{"product_id":"the-ceo-strategy-and-shareholder-value-isbn-9781118119037","title":"The CEO, Strategy, and Shareholder Value","description":"\u003cb\u003eA new look at delivering effective shareholder value from Peter Kontes, a true leader in the world of strategic management\u003c\/b\u003e  \u003cp\u003eIn \u003ci\u003eThe CEO, Strategy, and Shareholder Value,\u003c\/i\u003e Peter Kontes, a true leader in the strategic management field, outlines the key to creating and growing shareholder value. The proper focus, contends Kontes, is in using quantitative measurements as guideposts on the path to success. The book first outlines the basics of the argument Kontes is making. He then briefly covers the five most important areas for business leaders, followed by a more detailed look at each of the focus areas. Finally, Kontes provides readers with a road map to implementing his suggestions.\u003c\/p\u003e \u003cul\u003e \u003cli\u003ePresents an argument for a more holistic approach to delivering shareholder value\u003c\/li\u003e \u003cli\u003eDefines and then elaborates a new approach to strategic management\u003c\/li\u003e \u003cli\u003eWritten by a true thought leader in the field, regularly featured in publications such as \u003ci\u003eFortune\u003c\/i\u003e and \u003ci\u003eBusinessWeek\u003c\/i\u003e\n\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eNever before have business leaders experienced the kind of tough decisions they are being forced to make as the economy undergoes incredibly rapid shifts. The common sense guide to successful leadership, \u003ci\u003eThe CEO, Strategy, and Shareholder Value\u003c\/i\u003e delivers exactly the kind of solid, dynamic advice that will keep your organization moving on an upward path.\u003c\/p\u003e \u003cp\u003ePreface xi\u003c\/p\u003e \u003cp\u003eAcknowledgments xv\u003c\/p\u003e \u003cp\u003eIntroduction xvii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Foundations 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Purpose of Strategy 2\u003c\/p\u003e \u003cp\u003eThe Role of the CEO 4\u003c\/p\u003e \u003cp\u003eFive Choices That Shape Strategy 6\u003c\/p\u003e \u003cp\u003eA Strategic Management Framework 9\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: The Economics of Strategic Management 11\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEconomic Profit 11\u003c\/p\u003e \u003cp\u003eEconomic Profit and Strategy Valuation 13\u003c\/p\u003e \u003cp\u003eThe Financial Drivers of Economic Profit and Equity Value 15\u003c\/p\u003e \u003cp\u003eThe Strategic Drivers of Economic Profit and Equity Value 17\u003c\/p\u003e \u003cp\u003eDealing with Mythology 23\u003c\/p\u003e \u003cp\u003eChapter Summary 29\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Choosing the Right Performance Objectives 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAspirations 32\u003c\/p\u003e \u003cp\u003eBusiness Unit Objectives 34\u003c\/p\u003e \u003cp\u003eCompany Objectives 39\u003c\/p\u003e \u003cp\u003eThe Tyranny of Top-Down Targets 39\u003c\/p\u003e \u003cp\u003eChapter Summary 46\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Making the Right Participation Choices 49\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGeneral Considerations 50\u003c\/p\u003e \u003cp\u003eAssessing Participation Opportunities 51\u003c\/p\u003e \u003cp\u003eOffering Choices 63\u003c\/p\u003e \u003cp\u003eGeographic Market Choices 67\u003c\/p\u003e \u003cp\u003eCustomer Segment Choices 72\u003c\/p\u003e \u003cp\u003eCorporate Participation Choices 75\u003c\/p\u003e \u003cp\u003eChapter Summary 82\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Making the Right Positioning Choices 85\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePositioning Choices and Competitive Advantage 86\u003c\/p\u003e \u003cp\u003eBusiness Models 88\u003c\/p\u003e \u003cp\u003eExecution Capabilities 107\u003c\/p\u003e \u003cp\u003eCorporate Positioning Choices 111\u003c\/p\u003e \u003cp\u003eChapter Summary 122\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Making the Right Organizational Choices 125\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Institutional Imperative 126\u003c\/p\u003e \u003cp\u003eGovernance Practices 128\u003c\/p\u003e \u003cp\u003eExecutive Processes 134\u003c\/p\u003e \u003cp\u003eExecutive Capabilities 151\u003c\/p\u003e \u003cp\u003eChapter Summary 155\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Making the Right Risk Management Choices 157\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eClarifying ‘‘Risk’’ 158\u003c\/p\u003e \u003cp\u003eSetting Risk Thresholds 160\u003c\/p\u003e \u003cp\u003ePortfolio Choices 162\u003c\/p\u003e \u003cp\u003eBalance Sheet Choices 166\u003c\/p\u003e \u003cp\u003eEthical Choices 174\u003c\/p\u003e \u003cp\u003eChapter Summary 181\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Making It Work 183\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eConditions Conducive to Success 183\u003c\/p\u003e \u003cp\u003ePriorities for Change 189\u003c\/p\u003e \u003cp\u003eThe Prize 195\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Summary 198\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix I: Economic Profit Growth, Earnings Growth, and Total Shareholder Returns 201\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Data 201\u003c\/p\u003e \u003cp\u003eThe Analysis 202\u003c\/p\u003e \u003cp\u003eDiscussion of the Results 204\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix II: Economic Profit and Equity Value 207\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eValuation Models 207\u003c\/p\u003e \u003cp\u003eMaximizing Economic Profit Growth versus Maximizing Equity Value 209\u003c\/p\u003e \u003cp\u003eValuation Issues 210\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix III: Economic Profit and Equity Value: Illustration 213\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix IV: Reconsidering the Corporate Center 215\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Need for Change 215\u003c\/p\u003e \u003cp\u003eCreating a New Model of the Center 217\u003c\/p\u003e \u003cp\u003eConclusion 221\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix V: CEO Pay Practices: An Alternative 223\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTypical Package 224\u003c\/p\u003e \u003cp\u003eAn Alternative Approach 224\u003c\/p\u003e \u003cp\u003eIllustrative Compensation Plan 226\u003c\/p\u003e \u003cp\u003eAlerting The Board Early and Often 229\u003c\/p\u003e \u003cp\u003eNotes 231\u003c\/p\u003e \u003cp\u003eIndex 239\u003c\/p\u003e \u003cb\u003ePETER KONTES\u003c\/b\u003e has a long and distinguished career advising chief executives on all aspects of strategic management. Peter was the cofounder and former chief executive of Marakon Associates, a firm cited by \u003ci\u003eFortune\u003c\/i\u003e magazine as \"among the half dozen firms that form the elite of strategy consulting.\" He coauthored a previous book, \u003ci\u003eThe Value Imperative\u003c\/i\u003e. He has been a guest speaker at conferences sponsored by the Economist, Fortune, the London School of Economics, and the World Economic Forum, and has had articles appear in a number of publications including the \u003ci\u003eFinancial Times\u003c\/i\u003e and \u003ci\u003eDirectors \u0026amp; Boards\u003c\/i\u003e. He is currently an Executive-in-Residence at the Yale School of Management and continues consulting independently. He can be contacted at pkontes@greenwichadvisorygroup.com.  \u003cb\u003ePraise for \u003ci\u003eThe CEO, Strategy, and Shareholder Value\u003c\/i\u003e\u003c\/b\u003e  \u003cp\u003e\"Peter Kontes presents a clear-eyed framework for making the top management decisions that have a large and lasting impact on company performance. If your schedule only allows you time to read a few books a year, this should be one of them.\"\u003cbr\u003e —\u003cb\u003eJames E. (Jes) Staley\u003c\/b\u003e, CEO, J.P. Morgan Investment Bank\u003c\/p\u003e \u003cp\u003e\"This is a first-class book that can make a difference in achieving results.\"\u003cbr\u003e —\u003cb\u003eJim Kilts\u003c\/b\u003e, former chairman and CEO, The Gillette Company\u003c\/p\u003e \u003cp\u003e\"Peter Kontes has written a masterful and eminently readable book that makes clear the real work of the CEO. He debunks much of the voodoo that surrounds trendy management and performance concepts. It's a must-read for all who are charged with leadership in these turbulent times.\"\u003cbr\u003e —\u003cb\u003eArthur Martinez\u003c\/b\u003e, former chairman and CEO, Sears, Roebuck and Company\u003c\/p\u003e \u003cp\u003e\"The marriage of theories on leadership, strategy, and finance is long overdue. In this book, Kontes brings these themes together around the principle that growing economic profit over time is, or should be, the common overriding objective of all three. He cogently argues and amply illustrates the pitfalls of conventional business practices across many areas, including target setting, competitive positioning, and capital management. Executives who take the time to read this book will come away with a wealth of ideas for changing these practices and significantly improving the performance of their companies.\"\u003cbr\u003e —\u003cb\u003eStan Garstka\u003c\/b\u003e, Deputy Dean and Professor in the Practice of Management, Yale School of Management\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990182904037,"sku":"NP9781118119037","price":34.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781118119037.jpg?v=1761786821","url":"https:\/\/k12savings.com\/es\/products\/the-ceo-strategy-and-shareholder-value-isbn-9781118119037","provider":"K12savings","version":"1.0","type":"link"}