Title: CREATING SHAREHOLDER VALUE DURING ECONOMY DOWNTURN WITH VBM TOOLS AND STRATEGIES
1CREATING SHAREHOLDER VALUE DURING ECONOMY
DOWNTURN WITH VBM TOOLS AND STRATEGIES
2Creating Shareholder Value
Introduction
Themes
- Owners of invested capital
- Stewards of invested capital
- Adapting to economic paradigms of the 21st
Century - The role of finance in determining shareholder
value - Cost leadership strategy and supporting tactics
3Owners of Invested Capital- The Shareholders
4Creating Shareholder Value
Owners of Invested Capital
What does ownership mean?
- Shrinking competitive advantage periods (CAPs)
means that an investor has to understand - The dynamics of organizational change
- The mental models that owners need to have to
keep up - with change
5Creating Shareholder Value
Owners of Invested Capital
Competences that owners need
- Owners must demonstrate
- Rational allocation of capital
- Reduction of fundamental business risks
- Develop systems thinking based on feedback loops
6Creating Shareholder Value
Owners of Invested Capital
Two fundamentally different ways of managing risk
Source Ownership and Value Creation by Rolf H.
Carlsson
7Creating Shareholder Value
Owners of Invested Capital
Different ways of reducing / eliminating
business-related risk
Source Ownership and Value Creation by Rolf H.
Carlsson
8Stewards of Invested Capital- The Corporate
Managers
9Creating Shareholder Value
Stewards of Invested Capital
Why is CEO performance difficult to measure?
- Two major differences between CEOs and other
employees -
- Standards for measuring CEOs performance are
easy to - manipulate, makes a CEOs performance harder to
measure - Relations between CEOs and board of directors
are very - congenial
10Creating Shareholder Value
Stewards of Invested Capital
Long term must be balanced with the short term
- Short term imperatives have forced CEOs to
- Meet the quarterly numbers
- Have a wrong implicit valuation model
- Disjointed the interests of shareholders from
those of other stakeholders -
11Creating Shareholder Value
Stewards of Invested Capital
Valuation model
Financial Statements
Managerial Skill
Feedback
Valuation Model
- Vision
- System Efficiency
- Innovative Environment
- Adaptability
- Learning Organisation
Feedback
Business Unit Measurements
Feedback
Stock Price
- Integration of Control Variables and Accounting
Data - Valuation/ Resource Allocation
Accounting Results
- Tangible Assets
- Intangibles
Control Variables
- Business Processes
- Employee Satisfaction
- Customer Satisfaction
12Adapting to economic paradigms of the 21st century
13Creating Shareholder Value
Adapting to 21st century economic paradigms
The Upside Down Corporation
Sales Push Focus
Customer Pull Focus
BRAND CAPITAL
Production Focus
Customer Focus
HUMAN CAPITAL
High (Work in Progress,Finished Goods
Low (Direct Delivery)
Outsourcing Network
WORKING CAPITAL
High (Ownership of Production
Low (Outsourcing)
PHYSICAL CAPITAL
Traditional Business Structure
E Business Structure
Source Meta Capitalism
14Creating Shareholder Value
Adapting to 21st century economic paradigms
Economic Paradigms of the 20th and 21st Centuries
15Creating Shareholder Value
Adapting to 21st century economic paradigms
Industry Clockspeeds
16Creating Shareholder Value
Adapting to 21st century economic paradigms
Industry Clockspeeds
17Creating Shareholder Value
Adapting to 21st century economic paradigms
Industry Clockspeeds
Source Charles Fine, Clockspeed
18The role of Finance in Determining Shareholder
Value
19Creating Shareholder Value
Using Finance to Determine Shareholder Value
What remains of his profits after deducting
interest on his capital at the current rate may
be called his earnings at undertaking or
management. - Alfred Marshall
A
20Creating Shareholder Value
Using Finance to Determine Shareholder Value
The calculation of economic profit
The basic ingredients in the Economic Profit
calculation EP NOPAT - Capital
ChargeWhereRevenueLessProduction /
Operating ExpensesLessUnlevered Taxes
EqualsNOPAT Capital Charge Capital
wacc
21Creating Shareholder Value
Using Finance to Determine Shareholder Value
Determining Wealth Creators
NPV Present value of expected EP, thus Wealth
Creator NPVgt0, EPgt0, RROCgt0 Wealth
Neutrality NPV0, EP0, RROC0 Wealth Waster
NPVlt0, EPlt0, RROClt0
RROC ROIC - wacc
22Creating Shareholder Value
Using Finance to Determine Shareholder Value
Determining Wealth Creators
V C NPV V/C 1 NPV/C 1
PV of Expected EP/C
Key NPV Net Present Value C Book Capital /
Invested Capital PV Present Value V Corporate
Value EP Economic Profit
23Creating Shareholder Value
Using Finance to Determine Shareholder Value
Determining Wealth Creators
24Creating Shareholder Value
Using Finance to Determine Shareholder Value
Criteria for capital commitment
Source James L Grant James A Abate, Focus on
Value
25Creating Shareholder Value
Using Finance to Determine Shareholder Value
Excess Returns Relative to Capital Growth
RateEconomically Profitable Reinvestment
Source James L Grant James A Abate,Focus on
Value
26Creating Shareholder Value
Creating Shareholder Value
Using Finance to Determine Shareholder Value
Questions Shareholders Ask..
- Is the company a major force in a growing market?
- Is the company holding or increasing its shares
on those segments? - Is it resulting in increasing cash flows?
- Is the cash flow being used in a wise manner?
- Does the management walk the talk?
27Cost Leadership and Supporting Tactics
28Creating Shareholder Value
Cost Leadership and Supporting Tactics
Sales Growth Rate
- Maintain competitive prices
- Pursue market share opportunities to gain scale
economies in production and distribution
29Creating Shareholder Value
Cost Leadership and Supporting Tactics
Operating Profit Margin
- Achieve relevant economies of scale
- Introduce mechanisms to improve rate of learning
- Search for cost reducing linkages with suppliers
- Eliminate overhead that does not add value to the
product
30Creating Shareholder Value
Cost Leadership and Supporting Tactics
Working Capital Investment
- Minimise cash balance
- Reduce accounts receivables
- Minimise inventory without impairing customer
service
31Creating Shareholder Value
Cost Leadership and Supporting Tactics
Fixed Capital Investment
- Promote policies to increase utilization of fixed
assets - Obtain productivity-increasing assets
- Sell unused fixed assets
- Obtain assets at least cost, e.g. lease versus
purchase
32Creating Shareholder Value
Cost Leadership and Supporting Tactics
Cost of Capital
- Target an optimal capital structure
- Select least-cost debt and equity instruments
- Reduce business risk factors in manner consistent
with strategy
Source Alfred Rappaport, Creating Shareholder
Value
33Thank You