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Your board should protect you!

Berkonomics

They write in their investment documents that they will occupy a seat on the board for as long as they are invested in the company, thinking of this as a protection for their investment and tool for them to influence growth. Even venture capitalists who sit on boards where they have significant investments often forget this point.

Class 282
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How much is that one additional unit worth?

Berkonomics

Let’s say that your company is exactly at breakeven. There is amazing leverage in high gross profit margins once a company is past breakeven. A ten percent increase in revenues for a company with 50% gross margin and 5% net profit before the increase would double net profit for the period with that ten percent increase in revenue.

.Net 156
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Square Sellers Will Get Apple’s ‘Tap to Pay’ on iPhones This Year

Tech.Co

Square is teaming up with Apple to enable the ‘Tap to Pay' iPhone functionality within the Square Point of Sale app. Square is one of the biggest POS systems on the market for retailers and restaurants alike, while Apple is one of the biggest tech giants. Secure and Seamless Payment. Sign up to the Tech.co newsletter.

News 152
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Can you defend your pricing niche against your competition?

Berkonomics

This week, we continue our series on marketing and positioning. There are five major classes or niches a company should examine and make its own in calculating positioning in the marketplace. There are five major classes or niches a company should examine and make its own in calculating positioning in the marketplace.

Pricing 226
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The power of just ONE more unit.

Berkonomics

There is such leverage in high gross profit margins once a company is past breakeven. A ten percent increase in revenues for a company with 50% gross margin and 5% net profit before the increase would double net profit for the period with that ten percent increase in revenue. That’s impressive sales leverage.

.Net 207
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Once again: Is it the jockey or the horse?

Berkonomics

My answer always varies as I examine each deal, sometimes deferring and passing on an investment because of an uneasy feeling about the entrepreneur, even if the business plan seems able to capture the market. And great management can morph a company to adopt without destroying the culture of the company in the process.

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Once again: Is it the jockey or the horse?

Berkonomics

My answer always varies as I examine each deal, sometimes deferring and passing on an investment because of an uneasy feeling about the entrepreneur, even if the business plan seems able to capture the market. And great management can morph a company to adopt without destroying the culture of the company in the process.