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000-Z03 - zEnterprise Sales Update Mastery - Dump Information

Vendor : IBM
Exam Code : 000-Z03
Exam Name : zEnterprise Sales Update Mastery
Questions and Answers : 34 Q & A
Updated On : November 16, 2018
PDF Download Mirror : 000-Z03 Brain Dump
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000-Z03 Questions and Answers

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000-Z03 zEnterprise Sales Update Mastery

Study Guide Prepared by Killexams.com IBM Dumps Experts


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000-Z03 exam Dumps Source : zEnterprise Sales Update Mastery

Test Code : 000-Z03
Test Name : zEnterprise Sales Update Mastery
Vendor Name : IBM
Q&A : 34 Real Questions

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IBM IBM zEnterprise Sales Update

IBM Launches New zEnterprise EC12 comfortable Cloud-concentrated Mainframe gadget | killexams.com Real Questions and Pass4sure dumps

First identify: final identify: email tackle: Password: confirm Password: Username:

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New IBM Mainframe Can control one hundred,000 virtual Machines concurrently | killexams.com Real Questions and Pass4sure dumps

data centers | news

New IBM Mainframe Can manipulate 100,000 virtual Machines concurrently

large Blue's zEnterprise, a "statistics core in a field," swimming pools RISC and x86-primarily based blades.

IBM has launched what it described its most giant boost in statistics core infrastructure over the last two many years. the brand new zEnterprise is a mainframe noteworthy not just because of its multiplied processing skill however because it is the first to give integration with its Power7 blade infrastructure and x86-based blade racks.

big Blue launched the new zEnterprise Thursday in new york. IBM stated the brand new mainframe is 60 % quicker and equally greater efficient from an influence utilization perspective than the model it replaces, the z10.

The mainframe has a 5.2 GHz processor with as much as ninety six cores, homes three TB of RAM, and can manner 50  billion instructions per second (BIPS). moreover the enhance in potential, it makes it possible for the x86 and Power7 processor-primarily based techniques to run as a standard virtualized platform, sharing network, storage, and vigor add-ons.

"here's the most powerful announcement we have ever made within the history of the IBM enterprise in terms of client economics," mentioned Steve Mills, senior vice chairman of IBM's utility and hardware divisions. "we now have not ever in our heritage achieved anything else that has put more money again within the arms of the client than this announcement. we've solved a enormous business issue that virtually any business of least expensive dimension has nowadays, and that is the reason bringing down that cost of IT operation."

Mills, who referred to as this new system a "records core in a field," extolled its new built-in platform for its shared infrastructure across quite a few processors. The gadget can manipulate one hundred,000 virtual machines simultaneously, a threshold Mills said should be difficult to duplicate. "throughout this decade, no one will carry deeper, extra profound, totally cell, totally transportable virtualization the style this device gives full virtualization for workloads," Mills pointed out.

at the core of this new virtualized potential is the combination of IBM's new zEnterprise Blade core Extension (xBX) and the zEnterprise Unified useful resource supervisor, which allow for the sharing of workloads between the core mainframe and IBM's Power7 and x86 processor blades.

The commonplace resource supervisor is made up of utility and embedded hardware, stated IBM distinctive Engineer Donna Dillenberger, in an interview at launch event. "or not it's on either side. it be on the mainframe aspect and the blade side, so you can get a coherent view of what's working, and you'll get a coherent management moves between each, and it comes with zEnterprise," Dillenberger noted.

in the past IBM had particular person applied sciences that managed quite a lot of clusters, however the widely wide-spread resource supervisor offers a tons tighter association, added David Gelardi, IBM's vice president of sales, support, and training. "it's a very huge pipe between the blade atmosphere and the mainframe environment," Gelardi stated in an interview. "That is very critical from an utility perspective, that's the place the combination comes from."

while IBM talked up its skill to run Linux-primarily based x86 blades, it talked down its potential to run home windows workloads. or not it's "about lack of visibility into supply code, now not desirous to aid an OS that 'drag[s] in primitives from DOS,'  and usually not being capable of shape home windows to the management IBM would want," referred to Redmonk analyst Michael Cote in a blog posting.

however Gelardi observed groups nonetheless might decide to run windows workloads. "there isn't any intent you can not use it to run home windows as a result of Tivoli's provisioning capabilities is operating systems agnostic," he observed. "home windows would run on an outboard blade and ultimately would run on an xBlade interior zBX."

in regards to the author

Jeffrey Schwartz is editor of Redmond magazine and additionally covers cloud computing for Virtualization overview's Cloud record. moreover, he writes the Channeling the Cloud column for Redmond Channel associate. observe him on Twitter @JeffreySchwartz.


IBM’s New techniques speed up Smarter Computing | killexams.com Real Questions and Pass4sure dumps

IBM’s New techniques speed up Smarter Computing

big Blue introduces 55 new or enhanced servers, storage products to support corporations make more suitable decisions, operate extra successfully.

observe: ESJ’s editors carefully opt for supplier-issued press releases about new or upgraded items and capabilities. we've edited and/or condensed this unencumber to highlight key points however make no claims as to the accuracy of the vendor's statements.

within the biggest replace to its methods portfolio this yr, IBM nowadays announced 55 new and updated server and storage applied sciences that can aid clients profit actionable insights from statistics, raise IT capability, and deliver new capabilities sooner to create ecocnomic enterprise opportunities.

the brand new and more suitable choices consist of reasonably-priced company analytics methods, computerized equipment for enforcing security and compliance requisites, and starter kits for setting up deepest clouds.

because the world's increasing demand for statistics and features puts a pressure on IT supplies, corporations turn into trapped in a vicious cycle wherein a inflexible IT infrastructure and absence of depended on statistics ends up in reactive or risky determination making. makes an attempt to beat these challenges via further IT investments frequently effect in a more sprawling and costly infrastructure.

the brand new offerings handle these challenges with smarter computing technologies for company analytics, integrated storage, optimized methods and virtualized information centers.

Designed for facts

agencies that deal with tremendous quantities of counsel should be capable of analyze that records to make improved business choices in actual time. IBM is providing new entry-stage business analytics techniques, accelerated database analytics, and improved facts storage alternatives. Highlights encompass:

  • IBM DB2 Analytics Accelerator contains the Netezza facts warehouse equipment into the IBM zEnterprise device for sooner analytic responses. The blending of Netezza and equipment z technologies permits the merging of on-line transaction processing (OLTP) methods, which facilitate and control transaction-oriented applications usually for information entry and retrieval transaction processing, with analytics right into a single platform for operational enterprise analytics. The appliance plugs into IBM DB2 for z/OS database on zEnterprise 196 (or z114) and is designed to speed response time for a large choice of intensive analytics, which subsequently can give sooner enterprise evaluation. At a time when corporations are disturbing access to consumer purchase histories, consumer behaviors and real time income trends, IBM DB2 Analytics Accelerator helps valued clientele sift through this big volume of statistics and make the advice crucial and actionable in a timelier manner.
  • IBM sensible Analytics equipment 9700 and IBM wise Analytics equipment 9710 utilize creative technologies to bring an conclusion-to-end statistics warehouse and company intelligence solution on IBM zEnterprise device. the brand new methods can assist a data distribution hub, transactional evaluation systems and modernized reporting systems, or supply a framework for finished predictive analytics. IBM consumers can now build a mainframe-primarily based operational company analytics solution at an entry-stage price.
  • IBM POWER7 processor-based IBM sensible Analytics system 7710 and x86 processor-primarily based IBM wise Analytics device 5710 are single server, all-in-one methods that deliver business analytics and reporting services quicker and at a lower charge than old IBM built-in solutions. Engineered for the speedy deployment of business-competent options in days and never months, they present a breadth of capabilities together with business intelligence reporting, evaluation, dashboards, information mining, cubing features and textual content analytics.
  • IBM Storwize V7000 Unified midrange disk system brings efficiency and ease to records storage with file and block storage discovered on the equal device with a global-category graphical consumer interface. It gives automated policy-pushed movement of info to the favored force category to help control costs and simplify administration, the capacity to either scale inside a device or scale out with the aid of clustering two programs together, and enhanced remote mirroring alternate options.
  • IBM equipment Storage DS8000 free up 6.2 commercial enterprise disk systems introduce more advantageous efficiency and enhanced skill optimization capabilities that enable companies to control distinct workloads effectively and instantly without administrator involvement. effortless Tier enhancements include computerized facts migration across three-tiers of storage, in addition to automatic statistics rebalancing within a single tier, that can aid purchasers enhance efficiency the place and when or not it's necessary. moreover, with only two parameters to set, effortless Tier is handy to install and manage.
  • IBM XIV Storage device Gen3 enterprise disk system changed into delivered in July with an advanced hardware improve that may increase performance for essentially the most worrying workloads. Now, IBM is adding guide for 3TB disk drives that enhance means by using 50 percent within the same actual footprint and permit a rise in usable potential of as much as 243TB per rack (based on IBM internal measurements). IBM is providing a few different improvements such as the IBM XIV cell Dashboard, an Apple iPad software attainable at no cost that permits XIV system repute to be monitored from anywhere.
  • Tuned to the project

    programs which are optimized across the infrastructure and tuned for selected tasks permit corporations of all sizes to achieve sophisticated economics. IBM is providing new applied sciences that automate safety and compliance of virtualized environments and multi-system virtualization capabilities to in the reduction of cumbersome IT sprawl. Highlights include:

  • IBM PowerSC expertise offers computerized equipment for security and compliance of virtualized environments on vigour methods operating PowerVM virtualization technology. Centrally managed reporting for compliance measurement and audit can in the reduction of the can charge of cloud computing protection in virtualized statistics centers. purchasers can automatically follow safety profiles and generate reports about compliance, which can reduce administrative prices involved in configuring and auditing techniques that require particular trade specifications.
  • IBM z/VM 6.2 presents new multi-device virtualization capabilities in the application to help valued clientele keep away from digital desktop sprawl. up to 4 instances of z/VM may also be clustered collectively as contributors in a Single equipment graphic, where they may also be managed as a single z/VM equipment and share equipment materials.
  • IBM techniques Director v6.3 comprises advancements in performance, scalability and usefulness for simplified administration of optimized programs. Enhancements in the new version encompass simplified usability capabilities and fewer installing steps, the capacity to manage more endpoints from a single interface, and streamlined database administration with an embedded DB2 database.
  • Managed in the Cloud

    IBM cloud infrastructure options can speed up deployment and maximize effectivity of organizations who wish to achieve fast, bendy beginning of high cost services. IBM now presents options that aid shoppers with no trouble set up virtualized facts core environments, scale cloud file techniques extra successfully and increase gadget utilization. Highlights include:

  • IBM SmartCloud Entry solution, delivered through IBM Starter equipment for Cloud, offers the constructing blocks to create private clouds on virtualized IBM equipment x and power techniques hardware. The answer offers simplified initialization and administration for cloud environments on power and x86 systems, standardization of virtual machines and more desirable operations productivity with an easy-to-use, self-provider interface. businesses can also directly and easily scale to extra advanced cloud options as business calls for and workloads enhance.
  • zEnterprise Starter edition for Cloud offers clients an entry-stage Infrastructure as a carrier (IaaS) cloud birth mannequin for Linux on equipment z with Tivoli Provisioning manager. This handy-to-installation, highly secure, resilient flip-key "cloud in a container" extends the scope of the commercial enterprise cloud with centralized management of the complete zEnterprise equipment.
  • IBM BladeCenter basis for Cloud is a finished, converged cloud computing platform that mixes server, storage, networking and management technology that allows shoppers to rapidly create an x86-based virtualization atmosphere that is primary to deploy, manipulate and scale. BladeCenter foundation for Cloud comes in three sizes – small, medium and large -- designed to healthy the business wants of any dimension enterprise, based on price range, storage measurement or performance, and is capable of helping easily control a regular multi-rack statistics core as if powered by a single chassis.
  • IBM lively Cloud Engine scales cloud file techniques efficiently via relocating data the place and when they are necessary. It gives groups quick entry to billions of files and dramatically improves the management and effectivity of cloud storage. Capabilities for world clouds can be found on IBM Scale-Out network connected Storage R 1.3 (SONAS) and for mid-sized clouds on Storwize V7000 Unified techniques.
  • IBM systems Director VMControl 2.four now offers prolonged digital photograph management and system resource pool capabilities on device x for Kernel-based digital computing device (KVM), the next era open supply hypervisor. the brand new cloud-equipped virtualization capabilities support enrich gadget utilization and in the reduction of time to set up new workloads.
  • IBM equipment Networking grants smarter records middle networking with sooner, bendy and necessities-based mostly solutions designed to boost efficiency while assisting to in the reduction of charges, house, vigor and complexity for public and private clouds, in addition to inspecting huge information. New choices include IBM 16Gbps Fibre Channel SAN backbones and switches that can ease migration to deepest clouds, the brand new 1.28Tb/sec 40GbE IBM RackSwitch G8316 that helps flatten networks for better efficiency and simplicity, the OpenFlow-enabled 10/40GbE IBM RackSwitch G8264 to increase customer handle, iFlow Director for high efficiency, reasonable IBM BladeCenter-based mostly appliances for cell and net 2.0 functions, and the new IBM Networking working equipment for modern-day dynamic, virtualized records centers.
  • About IBM

    For extra guidance on IBM Smarter Computing, discuss with www.ibm.com/smartercomputing.


    000-Z03 zEnterprise Sales Update Mastery

    Study Guide Prepared by Killexams.com IBM Dumps Experts


    Killexams.com 000-Z03 Dumps and Real Questions

    100% Real Questions - Exam Pass Guarantee with High Marks - Just Memorize the Answers



    000-Z03 exam Dumps Source : zEnterprise Sales Update Mastery

    Test Code : 000-Z03
    Test Name : zEnterprise Sales Update Mastery
    Vendor Name : IBM
    Q&A : 34 Real Questions

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    Making Sense Of Multiples: Mauboussin On EV/EBITDA | killexams.com real questions and Pass4sure dumps

    Michael Mauboussin is currently the Director of Research at BlueMountain Capital Management. Michael recently published a widely circulated paper discussing the merits and pitfalls of the usage of EV/EBITDA in valuation work.

    Before his current role at BlueMountain, Michael was the Head of Global Financial Strategies at Credit Suisse and the Chief Investment Strategist at Legg Mason Capital Management. He has also authored multiple books, and a wide variety of articles in publications including the Harvard Business Review, The Journal of Applied Corporate Finance.  

    Kevin Harris from SumZero sat down with Michael to further discuss his thoughts on use of the EV/EBITDA multiple, value investing, and his career as an investor.

    Michael MauboussinBloomberg

    Kevin Harris, SumZero: In a recent interview with Business Insider, you commented that “multiples are shorthand for the valuation process.” Could you expand upon the blind spots caused by an over-reliance on multiples in the valuation process?  

    Michael Mauboussin, BlueMountain Capital Management: Let’s start at the very beginning. When we invest, we defer current consumption in order to consume more (after taking inflation into account) in the future. Most investment opportunities don’t guarantee that you’ll have more in the future than you do today, but that’s the motivating driver.

    So it follows that the value of any financial asset is the present value of future cash flows. Say you buy a bond from a company. You give the company $1,000 and it is contractually obligated to pay you coupons in a timely fashion and to return your principal at maturity. The coupon reflects the risk of the investment and the maturity tells you about the timing.

    The value of a stock is based on the same principle. The problem is that there is no coupon or maturity. Even dividends are at best a quasi-contract. The intellectually correct way to value stocks is similar to bonds, and that is a discounted cash flow (DCF) model.  

    The problem is that while the DCF model is analytically sound, it demands a number of judgments. And the model’s output varies greatly based on the inputs. Now there are ways to deal with this challenge, but most practitioners choose to avoid a DCF model altogether and instead use shorthands in the form of multiples.

    Shorthands are helpful because they save time. But the tradeoff is that shorthands commonly come with blind spots. Popular multiples, including price-earnings (P/E) and enterprise value-to-earnings before interest, taxes, depreciation, and amortization (EV/EBITDA) have a number of limitations but the main one is that they fail to account for capital intensity—be it working capital, capital expenditures, or acquisitions.

    That means that two businesses can have the same growth in earnings or EBITDA but very different capital needs. The company that needs less capital to grow will be more valuable because there will be more cash available to distribute to shareholders. The market tends to get this, but some businesses may screen cheap or expensive even when the multiple is an accurate representation of the underlying economics.

    Harris: In several past papers, you’ve touched upon base rates as a powerful mental model you see as underutilized in investment management. How can investors best understand and implement the concept of base rates and mean regression in security analysis?  

    Mauboussin: This is one of the most powerful, and underutilized, ideas in forecasting in general and investing in particular. The basic idea is that there are a couple of ways of thinking about a problem or prediction. The first way, which is often what we do, is to gather lots of information, combine that with your own experience and input, and project into the future.

    Ask a student when their term paper will be complete, a homeowner when their kitchen renovation project will be done (and what it will cost), or an investor how a stock will appreciate—you’ll find that most use this approach.

    The second way is to consider what happened to others when they were in the same, or a similar, situation. This is the base rate. So rather than asking “what will this company’s sales growth rate be?” you can ask, “What is the distribution of growth rates for all companies of this size?” This is formally called reference-class forecasting.

    Let me add quickly that using base rates is very unnatural for two reasons. First, you have to set aside the information and experience you’ve gathered. We tend to hold our own thoughts in high esteem. Second, you have to find the base rate, which may not be at your fingertips.

    In order come up with an accurate forecast you want to intelligently combine your own view with the base rate. How you do that effectively also provides a great deal of insight into regression toward the mean.  

    We need to add the idea of persistence. Specifically, how we measure the correlation between one metric over two periods of time. correlated is a measure of performance over time. For example, if you measure year-over-year sales growth rates over time, you’ll see the correlation is about 0.30. That’s the base rate.

    Positive correlations can range from zero to 1.0. Zero means there is no correlation (results are random) and 1.0 means the two measurements are perfectly correlated. When correlations are close to zero, luck tends to be the dominant force. When correlations are close to 1.0, skill tends to be the dominant force.    

    So here’s the really cool insight: The correlation tells you how much of the base rate, versus your own assessment, you should use for your forecast. If the correlation is zero, you place all of the weight on the base rate. If the correlation is 1.0, you can rely on your own assessment. If you think about this a bit, you can see that it is also telling you about the rate of regression toward the mean. Low correlations are consistent with rapid regression, and high correlations are consistent with slow regression.  

    Let me give you one example from the world of sports. The correlation between batting averages for players in Major League Baseball from one year to the next is about 0.4. The overall batting average for the league is around .250. So if a player hits .300 for a season, a good prediction for the subsequent year would be .270 (.250 x 0.6 + .300 x 0.4).

    You can now take this mental model and apply it to investing. Gross profitability and operating profit margins tend to have high correlations. This, of course, varies by industry. Net income growth tends to have a very low correlation. Return on invested capital is in the middle of those. These base rates and the regression toward the mean they imply can be very helpful for an investor trying to model a business.

    Harris: In your “Managing the Man Overboard” and “Celebrating the Summit” papers, you discussed exceptionally detailed frameworks to approaching rapid stock price inclines and declines. You’ve also mentioned your interest in Atul Gawande’s “The Checklist Manifesto” in multiple interviews. Do you have similarly detailed and structured checklists or heuristics for other parts of your investment process?  If so, which do you rely on most?

    Mauboussin: Checklists are demonstrably valuable in many fields, including aviation and medicine. Atul Gawande makes a very useful distinction between DO-CONFIRM and READ-DO checklists. DO-CONFIRM checklists ensure that execution is thorough. You basically do your job and stop periodically to make sure you’ve been methodical. READ-DO checklists are for emergencies. The checklist writer has anticipated certain types of problems and potential solutions. So you need only read the checklist and do what it says. “Managing the Man Overboard” is an example of a READ-DO checklist.

    In my experience, many fundamental investors tend to shun checklists and feel they are constraining. Here’s my take: Being a good investor requires mastery of certain building blocks, including valuation, competitive strategy assessment, and evaluating a management team’s capital allocation skills. It’s like being a great tennis player. You need to have a solid forehand and backhand, footwork, and serve. The basics have to be rock solid. So, too, in investing. Checklists are valuable for those building blocks in investing. So our work in those areas always includes a checklist.

    The actual tennis match includes combining those building blocks to win a match. Likewise, successful investing requires applying tools effectively in order to generate excess returns. I have found that the checklist is most effectively applied to the building blocks of an investment thesis. That allows for good process and permits the investor to exercise some judgment in the investment process.

    Harris: A recent letter of Greenlight Capital’s aptly summarized the tension between rigidity and flexibility in investing: “we have been accused of being stubborn, but one person’s stubbornness is another person’s discipline.”. What is your advice for value investors balancing between flexibility and discipline in the investment process?

    Mauboussin: This is very challenging, and to some degree is tied to time horizon. But the best advice is to become a good Bayesian updater. That is, be good at updating your prior view as new information reveals itself.

    From a practical standpoint, there are some things you can do to make this process more transparent. For example, a good investment thesis means that your expectations for the future are distinct from what is priced into a security. If your expectations are different, you should be able to articulate what will happen to reshape market expectations. Call them signposts—events that indicate whether your thesis is on track.

    You should write down, in advance, the signposts that are central to your thesis and make them statements that include probabilities and a time period. (There is a 70 percent probability that ABC Corporation’s operating profit margin will increase by 500 or more basis points in the fourth quarter but the market expects flat margins.)

    As you pass these signposts, you have to be brutally honest as to whether the results are consistent with your thesis. And you have to avoid thesis creep, which is altering your justification for an investment after your original thesis didn’t play out.

    The signpost is the prior, and the information prompts the update. When information disconfirms the thesis, you should change your mind. When it doesn’t, you can maintain your view. That is one way to manage stubbornness and discipline.   

    Harris: In a recent interview of yours featured in Graham and Doddsville, you detailed the two ways that doctors make mistakes - ignorance and execution.  What are the most common execution related mistakes that investment managers make? How can these be avoided?

    Mauboussin: I’ll mention two high level mistakes. The first is one I’ve talked about a lot: the failure to distinguish between fundamentals and expectations. Your job as an investor is to figure out when the market’s expectations are unduly high or low. One analogy is pari-mutuel betting at the horse race track. You don’t generate excess returns by picking winners; you win by figuring out which horse has odds that misspecify the horse’s chances of winning.

    The big mistake is to focus too much on fundamentals. When things are good, people want to buy. When they are bad, people want to sell. But great investors separate what’s priced in from what’s going to happen. Almost all investors think they are doing this, but very few actually do.

    The second mistake is a lack of congruence between actual process and espoused goals. There are a lot of ways to beat the market but you have to make sure that every aspect of your process is dedicated to what you are trying to do. For example, many money managers claim to have a long time horizon but the turnover in their portfolio is much higher than what would be consistent with that time framework. They say one thing and do another.

    Investment managers should periodically step back and ask whether what they are doing is likely to generate excess returns over time and, if so, whether their process fully serves that goal. I think many firms suffer from a lack of congruence—they say they are playing one game but are actually playing another one.    

    Harris: A recent S&P report identified a representative sample of US companies as having missed self-projected EBITDA numbers on average by 29% and 34% in the last two years. What are your views on the rampant use of add-backs and inaccurate projections of EBITDA?

    Mauboussin: Companies generally try to make their results look good. This is especially true when incentive compensation, or access to credit markets, is tied to certain metrics. There is not much new with this.

    The antidote to this is to focus on free cash flow—the difference between a company’s earnings and the capital it needs to invest in the business to secure future growth. At the end of the day, free cash flow is the money available for distribution to the claimholders. And that is the lifeblood of value.  

    Harris: All else equal, should more leverage mean a higher EBITDA multiple, given that more debt vs. equity drives down the cost of capital?  Or do you prefer to apply a risk discount for higher leverage to offset the benefit of the lower cost of capital?

    Mauboussin: This is classic finance theory. John Graham wrote a highly-cited paper on this. More leverage lowers the cost of capital up to a point, after which the effect is reversed as the risk of distress looms larger. I would also add that the benefit of debt is more muted in a world with lower corporate tax rates.

    Harris: Exhibit 9 of your recent “What Does an EV/EBITDA Multiple Mean?” paper demonstrates the strong correlation (r = .79) between EV/EBITDA and P/E multiples between the top 1500 US industrial companies. However, some companies with similar EV/EBITDA multiples have P/E multiples that diverge significantly.  What plays into the divergence between the two, and when should analysts rely on one multiple or the other?

    Mauboussin: There are a few reasons that these multiples can diverge. One example is assumed asset life. Imagine two competitors that make the same capital outlay but that assume different asset lives. The earnings of the company choosing a longer asset life will be higher than that of the company that chooses the shorter asset life even as the EBITDA is identical.

    A company’s capital structure can also affect the P/E multiple. Consider the simple case of a debt-financed share buyback program, which serves to increase leverage by replacing equity with debt in the capital structure. The earnings per share impact of the buyback is a function of the P/E multiple and the after-tax cost of new debt. Whether a buyback adds to or detracts from earnings per share is independent of whether it adds to or detracts from value but it does affect the multiple.

    Multiples can also vary as the result of different tax rates, which have an impact on enterprise value and earnings but not on EBITDA. Finally, some companies have unconsolidated businesses or cross holdings that may factor into a calculation of enterprise value but can distort earnings or EBITDA.

    As always, you want to look through cosmetic differences or adjustments to truly understand the economics of the business.

    Harris: Could you expand upon the limitations investors and management encounter using the EV/EBITDA multiple?

    Mauboussin: EV/EBITDA can be useful but there are a number of pitfalls. The first is that there is not a proper reflection of the investment needs of the business, a point we’ve already touched on. The risk in using EBITDA is that it understates the capital intensity of the business and overstates the amount of cash a company can distribute.

    The second pitfall is that multiples in general do not explicitly reflect business risk. Operating leverage, the percentage change in operating profit as a function of the percentage change in sales, is a useful measure of business risk. Higher risk justifiably leads to a lower multiple, but the risk is implicit.

    The final problem has to do with taxes. Two companies with the same EBITDA and capital structures may pay taxes at dissimilar rates. As a result, the EV/EBITDA multiples will be justifiably different.

    Harris: What are your biggest takeaways from having taught security analysis at Columbia Business School since 1993?  How has teaching informed and impacted your investment career?

    Mauboussin: In my experience, teaching is helpful in two very important ways. The first is that teaching compels introspection. Imagine someone saying to you, “Prepare 20 hours of lectures on what you do all day.” Your first reaction might be “That’s not so hard, I just have to watch myself and document what I do.” But if you are at all thoughtful, the question of “What am I doing?” becomes “Why am I doing it this way?” And that launches a quest to think about your process in a more rigorous and systematic way. Because my course and my day job overlap enormously, there is a great benefit for me to think a lot about how I approach my career.

    The second benefit is that teaching compels clarity of thought. Many have said that you don’t understand a topic unless you have written about it, or taught it, effectively. I subscribe to that view. I have encountered many personal beliefs that I thought I understood but didn’t really understand until I put pen to paper or included them in a lecture.

    Working with students who are bright, engaged, motivated, and critical is a great way to sharpen clarity of thought and to improve communication skills.      

    Harris: What advice would you have for managers or analysts at the beginning of their careers?  What or who had the biggest impact on you?

    A great quality, no matter what career you select, is curiosity. So the advice I would give is to find something that sparks your curiosity and start—and don’t stop—learning. In investing, a lot of learning comes through reading. Most of the great investors I know are avid readers. And they don’t limit their material to business books but rather expand it to other domains.

    I have been incredibly blessed to have been exposed to some great thinkers who have had a deep influence on me. First I would mention Al Rappaport, a mentor, friend, and collaborator who has taught me a lot about investing and about how to live and think well. Bill Miller, a legendary investor, taught me a lot about how to learn, the importance of temperament, and how ideas for different fields can bear fruit in investing.

    My association with the Santa Fe Institute has also been deeply influential. The combination of ideas and people, with the study of complex systems at the core, has enriched my thinking in almost all corners of my career. I would finally mention Charlie Munger, Vice Chairman at Berkshire Hathaway, who was one of the first investors to discuss biases and the value of a mental models approach to investing, business, and life.


    P&G Accelerates Pace of Change for Shareholder Value Creation | killexams.com real questions and Pass4sure dumps

    The Procter & Gamble Company PG, +1.15% today updated shareowners and analysts on significant progress toward its goals of delivering stronger, balanced growth and value creation. The Company affirmed its focus on its core growth strategy of delivering noticeable brand superiority; driving productivity improvement and cost savings to fuel investments and margin; and transforming P&G’s organization and culture. This growth strategy is driving improved results, including faster top-line growth, increased consumption, and market share growth.

    Under the theme of “leading constructive disruption,” P&G highlighted a broad range of initiatives across innovation, brand building, supply chain, information technology and citizenship that are creating new levels of competitive advantage for the Company and its brands. The Company also announced several organization changes, effective July 1, 2019, that will simplify the management structure and further increase focus, agility and accountability. A replay of today’s presentation is available at www.pginvestor.com.

    “To deliver growth for P&G shareowners, we are accelerating the pace of change and stepping up execution to meet the challenges of today’s dynamic world. We are leading constructive disruption across the entire value chain, creating a more focused, more agile and more productive company designed to win with consumers at the speed of the market,” said David Taylor, Chairman, President and Chief Executive Officer. “We remain focused on creating and extending noticeable superiority of our brands, driving productivity improvement and cost savings to fuel investments and margin, and transforming P&G’s organization and culture.

    “We’ve made good progress in each of these areas, which is showing up in our results. Consumption of P&G products is increasing. Market share is up globally, and it’s translating into faster top-line growth,” continued Taylor.

    During today’s presentation, multiple P&G business leaders discussed how improvements in five areas of competitive superiority (product performance, packaging, consumer communication, retail execution in-store and online, and consumer and customer value) are driving stronger business results. These leaders also highlighted new initiatives from Tide, Downy/Lenor, Always, Olay, SK-II and Gillette that will continue this momentum.

    P&G executives leading Research & Development, Brand Building, Supply Chain, and Information Technology highlighted multiple efforts already underway to step-change effectiveness and efficiency in each of these areas. Taylor discussed P&G’s achievements and objectives in corporate citizenship.

    Increasing Organization Focus, Agility and Accountability

    Building on a series of improvements already in place, the Company announced a new, simpler management structure to provide greater clarity on responsibilities. New reporting lines will strengthen leadership accountability and enable P&G people to accelerate growth and value creation.

    Beginning July 1, 2019, the Company will operate though six industry-based Sector Business Units (SBUs) for the largest geographic markets, led by Sector Business Unit CEOs who will report to Taylor. These SBUs will have direct sales, profit, cash and value creation responsibility for its largest markets – U.S., Canada, China, Japan, U.K., Germany, France, Spain, Italy, Russia and smaller adjacent countries – accounting for about 80% of Company sales and 90% of after-tax profit. The SBUs will have responsibility for all facets of the business in these markets: consumer understanding, product and package innovation, brand communications, selling and retail execution, and supply chain. In these markets, the Company will continue to provide scaled market services to help the SBUs operate efficiently and with high quality.

    Responsibility for the remaining markets will be organized into a separate unit with sales, profit, and value creation responsibility. The SBUs will provide innovation plans and operating frameworks to drive growth and value creation in these markets. The intent is to give these markets executional freedom, with just enough framework, to ensure their success.

    The Company will continue to reduce the level of corporate resources, with about 60% of corporate work shifting to the business units and markets and will retain a core set of corporate resources needed to sustain the ongoing health, viability and sustainability of the Corporation. This includes back-office operations, governance and stewardship, and some areas requiring deep mastery. In particular, P&G will retain its Corporate Research & Development group that invents upstream platform technologies to benefit multiple businesses and opens opportunities for P&G to get into entirely new businesses.

    Chief Financial Officer Jon Moeller will expand his responsibilities to include the operations side of the Company and will be appointed Vice Chairman, Chief Operating Officer and Chief Financial Officer, continuing to report to Taylor. In this capacity, Moeller will assume responsibility for markets beyond those managed directly by the SBUs, Market Operations providing scaled market services, and functions that support operations.

    The Company reiterated this structure supports continued focus on the streamlined portfolio of 10 product categories; ongoing efforts to move resources closer to the consumers and customers it serves; supplementing internal talent with skilled, experienced external hiring; improving category dedication and mastery; strengthening of compensation and incentive programs; and ongoing improvements in productivity.

    “This is the most significant organization change we’ve made in the last 20 years,” Taylor concluded. “We will have a more engaged, agile and accountable organization focused on winning with consumers through superiority, fueled by productivity, and operating at the speed of the market.”

    Forward-Looking Statements

    Certain statements in this release or presentation, other than purely historical information, including estimates, projections, statements relating to our business plans, objectives, and expected operating results, and the assumptions upon which those statements are based, are “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. These forward-looking statements generally are identified by the words “believe,” “project,” “expect,” “anticipate,” “estimate,” “intend,” “strategy,” “future,” “opportunity,” “plan,” “may,” “should,” “will,” “would,” “will be,” “will continue,” “will likely result,” and similar expressions. Forward-looking statements are based on current expectations and assumptions, which are subject to risks and uncertainties that may cause results to differ materially from those expressed or implied in the forward-looking statements. We undertake no obligation to update or revise publicly any forward-looking statements, whether because of new information, future events or otherwise.

    Risks and uncertainties to which our forward-looking statements are subject include, without limitation: (1) the ability to successfully manage global financial risks, including foreign currency fluctuations, currency exchange or pricing controls and localized volatility; (2) the ability to successfully manage local, regional or global economic volatility, including reduced market growth rates, and to generate sufficient income and cash flow to allow the Company to affect the expected share repurchases and dividend payments; (3) the ability to manage disruptions in credit markets or changes to our credit rating; (4) the ability to maintain key manufacturing and supply arrangements (including execution of supply chain optimizations and sole supplier and sole manufacturing plant arrangements) and to manage disruption of business due to factors outside of our control, such as natural disasters and acts of war or terrorism; (5) the ability to successfully manage cost fluctuations and pressures, including prices of commodities and raw materials, and costs of labor, transportation, energy, pension and healthcare; (6) the ability to stay on the leading edge of innovation, obtain necessary intellectual property protections and successfully respond to changing consumer habits and technological advances attained by, and patents granted to, competitors; (7) the ability to compete with our local and global competitors in new and existing sales channels, including by successfully responding to competitive factors such as prices, promotional incentives and trade terms for products; (8) the ability to manage and maintain key customer relationships; (9) the ability to protect our reputation and brand equity by successfully managing real or perceived issues, including concerns about safety, quality, ingredients, efficacy or similar matters that may arise; (10) the ability to successfully manage the financial, legal, reputational and operational risk associated with third-party relationships, such as our suppliers, distributors, contractors and external business partners; (11) the ability to rely on and maintain key company and third party information technology systems, networks and services, and maintain the security and functionality of such systems, networks and services and the data contained therein; (12) the ability to successfully manage uncertainties related to changing political conditions (including the United Kingdom’s decision to leave the European Union) and potential implications such as exchange rate fluctuations and market contraction; (13) the ability to successfully manage regulatory and legal requirements and matters (including, without limitation, those laws and regulations involving product liability, intellectual property, antitrust, data protection, tax, environmental, and accounting and financial reporting) and to resolve pending matters within current estimates; (14) the ability to manage changes in applicable tax laws and regulations including maintaining our intended tax treatment of divestiture transactions; (15) the ability to successfully manage our ongoing acquisition, divestiture and joint venture activities, in each case to achieve the Company’s overall business strategy and financial objectives, without impacting the delivery of base business objectives; and (16) the ability to successfully achieve productivity improvements and cost savings and manage ongoing organizational changes, while successfully identifying, developing and retaining key employees, including in key growth markets where the availability of skilled or experienced employees may be limited. For additional information concerning factors that could cause actual results and events to differ materially from those projected herein, please refer to our most recent 10-K, 10-Q and 8-K reports.

    About Procter & Gamble

    P&G serves consumers around the world with one of the strongest portfolios of trusted, quality, leadership brands, including Always®, Ambi Pur®, Ariel®, Bounty®, Charmin®, Crest®, Dawn®, Downy®, Fairy®, Febreze®, Gain®, Gillette®, Head & Shoulders®, Lenor®, Olay®, Oral-B®, Pampers®, Pantene®, SK-II®, Tide®, Vicks®, and Whisper®. The P&G community includes operations in approximately 70 countries worldwide. Please visit http://www.pg.com for the latest news and information about P&G and its brands.

    View source version on businesswire.com: https://www.businesswire.com/news/home/20181108006028/en/

    SOURCE: Procter & Gamble

    P&G MediaContact:Damon Jones, +1 513-983-0190jones.dd@pg.comorP&G Investor Relations Contact:John Chevalier, +1 513-983-9974

    Copyright Business Wire 2018


    Video: Porsche teases the 2019 Macan and its upgrades ahead of debut later this month | killexams.com real questions and Pass4sure dumps

    Since its release in 2014, the Porsche Macan has quickly become one of the luxury automaker’s best-selling vehicles. However, even after a whopping 350,000 sales worldwide, the performance crossover still remains in its first generation as its older brother Cayenne’s third redesign hits U.S. dealerships.

    Fortunately, the Macan is getting a much-needed facelift later this month that includes a power boost on all trim levels, several styling tweaks, a larger infotainment system, and modifications to the suspension and handling. Before Porsche ever releases a new model though, the company is well-known for putting it through a grueling series of tests. This time around was no different. A recently released teaser for the new Macan gives a behind-the-scenes look at just what this vehicle had to go through to earn Porsche’s stamp of approval.

    In the Kingdom of Lesotho, a small nation completely landlocked by South Africa, the Macan underwent its final testing at altitudes of up to 3,400 meters (11,155 feet). While it may have the driving force of a sports car underneath the hood, the Macan is clearly an off-road ready compact SUV as shown by it’s mastery of the roughest African terrains.

    Although specific powertrain details have yet to be announced, stay tuned for the 2019 Macan’s debut that Porsche has confirmed will take place in China at the end of July. For now sit back and enjoy this much needed sneak peek.

    Tags: driven by dummies porsche porsche macan auto videos

    Did you find this article helpful? If so, please share it using the "Join the Conversation" buttons below, and thank you for visiting Daily News Autos.

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