A Quote by Brad Feld

In my world, historical revenue is the least interesting thing to consider in an acquisition strategy. — © Brad Feld
In my world, historical revenue is the least interesting thing to consider in an acquisition strategy.
In my world, historical revenue is the least interesting thing to consider in an acquisition strategy. The goal is to acquire technology that is on your product roadmap or people that fit culturally within your organization and help you execute on your roadmap faster.
Sexuality is important, but it's certainly not the most interesting or important thing happening to you right now. We live in a world that tells us that there are only two important things. One is the acquisition of goods and the other is either the acquisition or avoidance of sex, but it turns out that the question of who's a virgin and who's a virgout is not the most interesting question.
But most automotive dealerships are set up for customer acquisition - which is crazy when you consider the average cost of customer acquisition is $1,000 or more.
Romantic relationships are the least interesting thing for me to write about. I'm 45, and that's not the most interesting thing in my life anymore.
If you look across a 30-year career in the company, I've executed in a wide arrange of environments. In financial services all around the world, in industrial businesses, and in the acquisition and strategy work.
An effective strategy almost always involves both doing something and not doing something, and knowing when to choose the right alternative. To succeed, the strategy that is chosen ultimately depends on the acquisition of as much information as possible.
If your strategy calls for you to be in America, then you will go into America. If your strategy calls for you to be in M&A, then you'll do an acquisition. You usually acquire a company to acquire technology, geographic advantage, etc. Similarly, geographic expansion is very much like M&A. It's done to advance a strategy.
At most corporations if you make an acquisition and it turns out to be a disaster, all the paperwork and presentations that caused the dumb acquisition to be made are quickly forgotten. You've got denial, you've got everything in the world. You've got Pavlovian association tendency. Nobody even wants to even be associated with the damned thing or even mention it. At Johnson & Johnson, they make everybody revisit their old acquisitions and wade through the presentations. That is a very smart thing to do. And by the way, I do the same thing routinely.
The Facebook of 2011, the Twitter of 2011 and the Google of 2011 are all understood to be in need of reinvention for a mobile-centric world with no clear strategy to make revenue.
I really never wanted to do source control management at all and felt that it was just about the least interesting thing in the computing world .
It's counterproductive to lower my price, because I have to sell more units to make up for that lost revenue. Generating brand-new products can take a long time. Improving service is typically the quickest way that I can take market share. So aligning technology strategy to better service customers becomes an essential path to revenue growth.
You're not changing the world at $500 million in revenue. You start making a true difference when you're doing billions in revenue.
If you believe in a security strategy - a strategy of more friends and fewer enemies, a strategy of greater cooperation and a strategy of keeping America better at home as we grow more diverse - we have to build the minds and hearts to build this kind of world.
I think every acquisition is unique and different. The best strategy is to listen to the founders and follow their lead.
I can't read historical fiction because I find the real thing so much more interesting.
I love using a targeted acquisition approach in conjunction with a business that has a clear strategy and strong organic growth.
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