Esta manhã, no final do meu jogging matinal, ouvi no Rádio Clube Português uma entrevista a Isaltino Morais, presidente da Câmara Municipal de Oeiras.
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Isaltino Morais falava sobre um novo Centro de Congressos em Oeiras. Segundo ele, os estudos dizem que a obra poderá (reparem bem poderá. Poderá ou não) ser paga em...
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30 anos!!!!!!!!!!!!!!!!!!!!!
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Uma pergunta: e o Centro de Congressos vai ter quantos anos de vida útil?
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Será que vai aguentar 30 anos sem novos investimentos?
Mostrar mensagens com a etiqueta avaliaçã de investimentos. Mostrar todas as mensagens
Mostrar mensagens com a etiqueta avaliaçã de investimentos. Mostrar todas as mensagens
segunda-feira, junho 01, 2009
sábado, março 22, 2008
"Se contarmos só os euros, talvez não"
"Mas acha que vale a pena pôr o TGV, que são comboios tão caros, a fazer tão curtas distâncias?", perguntaram ao orador. "Se contarmos só os euros, talvez não. Mas tendo em conta o modelo ambiental que escolhemos para a região, os custos do congestionamento e do estacionamento e que a alternativa seria o uso ainda mais intenso do automóvel, então a resposta é sim, vale a pena."
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Até me arrepia...
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Mais um normando a falar de dinheiro para sacar aos saxões. Não importa que o senhor seja francês, é a mesma classe cá do burgo.
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"Flaw 5: The sunk-cost effect
A familiar problem with investments is called the sunk-cost effect, otherwise known as "throwing good money after bad." When large projects overrun their schedules and budgets, the original economic case no longer holds, but companies still keep investing to complete them."
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"What should strategists do to avoid the trap?
Apply the full rigor of investment analysis to incremental investments, looking only at incremental prospective costs and revenues. This is the textbook response to the sunk-cost fallacy, and it is right ..."
Trecho inicial retirado do Público de hoje, do artigo "Linhas de alta velocidade podem ser aproveitadas para serviços regionais em TGV" de Carlos Cipriano.
Trecho final retirado do artigo "Hidden flaws in strategy" de Charles Roxburgh no "The McKinsey Quarterly"
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Até me arrepia...
.
Mais um normando a falar de dinheiro para sacar aos saxões. Não importa que o senhor seja francês, é a mesma classe cá do burgo.
.
"Flaw 5: The sunk-cost effect
A familiar problem with investments is called the sunk-cost effect, otherwise known as "throwing good money after bad." When large projects overrun their schedules and budgets, the original economic case no longer holds, but companies still keep investing to complete them."
...
"What should strategists do to avoid the trap?
Apply the full rigor of investment analysis to incremental investments, looking only at incremental prospective costs and revenues. This is the textbook response to the sunk-cost fallacy, and it is right ..."
Trecho inicial retirado do Público de hoje, do artigo "Linhas de alta velocidade podem ser aproveitadas para serviços regionais em TGV" de Carlos Cipriano.
Trecho final retirado do artigo "Hidden flaws in strategy" de Charles Roxburgh no "The McKinsey Quarterly"
sábado, janeiro 26, 2008
Fazer as contas de merceeiro!
O meu amigo CS é capaz de gostar deste artigo "Discovery-Driven Planning" de Rita Gunther McGrath e Ian MacMillan, publicado na Harvard Business Review em Julho-Agosto de 1995.
"Discovery-driven planning offers a systematic way to uncover the dangerous implicit assumptions that would otherwise slip unnoticed and thus unchallenged into the plan."
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"we start with required profits. We then work our way up the profit and loss to determine how such revenue it will take to deliver the level of profits we require and how much cost can be allowed. The underlying philosophy is to impose revenue and cost disciplines by baking profitability into the plan at the outset: Required profits equal necessary revenues minus allowable costs."
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"we start with required profits. We then work our way up the profit and loss to determine how much revenue it will take to deliver the level of profits we require and how much cost can be allowed. The underlying philosophy is to impose revenue and cost disciplines by baking profitability into the plan at the outset: Required profits equal necessary revenues minus allowable costs."
Ou seja, nada como umas contas de merceeiro, para avaliar se vale a pena o empreendimento, ou não.
"Later, the company can analyze where the plan is most sensitive to wrong assumptions and do
more formal checks. ...
The company must build a picture of the activities that are needed to carry out the business and the costs."
"Discovery-driven planning offers a systematic way to uncover the dangerous implicit assumptions that would otherwise slip unnoticed and thus unchallenged into the plan."
...
"we start with required profits. We then work our way up the profit and loss to determine how such revenue it will take to deliver the level of profits we require and how much cost can be allowed. The underlying philosophy is to impose revenue and cost disciplines by baking profitability into the plan at the outset: Required profits equal necessary revenues minus allowable costs."
...
"we start with required profits. We then work our way up the profit and loss to determine how much revenue it will take to deliver the level of profits we require and how much cost can be allowed. The underlying philosophy is to impose revenue and cost disciplines by baking profitability into the plan at the outset: Required profits equal necessary revenues minus allowable costs."
Ou seja, nada como umas contas de merceeiro, para avaliar se vale a pena o empreendimento, ou não.
"Later, the company can analyze where the plan is most sensitive to wrong assumptions and do
more formal checks. ...
The company must build a picture of the activities that are needed to carry out the business and the costs."
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