Harvard Business Review

JULY 25, 2017

While MROI is not usually public information, managers can use published financial statement data to estimate MROI for a competitor. Some companies establish a threshold for MROI that takes into account its risk tolerance and cost of capital, below which they are hesitant to make investments. Holding themselves accountable.

ROI 8

ROI Marketing Marketing Mix Short-term 8

Harvard Business Review

APRIL 23, 2015

“These ideas are more than 30 years old,” managers complain. The basic principles are: If you want to earn above the cost of capital (if you want to create value), you must get a higher return on your efforts than the average competitor. Another example comes from the restaurant industry.

Strategy 8

Strategy Porter Price Cost of Capital 8

Harvard Business Review

APRIL 16, 2012

For example, a market downturn is a great time to repurchase stock or to introduce a new marketing campaign against weakened competitors. Strategic cash provides protection against downsides (such as disruptive technologies, economic recessions, and market turmoil) and also offers the opportunity to capture upsides.

Company 13

Company Cost of Capital Finance Long-term 13

Harvard Business Review

OCTOBER 10, 2017

For any business to succeed over the long term, it must earn a return that exceeds its cost of capital. That’s why good managers put so much focus on measuring and managing return on investment (ROI) as a basic operational practice. Here are four things leaders can do. Don’t Get Trapped in Your P&L.

Innovation 8

Innovation P&L ROI Long-term 8

Harvard Business Review

FEBRUARY 2, 2012

An example was a discussion session of tired-looking European finance ministers, defensive and elusive about the speed of acting on the Euro crisis. Rather, their biggest barrier by far (about 85% of the time) relates to the internal complexity of their organizations and the management of their energy against that.

Competitive Advantage 14

Competitive Advantage Porter Goleman Emotional Intelligence 14

Harvard Business Review

FEBRUARY 7, 2011

Take baseball hitting statistics as an example. For example, believers assert that a streak of successful shots in basketball occurs because a player who has made her most recent shot is more likely to make her next shot (she has a hot hand). One prominent example is the use of employee stock options (ESOs). 400-plus or sub-.200.

Skills 15

Skills ROIC Sports Cost of Capital 15

Harvard Business Review

MAY 4, 2012

Although the empirical evidence is mixed, this argument has intuitive logic: Because investors abhor uncertainty, knowing management's expectations is a valuable data point that can strengthen their confidence in the investment. FD) constraints.

CFO 11

CFO Metrics Price Depreciation 11

Harvard Business Review

APRIL 9, 2015

But before anyone writes a check, you need to calculate the return on investment (ROI) by comparing the expected benefits with the costs. Analyzing ROI isn’t always as simple as it sounds and there’s one mistake that many managers make: confusing cash and profit. Financial analysis Project management'

ROI 8

ROI Analysis Rate of Return Net Present Value 8

Harvard Business Review

OCTOBER 3, 2011

Critics imply that managing for shareholder value is all about maximizing the short-term stock price. Companies that manage for shareholder value, the thinking goes, do whatever it takes to engineer an ever-higher market price. Take M&A as an example. For example, if the shares are undervalued, management can buy back shares.

Short-term 11

Short-term Long-term Price CEO 11

Harvard Business Review

JUNE 22, 2015

“It’s one of the more popular ways that managers calculate marketing ROI,” says Avery, pointing out that other common ones include calculating the investment payback period, calculating an internal rate of return, and using net present value analysis. How do you calculate it? BEQ = 200 units. It will not breakeven.

Payback Period 8

Payback Period Fixed Costs Analysis Price 8

Harvard Business Review

MARCH 31, 2015

While consumers are rightfully worried that their personal information may be compromised, shareholders and companies’ management have a wider set of concerns, including loss of intellectual property, operational disruption, decreased customer trust, tarnished brand, and loss of investor commitment.

Price 8

Price Long-term Banking Short-term 8

Harvard Business Review

AUGUST 21, 2015

Take for example, beef. This is the formula for price elasticity of demand: Let’s look at an example. Beef, as discussed above, is an example of a product that is relatively elastic. Gasoline is a good example here because most people need it, so even when prices go up, demand doesn’t change greatly.

Price 8

Price Debt to Equity Ratio Marketing Metrics 8

Harvard Business Review

OCTOBER 21, 2016

These require sophisticated, sustainability-based management. Yet executives are often reluctant to place sustainability core to their company’s business strategy in the mistaken belief that the costs outweigh the benefits. ” Improving risk management. ” Improving risk management.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

MAY 24, 2017

Today’s executives spend a lot of time managing the balance sheet, despite the fact that it doesn’t represent their company’s scarcest resource. Financial capital is relatively abundant and cheap. According to Bain’s Macro Trends Group, the global supply of capital stands at nearly 10 times global GDP.

Human Capital 15

Human Capital Management Company ROCE 15

Harvard Business Review

NOVEMBER 25, 2013

Just 36 percent of CMOs, for example, have quantitatively proven the short-term impact of marketing spend, according to the 2013 CMO Survey (and for demonstrating long-term impact, that figure drops to 32 percent). To date, however, the reality of marketing analytics has fallen short of the promise. Why is this so challenging?

CFO 8

CFO Short-term Long-term Benchmarking 8

Harvard Business Review

FEBRUARY 7, 2017

Companies deliver superior results when executives manage for long-term value creation and resist pressure from analysts and investors to focus excessively on meeting Wall Street’s quarterly earnings expectations. In this case its capital charge is $800 times 8%, or $64. This has long seemed intuitively true to us.

Long-term 8

Long-term EPS Short-term Management 8

Harvard Business Review

SEPTEMBER 8, 2014

The goal of strategy is profitable growth, meaning economic value above the firm’s cost of capital. Hence, the customer-selection criteria of sales managers, and call patterns of sales reps, directly impact the first value-creation lever: which projects the firm invests in. But consider the basics.

Debt to Equity Ratio 10

Debt to Equity Ratio Cost of Capital Strategy Incentives 10

Harvard Business Review

DECEMBER 13, 2017

Investors punish companies with a short-term orientation by applying higher discount rates to them, which increases the cost of capital for those companies. In contrast, companies with a long-term orientation are rewarded with a lower cost of capital, which allows them to afford more innovation—a virtuous cycle.

Short-term 8

Short-term Decentralization Company Trends 8

Harvard Business Review

MAY 25, 2018

” Another is, “How will a company like that ever be managed?” Joint venture deals, for example, actually show returns similar to those of the best acquisitions. Likewise, the airlines have demonstrated that well-constructed alliances can be a powerful way to build market position and capitalize on scale.

Incubator 8

Incubator Insurance Cost of Capital Competitive Advantage 8

Harvard Business Review

SEPTEMBER 26, 2016

“Stakeholder theory” or “triple-bottom-line thinking” will just leave management dazed and confused because it is unclear how these multiple objectives should be traded off. But organizations have to deal with competing priorities all the time.

Objective 8

Objective Cost of Capital Bottom-up Environment 8

Harvard Business Review

APRIL 2, 2014

Others, most notably money managers and former Fama students Cliff Asness and John Liew in an epic Institutional Investor article , have done a lot recent to clarify how Fama’s ideas and Shiller’s can at least co-exist peacefully. It is used in the more technical end of the financial industry, for example in derivatives valuation.

CAPM 8

CAPM Discount Price Finance 8

Strategy Driven

SEPTEMBER 9, 2011

The logic of NPV is to project cash flows into the future and then discount those flows back into today’s dollars at a given cost of capital. Yet for the small handful of companies that have managed to drive growth consistently – even through tough times – the payoff is great. How do they do it?

Innovation 50

Innovation NPV Business Model Constraint 50

Harvard Business Review

MARCH 1, 2017

By reducing transaction costs among all participants in the economy, blockchain supports models of peer-to-peer mass collaboration that could make many of our existing organizational forms redundant. For example, consider how new business ventures access growth capital. ” Others are sure to follow suit.

Finance 8

Finance IPO Banking Venture Capitalist 8