By Peter Kontes
Compliment for The CEO, procedure, and Shareholder Value"Peter Kontes provides a clear-eyed framework for making the pinnacle administration judgements that experience a wide and lasting impression on corporation functionality. in the event that your agenda in simple terms permits you time to learn a couple of books a 12 months, this could be one in all them."--James E. (Jes) Staley, CEO, JP Morgan funding Bank"This is a first class publication which can make a distinction in achieving results."--Jim Kilts, former chairman and CEO, The Gillette Company"Peter Kontes has written a masterful and eminently readable ebook that makes transparent the true paintings of the CEO. He debunks ... �Read more...
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Additional info for The CEO, strategy, and shareholder value : making the choices that maximize company performance
The central problem with earnings growth is that it can be purchased at any price. If a sustainable $1 increase in earnings per share can be purchased by investing $5 per share, that is probably a good thing. But if that same $1 of earnings per share is purchased by investing $20 per share, that is almost certainly a bad thing. 10, three companies with identical earnings growth performance are compared to drive home this point. In this example, each of the companies achieved its goal of growing earnings at 15 percent per year for five years.
Three problems in particular are common in most companies: measurement, motivation, and markets. Measurement Most resource allocation decisions take place at the business unit level and below, within product lines, customer groups, and geographic markets. But making good estimates of equity values at these levels is not always easy. The calculations themselves can be complex, and valuation efforts can quickly degenerate into resolving methodological rather than commercial issues. Essentially, conducting full-blown present value calculations in order to determine the best options for, say, increasing penetration into a customer segment is often impractical.
The strategic challenge for Wahoo’s management is to determine whether an entirely different business model could raise the unit’s performance to at least that level. PopulAir is a commuter airline that is competitively advantaged but still not EP positive or value creating for shareholders. Like Wahoo, it earns an ROE of just 8 percent, but the PopulAir management is clearly doing a much better job of making the best of a bad situation. PopulAir’s product-market economics are very poor, with an average ROE of just 7 percent, so to earn a positive EP requires not just any competitive advantage but a huge competitive advantage similar to the position Shop Smart is in.