Books : Search |
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Books : Search |
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Harvard Business Review on Mergers & Acquisitions»rank: 94334by: Dennis Carey, Robert J. Aiello, Michael D. Watkins, Robert G. Eccles, Alfred Rappaport
: :Almost every day the papers report another merger, buyout, or joint venture. It's difficult enough to keep track of who owns which company, but it's even more difficult to know if your own company should join in the game. From valuation to integration, this collection helps managers think through what such a strategic move would mean for their organizations. The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, here are the ... |
Expectations Investing: Reading Stock Prices for Better Returns»rank: 98245by: Alfred Rappaport, Michael J. Mauboussin
: :Highly practical, this book provides a strategic framework and corresponding tools for using price-implied expectations. Softcover. |
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Creating Shareholder Value: A Guide for Managers and Investors»rank: 383335by: Alfred Rappaport
: : The ultimate test of corporate strategy, the only reliable measure, is whether it creates economic value for shareholders. Now, in this substantially revised and updated edition of his 1986 business classic, Creating Shareholder Value, Alfred Rappaport provides managers and investors with the practical tools needed to generate superior returns. After a decade of downsizings frequently blamed on shareholder value decision making, this book presents a new and indepth assessment of the rationale for shareholder value. Further, Rappaport presents provocative new insights on shareholder value applications to: (1) business planning, (2) performance evaluation, (3) executive compensation, (4) mergers and acquisitions, (5) interpreting stock market signals, and (6) organizational implementation. Readers will be ... |
Stock or Cash? The Trade-Offs for Buyers and Sellers in Mergers and Acquisitions»rank: 1738407by: Alfred Rappaport, Mark L. Sirower
: :In 1988, less than 2% of large deals were paid for entirely in stock; by 1998, that number had risen to 50%. The shift has profound ramifications for shareholders of both the acquiring and acquired companies. In this article, the authors provide a framework and two simple tools to guide boards of both companies through the issues they need to consider when making decisions about how to pay for--and whether to accept--a deal. First an acquirer has to decide whether to finance the deal using stock or pay cash. Second, if the acquirer decides to issue stock, it then must decide whether to offer a fixed value of shares or a fixed ... |
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10 Ways to Create Shareholder Value (Harvard Business Review)»rank: 1738407by: Alfred Rappaport
: :In 1988, less than 2% of large deals were paid for entirely in stock; by 1998, that number had risen to 50%. The shift has profound ramifications for shareholders of both the acquiring and acquired companies. In this article, the authors provide a framework and two simple tools to guide boards of both companies through the issues they need to consider when making decisions about how to pay for--and whether to accept--a deal. First an acquirer has to decide whether to finance the deal using stock or pay cash. Second, if the acquirer decides to issue stock, it then must decide whether to offer a fixed value of shares or a fixed ... |
CFOs and Strategists: Forging a Common Framework»rank: 3288003by: Alfred Rappaport
: :Establishing competitive advantage and creating shareholder value both stem from a common economic framework. The stock market values the long-term productivity of companies. It is not necessary to depart from the shareholder-value model to improve a company's competitive position. Maximum returns for current shareholders will materialize only when managers maximize long-term shareholder value and deliver interim results that attest credibly to sustainable competitive advantage. |
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Creating Shareholder Value»rank: 3144006by: Alfred Rappaport
: :Establishing competitive advantage and creating shareholder value both stem from a common economic framework. The stock market values the long-term productivity of companies. It is not necessary to depart from the shareholder-value model to improve a company's competitive position. Maximum returns for current shareholders will materialize only when managers maximize long-term shareholder value and deliver interim results that attest credibly to sustainable competitive advantage. |
A framework for financial reporting by diversified companies, (NAA research studies in management reporting no. 2)»rank: 3144006by: Alfred Rappaport
: :Establishing competitive advantage and creating shareholder value both stem from a common economic framework. The stock market values the long-term productivity of companies. It is not necessary to depart from the shareholder-value model to improve a company's competitive position. Maximum returns for current shareholders will materialize only when managers maximize long-term shareholder value and deliver interim results that attest credibly to sustainable competitive advantage. |
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A Guide for Managers and Investors, Creating Shareholder Value, Revised and Updated Edition»rank: 3144006by: alfred rappaport
: :revised hardcover edition |
Information for Decision Making»rank: 3144006by: Alfred Rappaport
: :revised hardcover edition |