Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010201711 | HG4028.V3 Y68 2001 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
Economic Value Added (EVA) and Value Based Management (VBM) are today's hottest management buzzwords. But written information has often been biased and clouded by the authors' hidden agendas. EVA and Value-Based Management is the first book to unflinchingly discuss the pros and cons of EVA and VBM. Covering both implementation and conceptual issues, with a strong emphasis on performance measurement, value drivers, and management compensation, it allows readers to come to their own informed conclusions.
Author Notes
S. David Young, Ph.D., is a professor at INSEAD, one of the world's leading graduate business schools. A consultant on EVA and value-based management for several American, European, and Asian companies, Dr. Young's research has appeared in many academic and professional journals. He can be reached at david-young@insead.fr.Stephen F. O'Byrne is president and co-founder of Shareholder Value Advisors Inc., a consulting firm that helps companies increase shareholder value through better performance measurement, incentive compensation, and valuation analysis. Byrne is a former senior vice president at Stern Stewart & Co., and his articles have appeared in a wide variety of journals. He can be reached at sobyrne@bellatlantic.net.
Table of Contents
| Part 1 Understanding EVA |
| The Shareholder Value Revolution |
| Value Creation and Economic Value Added |
| Implementing EVA |
| Management Compensation |
| Making It Work: The Technical Side of EVA |
| The Cost of Capital |
| EVA |
| Value Drivers |
| Management Compensation Revisited |
| The Metric Wars: EVA versus Cashflow Return on Investment |
| Understanding the Metric Wars |
| Part 3 Conclusions |
| Lessons Learned, and the Future of Economic Value Added |
