Outperform with Expectations-Based Management: A State-of-the-Art Approach to Creating and Enhancing Shareholder Value
Dedications and Acknowledgments.
PART I: MEASURING PERFORMANCE.
Chapter 1: The Right Objective, Strategy, and Metric.
Chapter 2: Expectations Count: The Evidence.
PART II: MANAGERIAL IMPLICATIONS.
Chapter 3: Management of Existing Businesses.
Chapter 4: New Investment and Business Mix Decisions.
Chapter 5: What About the WACC?
Chapter 6: Capital Efficiency.
Chapter 7: Reverse Engineer the Value of Your Firm.
Chapter 8: Investor Relations.
Chapter 9: Incentive Design.
Chapter 10: Implementing an EBM System.
PART III: OTHER POINTS OF VIEW.
Chapter 11: Investor Relations: Understanding the Investor’s Perspective.
Chapter 12: Comparison of Value-Based Management Systems.
Chapter 13: Expectations, Noise, and Public Policy.
Chapter 14: Summary and Conclusions.
* Documents EBM's outperformance relative to other popular performance metrics, such as economic value added (EVA®). Based on academic studies, EBM is estimated to be 10 times better than other performance metrics with which it was compared.
* Helps you understand the cause/effect relationship between performance and your stock price. Shows that business unit performance is not measured relative to the cost of capital, but rather whether or not actual performance is better than expected.