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红杉资本:预测 & 预想的计划(中译版)(35页).pdf

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1、Forecasting&Scenario PlanningPAT GRADY&RAVI GUPTA MAY 2022The objective of this presentation is not to give a comprehensive overview of forecasting and scenario planning.This is tailored specifically to how forecasting and scenario planning come into play when the world around you is changing rapidl

2、y,as it is at the moment.Weve been living in an environment of abundance.In an environment of abundance a rational actor chooses to invest the incremental dollar.The challenge is that the world has changed.The thing that worked yesterday may not work tomorrow,which creates a problem.Today well talk

3、about what it means to build a great business,why the world changing poses a problem,and what we can collectively do about it to set ourselves on a good path.What is a great business?Most people have an intuitive sense for what constitutes a great product or what constitutes a great culture,but not

4、for what constitutes a great business.This could be because the environment were coming out of defines a great business differently than the environment were heading into.One idea that withstands the test of time is that a great business generates durably high returns on invested capital.“Durably hi

5、gh returns on invested capital”boils down into three wordsfree cash flow.SEQUOIA CONFIDENTIALIn three wordsFree Cash FlowFree cash flow is what defines a great business.What it means:Free cash flow for you as an operator means freedom.Free cash flow for your employees or your customers means trust:t

6、hey know that the company is going to be around tomorrow.Free cash flow for an investor is the definition of value.If youve ever looked at a DCF model(a discounted cash flow model),its what underlies all valuation.SEQUOIA CONFIDENTIALHow does Revenue convert into Free Cash Flow?1.Gross Margin2.Opera

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本文主要讨论了在快速变化的世界中,如何进行预测和情景规划。文章指出,过去我们生活在资源丰富的环境中,但现在世界已经改变,昨天的方法可能不再适用。因此,我们需要重新思考如何建立伟大的企业,以及如何在资源稀缺的环境中生存。 文章强调,伟大的企业能够持续产生高额的自由现金流。自由现金流是衡量企业成功与否的关键指标。文章详细解释了如何将收入转化为自由现金流,包括毛利率、营业利润率、营运资金和资本强度等四个关键运营决策。 文章还讨论了风险环境的变化,指出在风险较高的环境中,人们更愿意投资梦想,而在风险较低的环境中,人们更关注财务数据。因此,我们需要重新考虑如何将故事转化为数据,再转化为财务结果。 最后,文章指出,我们需要根据现实情况调整计划,包括考虑客户的支付能力和支付意愿,以及如何优化成本结构,确保企业有足够的资金支持未来发展。
如何将故事转化为自由现金流? 如何在风险规避的市场中生存? 如何优化长期市场领导地位?
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