Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010068102 | HD57.7 C634 2003 | Open Access Book | Book | Searching... |
Searching... | 30000010074258 | HD57.7 C634 2003 | Open Access Book | Advance Management | Searching... |
On Order
Summary
Summary
In Value Leadership, renowned management and investment expert Peter Cohan -- whose 2002 stock picks gained 81percent when the S&P 500 plunged 24 percent-- provides a new and powerful concept of sustainable corporate value. Using his expertise in understanding shareholder value, Cohan offers executives seven management principles that were tested in periods of economic expansion and contraction. These principles are: valuing human relationships, fostering teamwork, experimenting frugally, fulfilling your commitments, fighting complacency, winning through multiple means, and giving to your community. Cohan illustrates these principles by drawing on examples from eight Value Leaders-- Synopsys, WalMart, Goldman Sachs, MBNA, Johnson & Johnson, J. M. Smucker, Southwest Airlines, and Microsoft. Through two recessions, these companies grew 35 percent faster, were 109 percent more profitable, and generated five times more shareholder wealth than their peers.
Author Notes
Peter S. Cohan is president of Peter S. Cohan & Associates, He has written seven books
Reviews 1
Booklist Review
There is at least one truth in business: once a year, a consultant will draw a new road map to success. Now it's the turn of Cohan ( The Technology Leaders 1997), who has developed a formula called Value Leadership, based on seven humane principles from treating people with respect to giving to the community. Eight companies meeting these criteria are used as examples, with specific deeds singled out: Goldman Sachs for its insistence on the importance of teamwork, starting with pre-MBA recruitment; Microsoft, for its struggle to control the spread of AIDS in Botswana (in tandem with Merck); and 3M, for devoting 15 percent to research and development. In arguing that all corporate good deeds and values are rewarded, Cohan links his research to financial performance. Who says common sense doesn't pay? --Barbara Jacobs Copyright 2003 Booklist
Table of Contents
| Introduction: What Is Value Leadership? | p. 1 |
| 1 Where Do You Stand? (Start with the Value Quotient) | p. 25 |
| 2 People Matter (Value Human Relationships) | p. 53 |
| 3 Two Heads Are Better Than One (Foster Teamwork) | p. 81 |
| 4 Growth Matters (Experiment Frugally) | p. 107 |
| 5 Trust Is Vital (Fulfill Your Commitments) | p. 137 |
| 6 Success Can Breed Failure (Fight Complacency) | p. 165 |
| 7 Profit Is Vital (Win Through Multiple Means) | p. 189 |
| 8 Doing Good Matters (Give to Your Community) | p. 221 |
| 9 Actions Speak Louder Than Words (Instill Value Leadership in Executives, Investors, and Policymakers) | p. 253 |
| Appendix Selection and Value Quotient Analysis of Value Leaders | p. 275 |
| Notes | p. 291 |
| Acknowledgments | p. 302 |
| The Author | p. 304 |
| Index | p. 307 |
