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Valuation of the Liability Structure by Real Options explains how the real options method works in conjunction with traditional methods. --
The valuation of the liability structure can be determined by real options because the shares of a company can be regarded as similar to the purchase of a financial call option. Therefore, from this perspective, debt can be viewed as the sale of a financial put option. As a result, financial analysts are able to establish different valuations of a company, according to these two financing methods. Valuation of the Liability Structure by Real Options explains how the real options method works in conjunction with traditional methods. This innovative approach is particularly suited to the valuation of companies in industries where an underlying asset has high volatility (such as the mining or oil industries) or where research and development costs are high (for example, the pharmaceutical industry). Integration of the economic value of net debt (rather than the accounting value) and integration of the asset volatility are the main advantages of this approach.
The book is a collective work by a number of leading scientists, analysts, engineers, mathematicians and statisticians who have been working at the forefront of data analysis and related applications, arising from data science, operations research, engineering, machine learning or statistics. The chapters of this collaborative work represent a cross-section of current research interests in the above scientific areas. The collected material has been divided into appropriate sections to provide the reader with both theoretical and applied information on data analysis methods, models and techniques, along with appropriate applications. The published data analysis methodology includes the updated state-of-the-art rapidly developed theory and applications of data expansion, both of which go through outstanding changes nowadays. New approaches are expected to deliver and have been developed, including Artificial Intelligence.
In the same way as there are many futures, not just one, there are many ways to conceive and practice foresight. The challenge of the great turning point of our civilization is to free ourselves from our prejudices in order to imagine and build desirable futures. The process is, by nature, ethical and prospective. In a complex, uncertain and geopolitically transforming world, we must be open to the diversity of cultures and the different perceptions of the future. This requires us to reflect on the purpose and means of our societies. Futures proposes different cultural and ethical views on civilizational transformation by offering a rare, transnational panorama of the visions of the future in a European, American and Chinese context. Through numerous examples, this book illustrates how foresight is practiced and what this can achieve in strategic terms.
Digital transformation has shaped a new landscape for companies and their customers, offering companies a wealth of data with which to develop customer knowledge. However, this evolution is just one of many transformations in customer marketing within an increasingly complex reality, thrown into turmoil by environmental and social changes. New frontiers in customer relations strategies are thus being drawn, some in new territories grounded in efforts to preserve scarce resources, while others are built on expectations of social responsibility. These profound societal changes also reveal darker frontiers, where companies have insufficient ethical considerations for vulnerable customers, or merely react to changes in legislation. New Frontiers of Customer Strategy offers practitioners, lecturers and students an up-to-date reflection on the role of customer relations now and in the future, to keep pace with environmental, digital, inclusive and ethical issues, as well as organizational governance.
Creativity, whether individual or collective, is often approached without taking into account organizational processes, routines and management systems. However, in today’s constantly changing world, developing creativity at all levels of an organization is the key to developing a continuous flow of innovation and solving complex problems in order to achieve set goals. Organizational Creative Capabilities presents a comprehensive approach to creativity, with a view towards building a genuine organizational capability with the potential to deliver strategic advantages. The book provides an understanding of organizational creative capabilities through methods of openness, slack, socialization, agility, equipment and idea management. It provides keys and examples for developing recurrent, value-creating creativity, and also addresses the question of measuring the performance of creative capabilities.
Our world overwhelms us with more and more data everyday. Yet we need to face many challenges in order to dealwith its complexity – notably to discern the essential from theaccessory, to exploit quality and not quantity, to explore the depth of our knowledge and to produce from it, in a reasoned way, effective ideas to be put into action. A synthesis of a triple experience in industry, pedagogy andacademia, Knowledge and Ideation presents numerous concepts, such as the dematerialized knowledge object, inventive intellectual heritage, inventive potential, and knowledge-based ideation. This book develops and describes applications in the form of case studies while proposing prospects.
Innovation is an essential growth lever for organizations. Like any strategic element, it must be managed to ensure the right decision is made at the right time. When we talk about management, we naturally also consider management control. However, using management tools can be a danger to developing creativity – an essential element of innovation. This book examines the interdependencies between management control and creativity. By comparing two organizational contexts, we highlight the vital role of organizations as generators of creativity. We also underline the acceptance of an imbalance between the elements in tension, which can lead to the questioning and fostering of innovation; and the role of senior management as mediators between organizations and local actors.