Summary of Bo Burlingham's Finish Big
(eBook)

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Published
IRB, 2022.
Format
eBook
ISBN
9781669353560
Status
Available Online

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Language
English

Citations

APA Citation, 7th Edition (style guide)

IRB Media., & IRB Media|AUTHOR. (2022). Summary of Bo Burlingham's Finish Big . IRB.

Chicago / Turabian - Author Date Citation, 17th Edition (style guide)

IRB Media and IRB Media|AUTHOR. 2022. Summary of Bo Burlingham's Finish Big. IRB.

Chicago / Turabian - Humanities (Notes and Bibliography) Citation, 17th Edition (style guide)

IRB Media and IRB Media|AUTHOR. Summary of Bo Burlingham's Finish Big IRB, 2022.

MLA Citation, 9th Edition (style guide)

IRB Media, and IRB Media|AUTHOR. Summary of Bo Burlingham's Finish Big IRB, 2022.

Note! Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy. Citation formats are based on standards as of August 2021.

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Grouped Work IDad4ba301-243b-af95-141f-3c26c395e357-eng
Full titlesummary of bo burlinghams finish big
Authormedia irb
Grouping Categorybook
Last Update2024-05-15 02:00:34AM
Last Indexed2024-05-25 03:29:22AM

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Book Preview:

#1 Ray Pagano, the founder of Videolarm, had a life after business when he decided to think about leaving in 2004. He had other interests and passions that he wanted to pursue, and he had a limited number of years to pursue them.

#2 Pagano knew he had to extract himself from the company in order to get a good deal. He knew that as long as he was essential to the company's operation, he would not be able to acquire other companies. He had to remake the company so that it could function without him if he wanted to get a good deal.

#3 Pagano began giving everyone in the company a tangible reason to take on more responsibility by giving them phantom stock, which would allow them to benefit from any increase in Videolarm's equity value without having to acquire real stock.

#4 After the sale, Pagano was able to look back and see how much he had changed the company. He had set up an incentive program for the entire workforce, based on achieving certain profit targets for the company and specific goals for each department. The targets were ambitious, but Pagano kept raising the bar.
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