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Casual Articles - Stock Research-Home Depot-Great Manager Blows HIMSELF UP
Net Present Value (NPV) refers to the sum of a series of cash flows in and out. NPV takes into account the series of cash paid or received in today’s value. This is different from a layman calculation of cash flows which only takes into account the dollar value of the cash flows. Take for example we take out $1000 from our pockets to invest in a business venture. In one year’s time, the business venture pays out $1,100 and we put this money into our pocket.To a layman, the net investment gain is $100 ($1,100 - $1,000). Using NPV, the amount is smaller. This is because we take into account what our $1,000 initial amount would have earned us if we put it in the bank. Assuming that the interest rate is 5%, our $1,000 would have earned us $1,050. Therefore the net investment gained would have been $
Abusing Shareholders too
Nardelli’s ultimate downfall came after he started to abuse Home Depot’s fabulous shareholder base. On May 28th of this year, Nardelli ran the annual shareholder’s meeting in Wilmington Delaware, absent the Board of Directors. He told them not to show up. He only allowed the meeting to go 30 minutes. There was a digital clock at the meeting to time the questions. You had 60 seconds and then boom, the microphone went dead automatically. They probably put a sadist in charge of the cut off switch.
In the final analysis, this brilliant GE trained executive blew up his own career. He alienated the shareholders, the e
When forming a limited company the name of the company can be an important decision. Some people may choose the first name that they think of and others may select a ready made company for speed or because they like a particular name. However, many businesses may prefer to select a company name that either clearly distinguishes itself from its competitors or contains something unique or personal. Company names can be chosen for different reasons.One of the most common ways of selecting a company name is to use something personal. A quick look through your local newspaper will probably introduce you to many personalised business names. Johnson Consulting Limited, T Smith & Son Limited, Stephens & Barley Limited are some fictional examples of what may be found. This may instantly make a company re
I was involved with Home Depot in the beginning. I watched and almost participated in the original private placement for the company over 25 years ago. That’s another $100 million I am never going to have. What made this company really go, were the two founders, Bernie Marcus and Arthur Blanc. They created an entrepreneurial store atmosphere where a lot of what went on rested in the hands of the store manager.
For more than 20 years, the company had a spectacular run. It was one of the greatest stock market performances in modern history. It all came apart during the stock market bubble of 2000. Yes, the stock price was inflated, and the company brought in a new CEO Bob Nardelli, who was in the running to become CEO of General Electric. He was passed over by Jack Welch and the Board, and Jeff Immelt, won the slot to run GE.
As is the case with all top guys at GE when they are passed over, they leave, sometimes for greener pastures. Nardelli was recruited to run Home Depot, and successfully brought GE’s template for how to grow a business over to Home Depot. That was his first problem, his second was execution. There is no question that Nardelli was successful in creating great numbers for Home Depot. He failed everywhere else.
When he started, the sales were about $46 billion. By the end of 2005, they were approaching $82 billion. During his tenure however, the stock price is overall down about 6% or so, while profits doubled. At the same time, its principal rival Lowe’s Companies has seen its stock more than triple.
If it ain’t BROKE – Don’t FIX IT?
Nardelli was a self-made victim. It’s one thing to come into an ailing company, and turn it around using modern management techniques. It’s another thing to come into one of the best stock market performers in history, and start changing things that don’t need changing. The result is the self-destruction of a seasoned corporate manager – Robert Nardelli. Don’t feel too bad for him, he walked out with a very rich $200 million severance package.
He never got it though. He never figured it out. He’s sitting in his home right now sipping a martini, licking his chops, and living in a fantasy world about what went wrong at Home Depot.
Here’s the REAL DEAL
Nardelli went after the wrong issues at Home Depot. Yes, the company may have been a bit “shoot by the hip” in terms of giving those 2000 plus store managers authority to run the show – BUT IT WORKED, and it worked well for decades. The imperial CEO tried to wring them in – GE style, and the new template just wouldn’t work. General Electric is the army of the corporate world, and don’t kid yourself, the army wins the wars.
Home Depot was more along the lines of Special Forces – a lot of authority went to the guy on the floor running the store. After all, these are the guys that deal with the customers on a day to day basis. The customer buying a screwdriver, or the contractor buying drywall never got to see Nardelli. They only saw his procedures in place, and the procedures no longer worked.
Take the handoff for example. For years if you walked into Home Depot and couldn’t find what you were looking for, you could ask any employee. Whoever you asked, would then walk you over to the aisle where the item was located. The employee would then look for the worker in charge of that aisle, and say, this gentleman would like a screwdriver. The second employee would then show you where they were located, even help you select one. The key is that the first employee would hand you off to the second employee personally.
Nardelli destroyed this practice, and with it – that flair that made Home Depot different than everybody else went down the tubes. There’s something about a customer business that’s radically different than General Electric’s business plan which is to engage with other companies (manufacturing) rather than people. Nardelli didn’t get it, and the stock went to hell.
Have you ever noticed that when you walk into a Wal-Mart, you can pick up any item and than find a bar code scanner in the store that will tell you the price of the item? You would think that Nardelli would have installed similar bar code readers in his stores during the five years that he ran the company. Nope, forget about it. Half the items in Home Depot have no price sign attached, or nearby. The customer is completely at a loss to determine what he is paying for an item.
Abusing Shareholders too
Nardelli’s ultimate downfall came after he started to abuse Home Depot’s fabulous shareholder base. On May 28th of this year, Nardelli ran the annual shareholder’s meeting in Wilmington Delaware, absent the Board of Directors. He told them not to show up. He only allowed the meeting to go 30 minutes. There was a digital clock at the meeting to time the questions. You had 60 seconds and then boom, the microphone went dead automatically. They probably put a sadist in charge of the cut off switch.
In the final analysis, this brilliant GE trained executive blew up his own career. He alienated the shareholders, the em
Want to achieve a chronic state of personal economic turmoil? Here's how to do it!Live above your means.Perhaps you're already doing it but don't know just how serious your negative cash-flow is. If this is your situation, don't despair. You are not alone! It's estimated that 40 percent of American families annually spend more than they earn. About 60 percent of active credit card accounts are not paid off monthly. Average credit card debt among people who have at least one card is $9,205--triple what is was in 1990. Yet 9 out of 10 Americans claim credit card debt has never been a source of worry! What's going on here?Running our households at "full credit capacity" is the American way of living. A Maxim of conventional wisdom for consumers is: living on credit is fas
As is the case with all top guys at GE when they are passed over, they leave, sometimes for greener pastures. Nardelli was recruited to run Home Depot, and successfully brought GE’s template for how to grow a business over to Home Depot. That was his first problem, his second was execution. There is no question that Nardelli was successful in creating great numbers for Home Depot. He failed everywhere else.
When he started, the sales were about $46 billion. By the end of 2005, they were approaching $82 billion. During his tenure however, the stock price is overall down about 6% or so, while profits doubled. At the same time, its principal rival Lowe’s Companies has seen its stock more than triple.
If it ain’t BROKE – Don’t FIX IT?
Nardelli was a self-made victim. It’s one thing to come into an ailing company, and turn it around using modern management techniques. It’s another thing to come into one of the best stock market performers in history, and start changing things that don’t need changing. The result is the self-destruction of a seasoned corporate manager – Robert Nardelli. Don’t feel too bad for him, he walked out with a very rich $200 million severance package.
He never got it though. He never figured it out. He’s sitting in his home right now sipping a martini, licking his chops, and living in a fantasy world about what went wrong at Home Depot.
Here’s the REAL DEAL
Nardelli went after the wrong issues at Home Depot. Yes, the company may have been a bit “shoot by the hip” in terms of giving those 2000 plus store managers authority to run the show – BUT IT WORKED, and it worked well for decades. The imperial CEO tried to wring them in – GE style, and the new template just wouldn’t work. General Electric is the army of the corporate world, and don’t kid yourself, the army wins the wars.
Home Depot was more along the lines of Special Forces – a lot of authority went to the guy on the floor running the store. After all, these are the guys that deal with the customers on a day to day basis. The customer buying a screwdriver, or the contractor buying drywall never got to see Nardelli. They only saw his procedures in place, and the procedures no longer worked.
Take the handoff for example. For years if you walked into Home Depot and couldn’t find what you were looking for, you could ask any employee. Whoever you asked, would then walk you over to the aisle where the item was located. The employee would then look for the worker in charge of that aisle, and say, this gentleman would like a screwdriver. The second employee would then show you where they were located, even help you select one. The key is that the first employee would hand you off to the second employee personally.
Nardelli destroyed this practice, and with it – that flair that made Home Depot different than everybody else went down the tubes. There’s something about a customer business that’s radically different than General Electric’s business plan which is to engage with other companies (manufacturing) rather than people. Nardelli didn’t get it, and the stock went to hell.
Have you ever noticed that when you walk into a Wal-Mart, you can pick up any item and than find a bar code scanner in the store that will tell you the price of the item? You would think that Nardelli would have installed similar bar code readers in his stores during the five years that he ran the company. Nope, forget about it. Half the items in Home Depot have no price sign attached, or nearby. The customer is completely at a loss to determine what he is paying for an item.
Abusing Shareholders too
Nardelli’s ultimate downfall came after he started to abuse Home Depot’s fabulous shareholder base. On May 28th of this year, Nardelli ran the annual shareholder’s meeting in Wilmington Delaware, absent the Board of Directors. He told them not to show up. He only allowed the meeting to go 30 minutes. There was a digital clock at the meeting to time the questions. You had 60 seconds and then boom, the microphone went dead automatically. They probably put a sadist in charge of the cut off switch.
In the final analysis, this brilliant GE trained executive blew up his own career. He alienated the shareholders, the e
The stress you feel from dealing with email would be reduced if you improve your email habits, the company email culture, and basic etiquette. You'd leave work earlier too. Here is a list collected from my seminars and an unscientific survey on my Web site.Sending or responding to all to CYA (cover your butt). Stop sending to all if all do not have a need to know. You wanted to make sure you were covered so you’re sending everyone on a list your answer—whether they needed to know or not. Or you’re sending a message to everyone because you’re too lazy to select the appropriate recipients. Hold down your Alt key now and click and drag the Reply toolbar button away from the Reply to All button (in Outlook).People trying to solve complex issues using emailt techniques. It’s another thing to come into one of the best stock market performers in history, and start changing things that don’t need changing. The result is the self-destruction of a seasoned corporate manager – Robert Nardelli. Don’t feel too bad for him, he walked out with a very rich $200 million severance package.
He never got it though. He never figured it out. He’s sitting in his home right now sipping a martini, licking his chops, and living in a fantasy world about what went wrong at Home Depot.
Here’s the REAL DEAL
Nardelli went after the wrong issues at Home Depot. Yes, the company may have been a bit “shoot by the hip” in terms of giving those 2000 plus store managers authority to run the show – BUT IT WORKED, and it worked well for decades. The imperial CEO tried to wring them in – GE style, and the new template just wouldn’t work. General Electric is the army of the corporate world, and don’t kid yourself, the army wins the wars.
Home Depot was more along the lines of Special Forces – a lot of authority went to the guy on the floor running the store. After all, these are the guys that deal with the customers on a day to day basis. The customer buying a screwdriver, or the contractor buying drywall never got to see Nardelli. They only saw his procedures in place, and the procedures no longer worked.
Take the handoff for example. For years if you walked into Home Depot and couldn’t find what you were looking for, you could ask any employee. Whoever you asked, would then walk you over to the aisle where the item was located. The employee would then look for the worker in charge of that aisle, and say, this gentleman would like a screwdriver. The second employee would then show you where they were located, even help you select one. The key is that the first employee would hand you off to the second employee personally.
Nardelli destroyed this practice, and with it – that flair that made Home Depot different than everybody else went down the tubes. There’s something about a customer business that’s radically different than General Electric’s business plan which is to engage with other companies (manufacturing) rather than people. Nardelli didn’t get it, and the stock went to hell.
Have you ever noticed that when you walk into a Wal-Mart, you can pick up any item and than find a bar code scanner in the store that will tell you the price of the item? You would think that Nardelli would have installed similar bar code readers in his stores during the five years that he ran the company. Nope, forget about it. Half the items in Home Depot have no price sign attached, or nearby. The customer is completely at a loss to determine what he is paying for an item.
Abusing Shareholders too
Nardelli’s ultimate downfall came after he started to abuse Home Depot’s fabulous shareholder base. On May 28th of this year, Nardelli ran the annual shareholder’s meeting in Wilmington Delaware, absent the Board of Directors. He told them not to show up. He only allowed the meeting to go 30 minutes. There was a digital clock at the meeting to time the questions. You had 60 seconds and then boom, the microphone went dead automatically. They probably put a sadist in charge of the cut off switch.
In the final analysis, this brilliant GE trained executive blew up his own career. He alienated the shareholders, the e
As a sales trainer and mentor, it has been my experience that salespeople in general do not place enough focus on the true hourly value of their selling time, and thus, spend countless hours on tasks or activities that mean very little to their short or long term success.Why?In most cases, they don’t fully realize how much selling time they are actually wasting because they have never really kept track of their time expenditure, and don’t know how to figure out what their selling time is really worth.It is my belief that the Salesperson that fully understands the importance of being productive during selling hours will almost always perform better than the Salesperson that ignores hourly worth (and time expenditure) all together.To that end, this article is designed to give
Take the handoff for example. For years if you walked into Home Depot and couldn’t find what you were looking for, you could ask any employee. Whoever you asked, would then walk you over to the aisle where the item was located. The employee would then look for the worker in charge of that aisle, and say, this gentleman would like a screwdriver. The second employee would then show you where they were located, even help you select one. The key is that the first employee would hand you off to the second employee personally.
Nardelli destroyed this practice, and with it – that flair that made Home Depot different than everybody else went down the tubes. There’s something about a customer business that’s radically different than General Electric’s business plan which is to engage with other companies (manufacturing) rather than people. Nardelli didn’t get it, and the stock went to hell.
Have you ever noticed that when you walk into a Wal-Mart, you can pick up any item and than find a bar code scanner in the store that will tell you the price of the item? You would think that Nardelli would have installed similar bar code readers in his stores during the five years that he ran the company. Nope, forget about it. Half the items in Home Depot have no price sign attached, or nearby. The customer is completely at a loss to determine what he is paying for an item.
Abusing Shareholders too
Nardelli’s ultimate downfall came after he started to abuse Home Depot’s fabulous shareholder base. On May 28th of this year, Nardelli ran the annual shareholder’s meeting in Wilmington Delaware, absent the Board of Directors. He told them not to show up. He only allowed the meeting to go 30 minutes. There was a digital clock at the meeting to time the questions. You had 60 seconds and then boom, the microphone went dead automatically. They probably put a sadist in charge of the cut off switch.
In the final analysis, this brilliant GE trained executive blew up his own career. He alienated the shareholders, the e
Whether you’re self-employed or you work for someone else, you’re new to business or a seasoned expert, one of the best ways to get ahead in business is to find a mentor. And some highly successful people even have more than one.What's a mentor?A mentor is someone who is willing to take you under his or her wing, give you advice and suggestions to help you improve your skills and business acumen, show you how they do something that helps them succeed, and help you reach your goals. He or she is someone who is already skilled, experienced and successful at what you need to learn.For instance, one of my mentors is Joan Stewart, The Publicity Hound, a former newspaper editor turned publicity guru who is a very successful online entrepreneur. I chose her because she is a few years ahea
Abusing Shareholders too
Nardelli’s ultimate downfall came after he started to abuse Home Depot’s fabulous shareholder base. On May 28th of this year, Nardelli ran the annual shareholder’s meeting in Wilmington Delaware, absent the Board of Directors. He told them not to show up. He only allowed the meeting to go 30 minutes. There was a digital clock at the meeting to time the questions. You had 60 seconds and then boom, the microphone went dead automatically. They probably put a sadist in charge of the cut off switch.
In the final analysis, this brilliant GE trained executive blew up his own career. He alienated the shareholders, the employees, and Wall Street too. He would appear antagonistic when I would attend the analyst conference calls when he would be quizzed about same store numbers. He couldn’t understand our infatuation with comparables.
Right now, he is probably realizing that we weren’t the ones operating on another planet. Nevertheless, he does have that $200 million severance package to ease his pain. It’s not the end for him however. I understand Congressman Barney Frank is about to launch Congressional hearings, and Nardelli will be brought before the Congress to explain the justification for the CEO pay packages today. Nardelli will have to bring his own lawyer this time, on his dime. There won’t be a single one of the 330,000 Home Depot employees there to support him either.
Goodbye and Good Luck
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