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A Loyalty-Driven Singles’ Day in China Lends Lessons to Sales-Centric Shopping Holidays

CFO News Room

Is the ultimate success metric the number of GMVs garnered in the sales period that can be potentially costly and drive pent-up demand for the short term, or is it building sustainable engagement for their businesses for the years to come? The efforts have yielded record customer engagement. First-time purchases by members increased by 20%.

Sales 100
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Enhancing Business Valuation: Aligning Owner Perception with Market Realities

VCFO

The delta between an owner’s expectations and the market’s potential can be considerable and is based on a number of financial and non-financial metrics. This is a critical number used in valuing companies. You can learn how you compare to your competitors and best in class by benchmarking your performance to a peer group.

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Transcript: Christine Phillpotts, Ariel Investments

Barry Ritholtz

But when you look at emerging markets and when you look at value, the opportunity for alpha is much, much greater than it is in traditional large cap growth stocks in the US And a lot of managers in that space actually beat their benchmark. So during my time there, I was probably employee number four or five. What’s that like?

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Transcript: Julian Salisbury, GS

Barry Ritholtz

He co-chairs a number of the asset management investment committees. So I interviewed with a bunch of banks, got a number of job offers by the end of the week, and joined Goldman Sachs in October 1998. I ended up being hired onto the high yield desk as a research analyst and did that for a number of years, a couple of years.

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Transcript: David Conrod – The Big Picture

CFO News Room

I left HSBC Group at the end of 1999, and some friends of mine that I’d known a long time had came on — came out of the fixed income side at a number of investment banks, generally, top II-rated (ph) mortgage research and more — traders, fixed income salesman, and to raise third-party capital broker-dealers required. CONROD: Sure.

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Transcript: Greg Davis, CIO Vanguard

Barry Ritholtz

And it worked out and had multiple job offers coming out of school from a number of different insurance companies. I had a number of relationships that I built up and had another job lined up in New York City. They create the benchmark. RITHOLTZ: How’d you end up at Merrill Lynch in the 1990s? DAVIS: Yes, exactly.

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Transcript: Ted Seides

Barry Ritholtz

SEIDES: If the S&P is your benchmark, which it isn’t for these pools of capital. RITHOLTZ: What should be their benchmark? So the proper benchmark for those pools has to look a little bit like the underlying assets they’re investing in. So what do you use for a benchmark? 14, 15% a year? RITHOLTZ: Right.