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10 66 harvard business review | hbr.org t’s become fashionable to blame the pursuit of shareholder value for the ills besetting corporate America: managers and investors obsessed with next quarter’s results, failure to invest in long-term growth, and even the accounting scandals that have grabbed head- lines. When executives destroy the value they are sup- posed to be creating, they almost always claim that stock market pressure made them do it. The reality is that the shareholder value principle has not failed management; rather, it is management that has betrayed the principle. In the 1990s, for example, many companies introduced stock options as a major compo- nent of executive compensation. The idea was to align the interests of management with those of shareholders. But the generous distribution of options largely failed to mo- tivate value-friendly behavior because their design almost guaranteed that they would produce the opposite result. To start with, relatively short vesting periods, combined with a belief that short-term earnings fuel stock prices, en- couraged executives to manage earnings, exercise their options early, and cash out opportunistically. The com- mon practice of accelerating the vesting date for a CEO’s Companies profess devotion to shareholder value but rarely follow the practices that maximize it. What will it take to make your company a level 10 value creator? by Alfred Rappaport I S IM O N P E M B E R T O N Ways to Create Shareholder Value Y E L M A G C Y A N B L A C K september 2006 67 Te n Wa y s t o C r e a t e S h a r e h o l d e r Va l u e options at retirement added yet another incentive to focus on short-term performance. Of course, these shortcomings were obscured during much of that decade, and corporate governance took a backseat as investors watched stock prices rise at a double- digit clip. The climate changed dramatically in the new millennium, however, as accounting scandals and a steep stock market decline triggered a rash of corporate col- lapses. The ensuing erosion of public trust prompted a swift regulatory response–most notably, the 2002 passage of the Sarbanes-Oxley Act (SOX), which requires compa- nies to institute elaborate internal controls and makes cor- porate executives directly accountable for the accuracy of financial statements. Nonetheless, despite SOX and other measures, the focus on short-term performance persists. In their defense, some executives contend that they have no choice but to adopt a short-term orientation, given that the average holding period for stocks in profes- sionally managed funds has dropped from about seven years in the 1960s to less than one year today. Why con- sider the interests of long-term shareholders when there are none? This reasoning is deeply flawed. What matters is not investor holding periods but rather the market’s val- uation horizon – the number of years of expec.
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Equity Research 16 December 2002 Americas/United States Strategy Investment Strategy Assessing the Magnitude and Sustainability of Value Creation Illustration by Sente Corporation. • Sustainable value creation is of prime interest to investors who seek to anticipate expectations revisions. • This report develops a systematic way to explain the factors behind a company’s economic moat. • We cover industry analysis, firm-specific analysis, and firm interaction. Investors should assume that CSFB is seeking or will seek investment banking or other business from the covered companies. For important disclosure information regarding the Firm's ratings system, valuation methods and potential conflicts of interest, please visit the website at www.csfb.com/researchdisclosures or call +1 (877) 291-2683. research team Michael J. Mauboussin 212 325 3108 [email protected] Kristen Bartholdson 212 325 2788 [email protected] Measuring the Moat 16 December 2002 2 Executive Summary • Sustainable value creation has two dimensions—how much economic profit a company earns and how long it can earn excess returns. Both are of prime interest to investors and corporate executives. • Sustainable value creation is rare. Competitive forces—including innovation—drive returns toward the cost of capital. Investors should be careful about how much they pay for future value creation. • Warren Buffett consistently emphasizes that he wants to buy businesses with prospects for sustainable value creation. He suggests that buying a business is like buying a castle surrounded by a moat—a moat that he wants to be deep and wide to fend off all competition. According to Buffett, economic moats are almost never stable; competitive forces assure that they’re either getting a little bit wider or a little bit narrower every day. This report seeks to develop a systematic way to explain the factors that determine a company’s moat. • Companies and investors use competitive strategy analysis for two very different purposes. Companies try to generate returns above the cost of capital, while investors try to anticipate revisions in expectations for financial performance that enable them to earn returns above their opportunity cost of capital. If a company’s share price already captures its prospects for sustainable value creation, investors should expect to earn a risk-adjusted market return. • Studies suggest that industry factors dictate about 10-20% of the variation of a firm’s economic profitability, and that firm-specific effects represent another 20-40%. So a firm’s strategic positioning has a significant influence on the long-term level of its economic profits. • Industry analysis is the appropriate place to start an investigation into sustainable value creation. We recommend getting a lay of the land—understanding the players, a review of profit pools, and industry stability—followed ...
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Chapter 05(a) financial analysis-ratio and other analysis
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