A groundbreaking guide to making profitable business decisions
Do you wonder why your value initiatives aren't providing the payoff you'd hoped for? Could it be because you've been thinking about value all wrong? According to the authors of this groundbreaking guide, there's a very good chance that you have. Using examples from leading companies worldwide, they explain why every decision a company makes either creates value or detracts from it, and why, if they hope to survive and thrive in today's increasingly competitive global marketplace, company leaders must make value-creation the centrepiece of every business decision. Authors Kaiser and Young have dubbed this approach "Blue-Line Management," (BLM), and in this entertaining, highly accessible book, they delineate BLM principles and practices and show you how to implement them in your company.
Explains why the failure to properly define and assess value often makes it difficult for the people who manage businesses to effect long-term success
Offers guidelines for making the satisfaction of customer needs and wants—i.e. value creation—the driver of all business activities
The authors are respected academics at INSEAD, the world's largest and most respected graduate business school, with campuses in Europe, Asia and the Middle East
Table of contents
- Title page
- Copyright page
- Chapter One: What Is Value?
- Chapter Two: The Global Capital Market
Chapter Three: The Opportunity Cost of Capital
- Fooling Nature
- So How Do We Make the Right Guesses in the World of Business?
- A Matter of Risk
- The Premium
- The Mathematics of the Opportunity Cost of Capital
- How Do I Calculate the Opportunity Cost of Capital for the Investment My Company is Considering?
- So Why isn't the Opportunity Cost of Capital Zero?
- Chapter Four: The Expected Future Free Cash Flows
- Chapter Five: Blue Line Management
- Chapter Six: Shifting to Blue
- Chapter Seven: The Hazard of Growth
- Chapter Eight: Creating a Blue Line Culture
- Chapter Nine: Trust and Hierarchy in Blue Line Management
- Chapter Ten: Value and Decision-Making
- Chapter Eleven: Getting Net Present Value Right
- Chapter Twelve: Becoming a Blue Line Manager
- Appendix: Blue Line Questions
- Title: The Blue Line Imperative: What Managing for Value Really Means
- Release date: August 2013
- Publisher(s): Jossey-Bass
- ISBN: 9781118510889
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