was featured in Poets and Q

uants as one of the best MBAs in 2015 and has won a number of awards in his tenure at eBay. Sudip Das is an established supply chain executive with 20+ years of proven experience overseeing global supply operations within engineering and technical organizations. He has successfully built supply chai

n organizations from the ground up. His passion is to apply manufacturing supply chain rigor and processes in an IT supply chain environment. After completing his PhD in EE, Sudip started his career in computer and network hardware design and manufacturing at Sun Microsystems and Cisco systems respe

ctively. After doing his MBA, Sudip jumped into IT hardware manufacturing supply chain management. Now, as a leader of datacenter supply chain teams of global brand name companies like eBay, LinkedIn, Sudip gets to see the same industry through a customer’s lens. This has given him a life cycle view

of the global IT hardware industry and its closed loop supply chain which spans from demand forecasting, on time manufacturing, delivery, consumption, and finally disposal. Debasis Bagchi, PhD, MACN, CNS, MAIChE, received his Ph.D. in Medicinal Chemistry in 1982. Dr. Bagchi is a Professor in the De

partment of Pharmacological and Pharmaceutical Sciences at the University of Houston, College of Pharmacy, Houston, TX, and the Chief Scientific Officer, R&D, Cepham Inc. Piscataway, NJ. He is also an Adjunct Faculty of the School of Pharmacy, Texas Southern University, Houston, TX. He served as the

Senior Vice President of Research & Development of InterHealth Nutraceuticals Incorporated in Benicia, CA, from 1998 till Feb 2011. Dr. Bagchi received the Master of American College of Nutrition Award in early October 2010. He is currently the Chairman of International Society of Nutraceuticals an

d Functional Foods (ISNFF), Past President of American College of Nutrition, Clearwater, FL, and Past Chair of the Nutraceuticals and Functional Foods Division of Institute of Food Technologists (IFT), Chicago, IL. He is serving as a Distinguished Advisor on the Japanese Institute for Health Food St

andards, Tokyo, Japan. Dr. Bagchi is a Member of the Study Section and Peer Review Committee of the National Institutes of Health (NIH), Bethesda, MD. Dr. Bagchi has 344 peer-reviewed publications, 36 books and 21+ patents. He has delivered invited lectures in various national and international scie

ntific conferences, organized workshops, and group discussion sessions. Dr. Bagchi is also a Member of the Society of Toxicology, Member of the New York Academy of Sciences, Fellow of the Nutrition Research Academy, and Member of the TCE stakeholder Committee of the Wright Patterson Air Force Base,

OH. Dr. Bagchi is the Associate Editors of the Journal of Functional Foods and the Journal of the American College of Nutrition, and also serving as Editorial Board Member of numerous peer reviewed journals, including Antioxidants & Redox Signaling, Cancer Letters, Toxicology Mechanisms and Methods,

The Original Internist, and others.

從高階經理人誘因設計與企業期望觀點探討企業冒險行為之傾向: 以台灣半導體上市企業為例

為了解決Apply for mba的問題，作者洪金豐 這樣論述：

部分代理人理論(Agency Theory)文獻認為，增加高階經理人(TMT)的持股比例會讓高階經理人趨於保守，而另一部分文獻卻認為如此會讓TMT趨於冒險，目前關於TMT持股比例與其冒險行為之間的關係在文獻上仍尚無定論。另外，目前也少有文獻試圖透過企業行為理論(A Behavioral Theory of the Firm, BTOF)的觀點來探討高階經理人持股比例與其冒險行為的相關性，但卻有越來越多學者嘗試將企業期望(firm aspiration)的因素納入考量。綜觀上述的文獻發展現況，加上台灣半導體產業蒸蒸日上，在全球具有領導地位，本論文嘗試透過企業行為理論與企業期望之觀點，探討台灣半

導體企業TMT持股比例與企業冒險行為之相關性。本論文自台灣新報資料庫(TEJ) 擷取十年期（西元2010-2020）歸類於「上市企業」、「半導體產業」之企業資料，透過一般線性迴歸分析(OLS regression) 進行研究假說驗證。從實證結果發現，首先，台灣半導體企業在不考量企業期望的情況下，高階經理人持股比例越高，企業會越不傾向深耕式(exploitation)投資；而當台灣半導體企業在其營收表現越高於企業期望時，企業會越趨保守，越不傾向投資冒險，而且探索式(exploration)投資比深耕式投資更不受青睞。其次，對於企業冒險行為的影響性來說，企業當前營收表現與自身過去績效的比較(his

torical comparison)會比與產業同業間的比較(social comparison)的效果來得大。最後，本論文發現，當台灣半導體企業表現佳，且企業又提高高階經理人的持股比例時，企業會更傾向採取冒險行為，背後原因推論是由於高階經理人自負(Hubris)現象所導致。總結，本論文的研究發現不僅為企業界在實務上提供如何影響高階經理人行為的參考建議，同時在學術文獻上也透過納入企業行為理論觀點進而補強了代理人理論在關於經理人行為誘因設計上偏於風險趨避的論點。