
Value-Based Management
Delivering Superior Shareholder Value
Financial Times Prentice Hall (Publisher)
Published on 2. July 2001
Book
Paperback/Softback
176 pages
978-0-273-65404-9 (ISBN)
Description
Delivering shareholder value is at the top of every board's agenda. However, whilst the creation and delivery of shareholder value has become a central business mantra, too often the focus is on a few key value-based metrics that in themselves deliver little real and lasting business benefit. Value-based management provides an appropriate external and internal communication information framework to help companies' strategic thinking on how value will be created and delivered. With the economy and markets evolving at an ever-faster rate, fresh challenges are emerging on how to recognise, measure and manage value. This briefing considers these challenges and puts forward a blueprint for how they should be addressed from a value creation perspective. It offers a practical toolkit for achieving value-based management, backed up with comprehensive case studies and diagrams to enforce key learning points.Contents include:
Value-based management: The full perspective
Value metrics as an essential element of VBM
Value creation from a strategic corporate perspective
Value recognition
Value alignment
Value creation from the internal delivery perspective
Value management
Value delivery in the new e-economies
Value-based management: The full perspective
Value metrics as an essential element of VBM
Value creation from a strategic corporate perspective
Value recognition
Value alignment
Value creation from the internal delivery perspective
Value management
Value delivery in the new e-economies
More details
Series
Language
English
Place of publication
Harlow
United Kingdom
Publishing group
Pearson Education Limited
Target group
Professional and scholarly
Dimensions
Height: 297 mm
Width: 210 mm
Thickness: 13 mm
Weight
630 gr
ISBN-13
978-0-273-65404-9 (9780273654049)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Gary Ashworth
is the founder and managing director of Knowledge-Capita, a company specialising in the provision of training, coaching and consultancy on advanced business performance management techniques. He has a particular interest in insuring that the tools and techniques he implements have real and lasting business impact. He has extensive implementation experience in some of the UK and Europe's leading companies and he is regularly invited to speak at conferences and seminars.
A former leader of Ernst & Young's Performance Management Service Line in the UK for some five years and previous holder of a similar role on Activity Based Management at KPMG, he has specialised in advanced business performance management approaches as a management consultant for over ten years. While at Ernst & Young, Gary directed the development and delivery of VBM training in Europe.
His passion for improving approaches to managing business performance is born out of both his commitment to his profession and his wide range of practical experience prior to entering consultancy. His included working for over 12 years at senior management levels in companies such as Shell, Whitbread and Sainsbury's.
He has written, and had published, many articles on performance management over recent years. A good number of these have been given international acclaim by the International Federation of Accountants (IFAC) for making "a distinguished contribution" to the development of the management accounting profession. Indeed, one article won IFAC's "First Place" award in the worldwide published article competition of that year. This is his second publication in the Financial Times Management Briefings series.
He is a Fellow of the Chartered Institute of Management Accountants (and twice and Institute Prize winner), a Fellow of the Institute of Management Consultants, a Certified Management Consultant and Member of the British Institute of Management.
Paul James (FCA)
specialises in consulting to the investment community and, in particular, investment data providers. He is an expert in the data available to investors and the impact that changes in data can have on share valuations.
Has recently developed a series of share valuation metrics using shareholder value (residual income) and enterprise value concepts. His work has been designed to ensure that the metrics can be obtained from existing investment information sources. He has also been conducting a research programme with a number of leading investment institutions, identifying the use that they make of shareholder value when making investment decisions and recommendations. The research will be published in late 2000.
James lectures regularly and will be a keynote speaker at the forthcoming I/B/E/S conferences in London, Frankfurt and Stockholm on the subject "Residual Income, Return on Investment, Real Options, Enterprise Value: Making Sense of the New Value-Added Techniques in Equity Valuation".
In his previous career, he has been a Finance Director in industry, a Partner in BDO and a senior consultant at PriceWaterhouseCoopers and Ernst & Young.
is the founder and managing director of Knowledge-Capita, a company specialising in the provision of training, coaching and consultancy on advanced business performance management techniques. He has a particular interest in insuring that the tools and techniques he implements have real and lasting business impact. He has extensive implementation experience in some of the UK and Europe's leading companies and he is regularly invited to speak at conferences and seminars.
A former leader of Ernst & Young's Performance Management Service Line in the UK for some five years and previous holder of a similar role on Activity Based Management at KPMG, he has specialised in advanced business performance management approaches as a management consultant for over ten years. While at Ernst & Young, Gary directed the development and delivery of VBM training in Europe.
His passion for improving approaches to managing business performance is born out of both his commitment to his profession and his wide range of practical experience prior to entering consultancy. His included working for over 12 years at senior management levels in companies such as Shell, Whitbread and Sainsbury's.
He has written, and had published, many articles on performance management over recent years. A good number of these have been given international acclaim by the International Federation of Accountants (IFAC) for making "a distinguished contribution" to the development of the management accounting profession. Indeed, one article won IFAC's "First Place" award in the worldwide published article competition of that year. This is his second publication in the Financial Times Management Briefings series.
He is a Fellow of the Chartered Institute of Management Accountants (and twice and Institute Prize winner), a Fellow of the Institute of Management Consultants, a Certified Management Consultant and Member of the British Institute of Management.
Paul James (FCA)
specialises in consulting to the investment community and, in particular, investment data providers. He is an expert in the data available to investors and the impact that changes in data can have on share valuations.
Has recently developed a series of share valuation metrics using shareholder value (residual income) and enterprise value concepts. His work has been designed to ensure that the metrics can be obtained from existing investment information sources. He has also been conducting a research programme with a number of leading investment institutions, identifying the use that they make of shareholder value when making investment decisions and recommendations. The research will be published in late 2000.
James lectures regularly and will be a keynote speaker at the forthcoming I/B/E/S conferences in London, Frankfurt and Stockholm on the subject "Residual Income, Return on Investment, Real Options, Enterprise Value: Making Sense of the New Value-Added Techniques in Equity Valuation".
In his previous career, he has been a Finance Director in industry, a Partner in BDO and a senior consultant at PriceWaterhouseCoopers and Ernst & Young.
Content
List of figures
List of tables
Preface
Acknowledgements
List of abbreviations
Shareholder value and value-based management
Chapter summary
Introduction to the business rationale of VBM
Measuring value creation
Total shareholder return and economic profit
A case study in delivering shareholder value - BP
The three key perspectives of VBM
How this book is structured
The broad range of shareholder value metrics
Chapter summary
Metrics - the language of shareholder value
Shareholder value and DCF-based metrics
Case study - Unilevers adoption of TSR
Shareholder value and non-DCF metrics
The means of comparing companies
What do all these measures tell us?
How to convey value to investors
Chapter summary
Understanding shareholder value - the investor's perspective
How do the financial markets work?
Who are these journalists, analysts and data providers?
The need to demonstrate shareholder value to fund managers
The importance of brokers and data providers
Two important schools of share valuation
Using investor relations to help deliver superior shareholder value
The lessons the investment community teaches us
Using value-based metrics to evaluate strategy
Chapter summary
A framework for the creation of shareholder value
How a corporate TSR goal can help change the perception of value
Using TBR to evaluate strategic plans
Using economic profit to measure the value business units create
Setting targets for the drivers of value
Designing the measurement framework to deliver strategy
Chapter summary
Designing the internal performance measurement framework
Economic profit as the overarching internal metric
The value of the process perspective
The pivotal role of the balanced scorecard
Case study - balanced scorecard
How activity-based costing can help
Pulling it all together
Aligning and embedding VBM within the business
Chapter summary
How to align the business towards value delivery
The eight key business components
The vital links between the eight business components
Examples of misalignment
Using checklists to measure and build alignment
Key questions and design considerations by component
Implementing VBM
Chapter summary
Starting VBM as a project initiative
Ready for a change in approach?
The implementation challenge
Fifteen project management keys to VBM success
Implementation conclusions - dos and don'ts
Where is VBM heading?
Chapter summary
VBM companies will provide a blueprint for others
TSR will have a long life
Simplicity and practicality will remain vital
The economic profit tool will remain popular
The investor community may add complexity
The balanced scorecard will have a pivotal role
Managers will face a challenging paradox
Appendices
Discounted cash flow (DCF) techniques
Calculation of the weighted average cost of capital
Common adjustments in economic profit models
Enterprise Value Added (EV)
Examples of analyst share valuations
List of tables
Preface
Acknowledgements
List of abbreviations
Shareholder value and value-based management
Chapter summary
Introduction to the business rationale of VBM
Measuring value creation
Total shareholder return and economic profit
A case study in delivering shareholder value - BP
The three key perspectives of VBM
How this book is structured
The broad range of shareholder value metrics
Chapter summary
Metrics - the language of shareholder value
Shareholder value and DCF-based metrics
Case study - Unilevers adoption of TSR
Shareholder value and non-DCF metrics
The means of comparing companies
What do all these measures tell us?
How to convey value to investors
Chapter summary
Understanding shareholder value - the investor's perspective
How do the financial markets work?
Who are these journalists, analysts and data providers?
The need to demonstrate shareholder value to fund managers
The importance of brokers and data providers
Two important schools of share valuation
Using investor relations to help deliver superior shareholder value
The lessons the investment community teaches us
Using value-based metrics to evaluate strategy
Chapter summary
A framework for the creation of shareholder value
How a corporate TSR goal can help change the perception of value
Using TBR to evaluate strategic plans
Using economic profit to measure the value business units create
Setting targets for the drivers of value
Designing the measurement framework to deliver strategy
Chapter summary
Designing the internal performance measurement framework
Economic profit as the overarching internal metric
The value of the process perspective
The pivotal role of the balanced scorecard
Case study - balanced scorecard
How activity-based costing can help
Pulling it all together
Aligning and embedding VBM within the business
Chapter summary
How to align the business towards value delivery
The eight key business components
The vital links between the eight business components
Examples of misalignment
Using checklists to measure and build alignment
Key questions and design considerations by component
Implementing VBM
Chapter summary
Starting VBM as a project initiative
Ready for a change in approach?
The implementation challenge
Fifteen project management keys to VBM success
Implementation conclusions - dos and don'ts
Where is VBM heading?
Chapter summary
VBM companies will provide a blueprint for others
TSR will have a long life
Simplicity and practicality will remain vital
The economic profit tool will remain popular
The investor community may add complexity
The balanced scorecard will have a pivotal role
Managers will face a challenging paradox
Appendices
Discounted cash flow (DCF) techniques
Calculation of the weighted average cost of capital
Common adjustments in economic profit models
Enterprise Value Added (EV)
Examples of analyst share valuations