Outperform with Expectations-Based Management

CEOs and managers live and die by delivering superior performance to shareholders. This is why expectations-based management has been developed. Outperform with Expectations-Based Management (EBM) introduces a revolutionary new performance metric that links performance standards, performance measurement, and the achievement of performance. It's easy to say that if a CEO can get performance measurement right, then performance improvement will follow. But what is the "e;right"e; measure of performance, and how do you use it to improve performance? Authors Tom Copeland and Aaron Dolgoff answer these questions and many more, as they show you how to find the measure of performance that has the strongest link to the creation of wealth for the owners of both public and private companies. They answer the puzzle of why growth in earnings is not correlated with shareholder returns and explain the under- and over-investment traps. And they explain how clear communications to investors and managers alike improve value. The bottom line is that share prices go up when companies exceed expectations -- short-term and long-term -- of income statement and balance sheet performance and daily operating value drivers. Gain a complete understanding of EBM and discover how to do this, and much more, while staying competitive in an unforgiving business environment.

CEOs and managers live and die by delivering superior performanceto shareholders. This is why expectations-based management has beendeveloped. Outperform with Expectations-Based Management(EBM) introduces a revolutionary new performance metric that linksperformance standards, performance measurement, and the achievementof performance.It's easy to say that if a CEO can get performance measurementright, then performance improvement will follow. But what is the"right" measure of performance, and how do you use it to improveperformance? Authors Tom Copeland and Aaron Dolgoff answer thesequestions and many more, as they show you how to find the measureof performance that has the strongest link to the creation ofwealth for the owners of both public and private companies. Theyanswer the puzzle of why growth in earnings is not correlated withshareholder returns and explain the under- and over-investmenttraps. And they explain how clear communications to investors andmanagers alike improve value.The bottom line is that share prices go up when companies exceedexpectations -- short-term and long-term -- of income statement andbalance sheet performance and daily operating value drivers. Gain acomplete understanding of EBM and discover how to do this, and muchmore, while staying competitive in an unforgiving businessenvironment.

Preface.Dedications and Acknowledgments.PART I: MEASURINGPERFORMANCE.Chapter 1: The Right Objective, Strategy, and Metric.Chapter 2: Expectations Count: The Evidence.PART II: MANAGERIALIMPLICATIONS.Chapter 3: Management of Existing Businesses.Chapter 4: New Investment and Business Mix Decisions.Chapter 5: What About the WACC?Chapter 6: Capital Efficiency.Chapter 7: Reverse Engineer the Value of Your Firm.Chapter 8: Investor Relations.Chapter 9: Incentive Design.Chapter 10: Implementing an EBM System.PART III: OTHER POINTSOF VIEW.Chapter 11: Investor Relations: Understanding theInvestor's Perspective.Chapter 12: Comparison of Value-Based Management Systems.Chapter 13: Expectations, Noise, and Public Policy.Chapter 14: Summary and Conclusions.References.Index.