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Fools Rush In: 37 Of The Worst Corporate M&A Flops

CB Insights

The Sad State of Corporate Innovation. See how corporates are failing when it comes to innovation. Download the free 31-page State of Innovation report. While Google excelled in building software, it lagged behind in hardware and product innovation. Microsoft and Nokia. Date: April 25, 2014. Price: $7.9B. Price: $164B.

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24 Lessons From Warren Buffett’s Annual Letters To Shareholders

CB Insights

Be fearful when others are greedy and greedy only when others are fearful.” ( 2004 ). In the early 70s, See’s was able to produce about $2M a year (after tax) on just $8M in net tangible assets (including all accounts receivable.) A few years later, however, See’s was earning 65% of its net tangible assets after tax.

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11 Lessons From Startup Chapter 11s

CB Insights

The company announced it was effectively ceasing operations immediately and filing for Chapter 11 bankruptcy, putting more than 1,100 people out of work overnight. In January 2019, Munchery abruptly ceased all operations, as it informed customers via email. By September 2011, Solyndra’s business model had fallen apart.

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The Curious Case For Breaking Up Tech Giants

PYMNTS

And that we should do that not because they’re tax evaders or evil — all things he said they, like all of us, are. And not even because they’re job destroyers, which he said is the natural consequence of innovation, and innovation is goodness. They examined anonymized tax data starting in the 1940s until 2015.

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When Corporate Innovation Goes Bad — The 116 Biggest Product Failures Of All Time

CB Insights

Product innovation is one way that large corporations stay competitive in a rapidly changing marketplace, but it doesn’t always work out when big brands attempt innovation. Understanding failure is crucial since so many accounts of innovation focus on the successes and so are affected by survivorship bias.

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From Alibaba to Zynga: 21 Of The Best VC Bets Of All Time And What We Can Learn From Them

CB Insights

Thiel became an outside board member with his $500K seed investment in Facebook in 2004. Both Lefkofsky (with Groupon) and Kleiner Perkins (with Cerent) were able to win so big in part because they had hands-on operational roles in their investments. Later, the retail giant sold its entire e-commerce operations in China to JD.com.

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