LEADER 06521nam 2200841Ia 450 001 9910824599503321 005 20200520144314.0 010 $a9781119207924 010 $a1119207924 010 $a9781118510902 010 $a1118510909 010 $a9781118510896 010 $a1118510895 035 $a(CKB)2550000001094865 035 $a(EBL)1216290 035 $a(OCoLC)851972222 035 $a(SSID)ssj0000915380 035 $a(PQKBManifestationID)11570827 035 $a(PQKBTitleCode)TC0000915380 035 $a(PQKBWorkID)10868659 035 $a(PQKB)10559100 035 $a(DLC) 2013020502 035 $a(Au-PeEL)EBL1216290 035 $a(CaPaEBR)ebr10722523 035 $a(CaONFJC)MIL501775 035 $a(OCoLC)844074319 035 $a(CaSebORM)9781118510902 035 $a(MiAaPQ)EBC1216290 035 $a(PPN)261417460 035 $a(OCoLC)858807139 035 $a(OCoLC)ocn858807139 035 $a(OCoLC)953668678 035 $a(FINmELB)ELB178147 035 $a(EXLCZ)992550000001094865 100 $a20130517d2013 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe blue line imperative $ewhat managing for value really means /$fKevin Kaiser and S. David Young 205 $a1st edition 210 $aChichester, West Sussex, United Kingdom $cJohn Wiley and Sons, Inc$d[2013] 215 $a1 online resource (322 p.) 300 $aIncludes index. 311 08$a9781118510889 311 08$a1118510887 311 08$a9781299705241 311 08$a1299705243 320 $aIncludes bibliographical references and index. 327 $aCover; Title page; Copyright page; Contents; Dedication; Preface; Acknowledgments; Chapter One: What Is Value?; We Want Our Stuff; Centuries of Subsistence; A Matter of Power; The Rise of the Consumer; Chapter Two: The Global Capital Market; How Capital Markets Help Us Get Our Stuff; Making Balance of Lopsidedness; But Who Decides Which Projects See the Light of Day?; The Downside: Agency Costs; In the Best Systems, No One is in Charge; The Relationship Problem; Bacteria, Crowds, and the Markets; Chapter Three: The Opportunity Cost of Capital; Fooling Nature 327 $aSo How Do We Make the Right Guesses in the World of Business?A Matter of Risk; The Premium; Summary; 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; It isn't Price; Getting at an Idea of Value; Free Cash Flow; Net Present Value: Discounting the Expected Future Free Cash Flows at the Opportunity Cost of Capital; Getting the Right Cash Flows: Modigliani and Miller 327 $aWhat about Weighted-Average Cost of Capital?Chapter Five: Blue Line Management; Value Creation and the Blue Line; Seeing the Blue Line; The Curse of the Red Line; The Problem with Indicators; A Blue Line Approach to Key Performance Indicators; Getting Indicators and Value Drivers Straight; When Red is Blue; Chapter Six: Shifting to Blue; The Indicator Illusion; Goodhart's Law; What Gets Measured Gets Managed (1); What Gets Measured Gets Managed (2); What Gets Measured Gets Managed (3); What Gets Measured Gets Managed (4); Chapter Seven: The Hazard of Growth; Competitive Advantage 327 $aGrowth Versus Value Value-Destroying Growth: A Cautionary Tale; If Growth is So Bad, Why are Companies Obsessed with It?; The Problem with Executive Pay; Chapter Eight: Creating a Blue Line Culture; The Three Pillars; Fair Process; The Perils of Opinion; Visions, Missions, and the Blue Line; Chapter Nine: Trust and Hierarchy in Blue Line Management; Why Trust Matters; Fairness, Trust, and Information Flow; Getting the Right Information to the Right People, Fast: The Case of Alcoa; Hierarchies and Information Flows; Trust Leads to Quicker Decision-Making and Happier Customers 327 $aThe Future of Hierarchy Chapter Ten: Value and Decision-Making; Value and Physics; Indicators, Data, and the Blue Line Firm; Value-Based Decision-Making in Action; A Brief Digression Regarding Management Consultants; Chapter Eleven: Getting Net Present Value Right; Mechanics and the Definition of Free Cash Flow; The Mechanics of Estimating an Appropriate Discount Rate; Chapter Twelve: Becoming a Blue Line Manager; How can I Become More of a Blue Line Manager?; Design Your Own Blue Line Questions; Identify the Key Value Drivers for Your Business Unit or Department 327 $aAlways Promote Honesty in the Measurement of Key Performance Indicators 330 $a"A groundbreaking guide to making profitable business decisions. Do you wonder why your value initiatives aren't providing the payoff you'd hoped for? Could it be because you've been thinking about value all wrong? According to the authors of this groundbreaking guide, there's a very good chance that you have. Using examples from leading companies worldwide, they explain why every decision a company makes either creates value or detracts from it, and why, if they hope to survive and thrive in today's increasingly competitive global marketplace, company leaders must make value-creation the centrepiece of every business decision. Authors Kaiser and Young have dubbed this approach "Blue-Line Management," (BLM), and in this entertaining, highly accessible book, they delineate BLM principles and practices and show you how to implement them in your company. Explains why the failure to properly define and assess value often makes it difficult for the people who manage businesses to effect long-term success Offers guidelines for making the satisfaction of customer needs and wants--i.e. value creation--the driver of all business activities The authors are respected academics at INSEAD, the world's largest and most respected graduate business school, with campuses in Europe, Asia and the Middle East "--$cProvided by publisher. 606 $aManagement 606 $aValue 606 $aStrategic planning 615 0$aManagement. 615 0$aValue. 615 0$aStrategic planning. 676 $a658.4/01 686 $aBUS041000$2bisacsh 700 $aKaiser$b Kevin$01611041 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910824599503321 996 $aThe blue line imperative$93939064 997 $aUNINA