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The choice of financial performance measures is one of the most critical challenges facing organizations. The accounting-based measures of financial performance have been viewed as inadequate, as firms began focusing on shareholder value as the primary long-term objective of the organization. Hence, value-based metrics were devised that explicitly incorporate the cost of capital into performance calculations. Despite the increasing emphasis on these value-based measures, no definitive evidence exists of which metric works better than others, and on the extent to which any of them is superior to traditional accounting measures. In this scenario, the objective of this book is contributing to the ongoing dialogue on the appropriateness of different financial performance measures, by providing a systematic and updated review of the major value-based measures, by highlighting their respective strengths and weaknesses and by comparing the main international empirical evidence on their effectiveness. This book can be a powerful tool for guiding managers and graduate students in the “tangled forest” of the existing metrics, by providing them with the quick, but adequate knowledge for consistently adopting them.

Business enterprises -- Valuation -- Mathematical models. --- Business enterprises -- Valuation. --- Business enterprises. --- Business enterprises --- Finance --- Business & Economics --- Investment & Speculation --- Banking --- Financial Management & Planning --- Finance - General --- Managerial accounting. --- Value analysis (Cost control) --- Value engineering --- Management accounting --- Finance. --- Management. --- Leadership. --- Finance, general. --- Business Strategy/Leadership. --- Cost control --- Cost effectiveness --- Industrial engineering --- Accounting --- Administration --- Industrial relations --- Organization --- Ability --- Command of troops --- Followership --- Funding --- Funds --- Economics --- Currency question

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The innovative and unique feature of this book is that it does not contain theoretical concept that cannot be translated into practice. The model which introduces this volume sets the stage for addressing the major phases of the strategic management process: environmental analysis, strategy formulation and development, strategy evaluation and control. Its conceptual and operational structure is described in the first part, together with a practically oriented definition of strategy, and a brief discussion of the logic and benefits of the judgmental modeling approach to decision making. The second part critically addresses the classical approaches to the analysis of the external and internal environmental factors, which have an impact on the “functioning” of the basic model, i.e. the structural characteristics of the industry context, and the companies’ technical, organizational, financial, and human resources, including the translation into operational models of otherwise rather theoretical concepts.

Industrial management. --- Strategic planning. --- Strategic planning --- Business planning --- Management --- Business & Economics --- Management Theory --- Goal setting (Strategic planning) --- Planning, Strategic --- Strategic intent (Strategic planning) --- Strategic management --- Business. --- Management science. --- Management. --- Leadership. --- Business and Management. --- Business Strategy/Leadership. --- Business and Management, general. --- Ability --- Command of troops --- Followership --- Administration --- Industrial relations --- Organization --- Quantitative business analysis --- Problem solving --- Operations research --- Statistical decision --- Trade --- Economics --- Commerce --- Industrial management --- Planning

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Business management --- management --- bedrijfskunde --- handelswetenschappen

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Business management --- management --- bedrijfskunde --- handelswetenschappen