Table of Contents

Acknowledgments Introduction: The Value Imperative PART 1: MANAGING VALUE 1. The Governing Objective 2. The Potential for Value Creation 3. Value Based Management PART 2: VALUE CREATION 4. Linking Market and Management Values 5. Financial Determinants of Value Creation 6. Strategic Determinants of Value Creation PART 3: CREATING HIGHER-VALUE STRATEGIES 7. The Strategic Position Assessment 8. Competitive Strategy 9. Participation Strategy 10. Corporate Strategy PART 4: CREATING A HIGHER-VALUE ORGANIZATION 11. Institutional Value Drivers 12. Governance 13. Strategic Planning 14. Resource Allocation 15. Performance Management 16. Top Management Compensation Conclusion: Making Value Creation a Core Competence Appendix A: Valuation Appendix B: Profitability Measurement Notes Glossary Bibliography Index About the Authors

About the Author

James M. McTaggart is the chairman of Marakon Associates, an international management consulting firm founded in 1978.

Reviews

Brian Pitman Chief Executive, Lloyds Bank Plc Ambitious in intent, meticulous in detail, and penetrating in analysis. Anyone who is serious about creating shareholder value will benefit from it. John H. Dasburg President and CEO, Northwest Airlines The authors have uniquely balanced rigorous thinking with practical thinking. The result is a handbook on value creation. It is essential reading for business, labor, and government. Anthony J. Carbone Group Vice President, The Dow Chemical Company Makes a compelling case for focusing on value creation at every level within the organization. This book goes beyond concept and theory by offering actionable plans to drive implementation. Sir James Blyth Chief Executive, The Boots Company Plc This impressive new book lays out the framework for value creation with clarity and conviction. I have no hesitation in recommending this book to fellow chief executives.