Outperform with Expectations-Based Management (PDF)
A State-of-the-Art Approach to Creating and Enhancing Shareholder Value
(Sprache: Englisch)
CEOs and managers live and die by delivering superior performance
to shareholders. This is why expectations-based management has been
developed. Outperform with Expectations-Based Management
(EBM) introduces a revolutionary new performance metric that...
to shareholders. This is why expectations-based management has been
developed. Outperform with Expectations-Based Management
(EBM) introduces a revolutionary new performance metric that...
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CEOs and managers live and die by delivering superior performance
to shareholders. This is why expectations-based management has been
developed. Outperform with Expectations-Based Management
(EBM) introduces a revolutionary new performance metric that links
performance standards, performance measurement, and the achievement
of performance.
It's easy to say that if a CEO can get performance measurement
right, then performance improvement will follow. But what is the
"right" measure of performance, and how do you use it to improve
performance? Authors Tom Copeland and Aaron Dolgoff answer these
questions and many more, as they show you how to find the measure
of performance that has the strongest link to the creation of
wealth for the owners of both public and private companies. They
answer the puzzle of why growth in earnings is not correlated with
shareholder returns and explain the under- and over-investment
traps. And they explain how clear communications to investors and
managers alike improve value.
The bottom line is that share prices go up when companies exceed
expectations -- short-term and long-term -- of income statement and
balance sheet performance and daily operating value drivers. Gain a
complete understanding of EBM and discover how to do this, and much
more, while staying competitive in an unforgiving business
environment.
to shareholders. This is why expectations-based management has been
developed. Outperform with Expectations-Based Management
(EBM) introduces a revolutionary new performance metric that links
performance standards, performance measurement, and the achievement
of performance.
It's easy to say that if a CEO can get performance measurement
right, then performance improvement will follow. But what is the
"right" measure of performance, and how do you use it to improve
performance? Authors Tom Copeland and Aaron Dolgoff answer these
questions and many more, as they show you how to find the measure
of performance that has the strongest link to the creation of
wealth for the owners of both public and private companies. They
answer the puzzle of why growth in earnings is not correlated with
shareholder returns and explain the under- and over-investment
traps. And they explain how clear communications to investors and
managers alike improve value.
The bottom line is that share prices go up when companies exceed
expectations -- short-term and long-term -- of income statement and
balance sheet performance and daily operating value drivers. Gain a
complete understanding of EBM and discover how to do this, and much
more, while staying competitive in an unforgiving business
environment.
Inhaltsverzeichnis zu „Outperform with Expectations-Based Management (PDF)“
Preface. Dedications and Acknowledgments. PART I: MEASURING PERFORMANCE. Chapter 1: The Right Objective, Strategy, and Metric. Chapter 2: Expectations Count: The Evidence. PART II: MANAGERIAL IMPLICATIONS. Chapter 3: Management of Existing Businesses. Chapter 4: New Investment and Business Mix Decisions. Chapter 5: What About the WACC? Chapter 6: Capital Efficiency. Chapter 7: Reverse Engineer the Value of Your Firm. Chapter 8: Investor Relations. Chapter 9: Incentive Design. Chapter 10: Implementing an EBM System. PART III: OTHER POINTS OF VIEW. Chapter 11: Investor Relations: Understanding the Investor's Perspective. Chapter 12: Comparison of Value-Based Management Systems. Chapter 13: Expectations, Noise, and Public Policy. Chapter 14: Summary and Conclusions. References. Index.
Autoren-Porträt von Tom Copeland, Aaron Dolgoff
TOM COPELAND, PHD, is Managing Director Emeritus of CorporateFinance at The Monitor Group, Inc., a top management consulting
company, and Senior Lecturer at MIT's Sloan School of Management.
He has consulted at over 200 companies in thirty-four countries and
is a leading authority on valuation. He coauthored Valuation with
Tim Koller and Jack Murrin, and Real Options: A Practitioner's
Guide with Vladimir Antikarov (both from Wiley). Copeland received
a BA in economics from The Johns Hopkins University, an MBA in
finance from the Wharton School, and a PhD in applied economics
from the University of Pennsylvania. He has also taught at the
Anderson School of Management, UCLA; at the Stern School at NYU;
and at Harvard Business School.
AARON DOLGOFF is an Associate Principal in the Finance practice
of CRA International. He works on litigation and
business-consulting matters requiring specialized finance
expertise. Dolgoff's experience spans a range of industries,
including pharmaceuticals, agribusiness, truck manufacturing,
office supplies, healthcare services, and consumer goods. He
received a BS in economics from the Wharton School and an MA in
international relations and economics from The Johns Hopkins
University.
Bibliographische Angaben
- Autoren: Tom Copeland , Aaron Dolgoff
- 2005, 1. Auflage, 384 Seiten, Englisch
- Verlag: John Wiley & Sons
- ISBN-10: 0471753645
- ISBN-13: 9780471753643
- Erscheinungsdatum: 19.09.2005
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- Größe: 1.96 MB
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