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Abstract: In a first step, this ERP derives the theoretical necessity to provide voluntary strategic and non-financial Information. It is argued that companies are an integral part of a common environment and society, acting in a framework of interdependent relationships. A company is more and more seen as a community of interests of different groups, and it can only act in an optimal way if the demands of all groups are taken into account and its behaviour is adjusted accordingly. In this context, interest groups' demands for company Information depend an the possibilities of improvements in decision making or monitoring that arise with its use, which in turn is mainly determined by the potential of Information to reduce uncertainty in the areas of interest. For external decision-makers, uncertainty often arises from sources about which conservative company statements provide little insight. Due to the traditional, finance-oriented concept of disclosure, this is particularly true for strategic and non-financial aspects. Related additional Information that is voluntarily provided can considerably reduce uncertainty, even more so as part of audited statements. Conventional financial reporting and existing disclosure requirements will generally not nearly satisfy those information needs of user groups. Any economic action, though, should only be taken if related benefits are exceeding related costs. This priority of economicalness also holds for companies' production, processing and disclosure of Information. Therefore, it is necessary to consider as detailed as possible potential opportunities and disadvantages for voluntarily disclosing company Information both an and outside capital markets. This is done in a second major part of the present work. First, voluntary disclosure can potentially affect share prices and thereby the market value of the firm, markets not being strong-form efficient. So, by giving company Information, a higher market value can directly be induced, thereby potentially lowering the cost of capital which, for example, improves the company's competitive position in the battle for cheap additional financing. [...]
This book provides a step-by-step approach to all of the essential elements of strategy. It outlines a 21-step approach, with a 30+ slide strategy presentation for readers to apply themselves. By following the examples in the book, the reader will be able to construct a world-class strategy and to present it in an effective manner. The approach integrates diagnosis, design, and implementation into one seamless flow from insight to action.
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Macroeconomic turbulence and volatility in financial markets can fatally affect firm's performance. Very few firms make serious attempts to inform market participants and other outsider stakeholders about the impact of macroeconomic fluctuations--manifested as changes in exchange rates, interest rates, inflation rates and stock market returns-- on performance. These stakeholders, as well as financial analysts, must make their own assessments but they generally lack both the required tools and the information to do so. Worse, top management in most firms do not themselves possess the tools to identify whether a change in performance represents a change in the firm's intrinsic competitiveness or a reflection of macroeconomic conditions outside their influence. Corporate Decision-Making with Macroeconomic Uncertainty: Performance and Risk Management develops and presents in an easily comprehensible way the essential elements of a corporate strategy for managing uncertainty in the macroeconomic environment. This Macroeconomic Uncertainty Strategy, or MUST, enhances firm value by allowing management and external stakeholders to become better informed about the development of corporate competitiveness in a turbulent macroeconomic environment. The MUST also provides guidelines for how to develop a successful risk management program. This research based book includes methods to identify the impact of macroeconomic fluctuations on cash flows and value, to develop strategies for macroeconomic risk management, to provide informative reports to external stakeholders, to evaluate the relative performance of subsidiaries and business units in multinational companies, and to evaluate performance for purposes of setting executive compensation and of fulfilling the due diligence requirements in an M & A context. The authors' use of value-based management, various performance measurements, the concept of real options, and risk management from the perspective of shareholder wealth maximization, makes the book rich and compelling. They address researchers and students in the field of international business, finance and corporate governance. On the business side, executives with strategic responsibilities, chief financial officers, and bankers who analyze corporate performance and give advice on risk management will benefit from reading this book.
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Turner Publishing proudly presents a fully-updated edition of The Nonprofit Strategy Revolution FINALIST, Ben Franklin Awards, Independent Book Publishers Association, Business Category The world changes continuously and rapidly. It’s foolhardy to believe that strategies should not do so as well. Nonprofit leaders already know this, but traditional strategic planning has locked them into a process that’s divorced from today’s reality. That’s why plans sit on the shelf and why smart executives are always seeking workarounds in between planning periods. The Nonprofit Strategy Revolution offers a nimble and powerful alternative. In this groundbreaking book, strategy expert David La Piana introduces “Real-Time Strategic Planning,” a fluid, organic process that engages staff and board in a program of systematic readiness and continuous responsiveness. With it, your nonprofit will be able to identify, understand, and act on challenges and opportunities as they arise. At the heart of this practical book is the Real-Time Strategic Planning Cycle. Based on four years of research and testing with a variety of nonprofits, this proven process guides you through the steps to sound strategy. You’ll find tools for clarifying your competitive advantage; generating a strategy screen—criteria for evaluating strategies to be able to respond quickly; handling big questions; developing and testing strategies; and implementing and adapting strategies. This useful guide also includes exhibits and case examples showing how concepts play out in real-life; a total of 27 tools—10 of which are essential for forming strategies; Theory to Action sidebars telling you which tool to use for a given task; and a link to downloadable content with all the tools and interactive worksheets you’ll need, as well as a Facilitator’s Guide to Real-Time Strategic Planning that gives you everything you need: the day’s agenda, instructions for preparing flip charts, prework to be done, handouts, and worksheets. Use The Nonprofit Strategy Revolution and get the clarity and direction you need for maximum mission success.