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---------------------- Forwarded by Vince J Kaminski/HOU/ECT on 04/27/2001
08:19 AM --------------------------- <Mckinsey_Quarterly_NewsLetter@quantumecommerce.com< on 04/26/2001 08:45:38 PM Please respond to <Mckinsey_Quarterly_NewsLetter@mckinsey.com< To: <vkamins@enron.com< cc: Subject: The McKinsey Quarterly Newsletter---April 2001 ***************************************************** The McKinsey Quarterly Newsletter April 2001 http://www.mckinseyquarterly.com ****************************************************** ==========On The McKinsey Quarterly Web site this month========== Valuing dot-coms after the fall The Internet roller coaster may rank as the market's most dramatic upheaval over the past 20 years, but it certainly hasn't been the only one. Remember biotech? Real estate? Leveraged buyouts? What about Japan Incorporated? Sooner or later, investment values always revert to a fundamental level based on cash flows. Get used to it. http://mckinseyquarterly.com/login.asp?ArtID=1015 Mobile portals mobilize for scale As investors have cooled to new ventures, survival is now at the top of the agenda for mobile portals. Whether a portal stays alive will depend on its ability to offer accessibility, awareness, and the right services. The rest of the struggle---rapid expansion to ensure long-term survival and, eventually, global dominion---will come down to guts and determination. http://mckinseyquarterly.com/login.asp?ArtID=1022 The innovative organization The idea that new businesses prosper best when separated from their corporate parents has now become conventional wisdom. Although new ventures do need space to develop, strict separation can prevent them from obtaining invaluable resources and rob their parents of the vitality they can generate. The solution? A balance of partitioning and integration. http://mckinseyquarterly.com/login.asp?ArtID=1017 Programmers abroad: A primer on offshore software development More and more companies are going offshore to develop and maintain their software. The reason is simple: this approach saves time and money. Without discipline in managing offshore relationships, however, a company not only can squander the cost and time savings it had hoped to gain but also may face late deliveries, escalating costs, mismatches between expectations and deliverables, and even outright failure. http://mckinseyquarterly.com/login.asp?ArtID=1018 +++++++++++++++++Also on the site this month++++++++++++ The alchemy of LBOs http://mckinseyquarterly.com/login.asp?ArtID=1021 Late edition: Another chance for newspapers on the Web http://mckinseyquarterly.com/login.asp?ArtID=1024 Unlocking the value in Big Pharma http://mckinseyquarterly.com/login.asp?ArtID=1019 Magazines' home companion http://mckinseyquarterly.com/login.asp?ArtID=1016 A performance index for B2B marketplaces---a mckinseyquarterly.com exclusive http://mckinseyquarterly.com/login.asp?url=photo_essay/y2001/home.asp ************************************************** SHARE THE WEALTH! If you know colleagues who'd be interested in The McKinsey Quarterly, please forward this e-mail message to them! ************************************************** ------------------------------------------------------------------------ You are receiving this monthly newsletter because you're a registered user at mckinseyquarterly.com, the on-line journal of business and economics published by McKinsey & Company. To unsubscribe, click the link below. Or, if your e-mail program does not support hyperlinks, copy and paste the address into your browser. http://mckinseyquarterly.com/quickunsub.asp?userid=251060 ------------------------------------------------------------------------ Address other questions or comments to: quarterly_info@mckinsey.com ------------------------------------------------------------------------
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