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Making the compelling business case :decision making techniques for successful business growth /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
杜威分類號:	658.4/03
書名/作者:	Making the compelling business case : : decision making techniques for successful business growth // Wolfgang Messner.
作者:	Messner, Wolfgang,
面頁冊數:	1 online resource.
標題:	Decision making.
標題:	Strategic planning.
標題:	BUSINESS & ECONOMICS / Business Communication / Meetings & Presentations.
標題:	BUSINESS & ECONOMICS / Development / Business Development.
標題:	BUSINESS & ECONOMICS / Industrial Management
標題:	BUSINESS & ECONOMICS / Management Science
標題:	BUSINESS & ECONOMICS / Management
標題:	BUSINESS & ECONOMICS / Organizational Behavior
標題:	BUSINESS & ECONOMICS / Strategic Planning.
ISBN:	1137340568
ISBN:	1137340576 (electronic bk.)
ISBN:	9781137340566
ISBN:	9781137340573 (electronic bk.)
內容註:	1.Deciding on Corporate Investments -- 1.1.Financial goals vs. corporate strategy -- 1.2.Why investment decisions fail -- 1.3.Definition of a business case -- 1.4.Characterizing investments -- 1.5.Infrastructure investment framework -- 1.6.Trustworthy business cases -- 1.7.Enterprise analysis -- 1.8.Business case project -- 1.9.Structure of a business case -- 1.10.Consensus and stakeholder management -- 2.Key Financial Concepts -- 2.1.Time value of money -- 2.2.Net Present Value (NPV) concept -- 2.3.Payback and discounted payback method -- 2.4.Return on Investment (ROI) -- 2.5.Internal Rate of Return (IRR) -- 2.6.Profitability Index (PI) and Benefit---Cost Ratio (BCR) -- 3.Fundamentals I: Costs -- 3.1.Cost stages -- 3.2.Financial issues with costs -- 3.3.Estimating costs -- 3.4.Taxes -- 3.5.Leasing -- 4.Fundamentals II: Benefits -- 4.1.Benefit taxonomy -- 4.2.Strategic benefit maps -- 4.3.Value panel -- 4.4.Benefit discovery chart -- 4.5.Managing non-monetary benefits -- 4.6.Customer value for the company -- 4.7.Ensuring benefit criteria completeness -- 5.Making Investment Decisions with NPV -- 5.1.Continuous cash flows -- 5.2.Terminal value -- 5.3.Time horizons -- 5.4.Capital rationing and capital restrictions -- 5.5.Inflation -- 5.6.Worked example: Highway safety alternatives -- 5.7.Worked example: UC replaces telephony system -- 6.Factoring Risk and Uncertainty -- 6.1.Definition of risk -- 6.2.Assumptions and complexity -- 6.3.Risk assessment process -- 6.4.Risk preferences of decision makers -- 6.5.Measuring level of risk of future attributes -- 6.6.Sensitivity analysis -- 6.7.Scenario analysis -- 6.8.Simulations -- 6.9.Probability trees -- 6.10.Decision trees -- 6.11.Empirical validation -- 6.12.Risk assessment by certainty equivalents -- 6.13.Global investments, country risk, and international contracts -- 6.14.Worked example continued: UC replaces telephony system --
摘要、提要註:	Despite clear objectives, managers often make decisions on projects with uncertain outcomes, which can result in failed initiatives, missed goals and overrunning costs. A business case is a process, a tool and a document that builds consensus among stakeholders and gives decisionmakers the rational evidence they need to give the go-ahead. Making the Compelling Business Case shows readers how to champion new ideas and raise them to senior management; it simplifies the decision-making process by explaining the key theories and practices behind corporate investments. These methods can be applied to a variety of investment decisions, including strategic choices, capacity management, and budget allocation alternatives. This comprehensive and stimulating book features insightful case-studies and valuable hands-on tools, designed to help executives make smart decisions and to maximize enterprise value. -- Provided by publisher.
電子資源:	http://www.palgraveconnect.com/doifinder/10.1057/9781137340573

Making the compelling business case :decision making techniques for successful business growth /
Messner, Wolfgang,

Making the compelling business case :decision making techniques for successful business growth /Wolfgang Messner. - 1 online resource.

1.Deciding on Corporate Investments -- 1.1.Financial goals vs. corporate strategy -- 1.2.Why investment decisions fail -- 1.3.Definition of a business case -- 1.4.Characterizing investments -- 1.5.Infrastructure investment framework -- 1.6.Trustworthy business cases -- 1.7.Enterprise analysis -- 1.8.Business case project -- 1.9.Structure of a business case -- 1.10.Consensus and stakeholder management -- 2.Key Financial Concepts -- 2.1.Time value of money -- 2.2.Net Present Value (NPV) concept -- 2.3.Payback and discounted payback method -- 2.4.Return on Investment (ROI) -- 2.5.Internal Rate of Return (IRR) -- 2.6.Profitability Index (PI) and Benefit---Cost Ratio (BCR) -- 3.Fundamentals I: Costs -- 3.1.Cost stages -- 3.2.Financial issues with costs -- 3.3.Estimating costs -- 3.4.Taxes -- 3.5.Leasing -- 4.Fundamentals II: Benefits -- 4.1.Benefit taxonomy -- 4.2.Strategic benefit maps -- 4.3.Value panel -- 4.4.Benefit discovery chart -- 4.5.Managing non-monetary benefits -- 4.6.Customer value for the company -- 4.7.Ensuring benefit criteria completeness -- 5.Making Investment Decisions with NPV -- 5.1.Continuous cash flows -- 5.2.Terminal value -- 5.3.Time horizons -- 5.4.Capital rationing and capital restrictions -- 5.5.Inflation -- 5.6.Worked example: Highway safety alternatives -- 5.7.Worked example: UC replaces telephony system -- 6.Factoring Risk and Uncertainty -- 6.1.Definition of risk -- 6.2.Assumptions and complexity -- 6.3.Risk assessment process -- 6.4.Risk preferences of decision makers -- 6.5.Measuring level of risk of future attributes -- 6.6.Sensitivity analysis -- 6.7.Scenario analysis -- 6.8.Simulations -- 6.9.Probability trees -- 6.10.Decision trees -- 6.11.Empirical validation -- 6.12.Risk assessment by certainty equivalents -- 6.13.Global investments, country risk, and international contracts -- 6.14.Worked example continued: UC replaces telephony system --

Despite clear objectives, managers often make decisions on projects with uncertain outcomes, which can result in failed initiatives, missed goals and overrunning costs. A business case is a process, a tool and a document that builds consensus among stakeholders and gives decisionmakers the rational evidence they need to give the go-ahead. Making the Compelling Business Case shows readers how to champion new ideas and raise them to senior management; it simplifies the decision-making process by explaining the key theories and practices behind corporate investments. These methods can be applied to a variety of investment decisions, including strategic choices, capacity management, and budget allocation alternatives. This comprehensive and stimulating book features insightful case-studies and valuable hands-on tools, designed to help executives make smart decisions and to maximize enterprise value. -- Provided by publisher.

ISBN: 1137340568

Source: 681016Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

337308
Decision making.
Index Terms--Genre/Form:

336502
Electronic books.

LC Class. No.: HD30.23 / .M467 2013

Dewey Class. No.: 658.4/03

Making the compelling business case :decision making techniques for successful business growth /
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505 0 $a 1.Deciding on Corporate Investments -- 1.1.Financial goals vs. corporate strategy -- 1.2.Why investment decisions fail -- 1.3.Definition of a business case -- 1.4.Characterizing investments -- 1.5.Infrastructure investment framework -- 1.6.Trustworthy business cases -- 1.7.Enterprise analysis -- 1.8.Business case project -- 1.9.Structure of a business case -- 1.10.Consensus and stakeholder management -- 2.Key Financial Concepts -- 2.1.Time value of money -- 2.2.Net Present Value (NPV) concept -- 2.3.Payback and discounted payback method -- 2.4.Return on Investment (ROI) -- 2.5.Internal Rate of Return (IRR) -- 2.6.Profitability Index (PI) and Benefit---Cost Ratio (BCR) -- 3.Fundamentals I: Costs -- 3.1.Cost stages -- 3.2.Financial issues with costs -- 3.3.Estimating costs -- 3.4.Taxes -- 3.5.Leasing -- 4.Fundamentals II: Benefits -- 4.1.Benefit taxonomy -- 4.2.Strategic benefit maps -- 4.3.Value panel -- 4.4.Benefit discovery chart -- 4.5.Managing non-monetary benefits -- 4.6.Customer value for the company -- 4.7.Ensuring benefit criteria completeness -- 5.Making Investment Decisions with NPV -- 5.1.Continuous cash flows -- 5.2.Terminal value -- 5.3.Time horizons -- 5.4.Capital rationing and capital restrictions -- 5.5.Inflation -- 5.6.Worked example: Highway safety alternatives -- 5.7.Worked example: UC replaces telephony system -- 6.Factoring Risk and Uncertainty -- 6.1.Definition of risk -- 6.2.Assumptions and complexity -- 6.3.Risk assessment process -- 6.4.Risk preferences of decision makers -- 6.5.Measuring level of risk of future attributes -- 6.6.Sensitivity analysis -- 6.7.Scenario analysis -- 6.8.Simulations -- 6.9.Probability trees -- 6.10.Decision trees -- 6.11.Empirical validation -- 6.12.Risk assessment by certainty equivalents -- 6.13.Global investments, country risk, and international contracts -- 6.14.Worked example continued: UC replaces telephony system --
505 8 $a Contents note continued: 7.Factoring Strategic Flexibility -- 7.1.Strategic real option analysis -- 7.2.Black---Scholes formula -- 7.3.Subjective real option valuation -- 7.4.Real option management -- 8.Business Case Presentation -- 8.1.Executive decision making -- 8.2.Structure of the business case report -- 8.3.Storytelling -- 8.4.Deliver the presentation -- 9.Business Case as Controlling Framework -- 9.1.The challenge of benefit realization -- 9.2.Operationalizing competencies with practices -- 9.3.Benefits realization competencies framework -- 10.Influencing Decisions in Sales -- 10.1.Turning selling around -- 10.2.Business case selling -- 10.3.Avoiding weak business cases.
520 $a Despite clear objectives, managers often make decisions on projects with uncertain outcomes, which can result in failed initiatives, missed goals and overrunning costs. A business case is a process, a tool and a document that builds consensus among stakeholders and gives decisionmakers the rational evidence they need to give the go-ahead. Making the Compelling Business Case shows readers how to champion new ideas and raise them to senior management; it simplifies the decision-making process by explaining the key theories and practices behind corporate investments. These methods can be applied to a variety of investment decisions, including strategic choices, capacity management, and budget allocation alternatives. This comprehensive and stimulating book features insightful case-studies and valuable hands-on tools, designed to help executives make smart decisions and to maximize enterprise value. -- Provided by publisher.
588 $a Description based on print version record.
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650 0 $a Strategic planning. $3 172371
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650 7 $a BUSINESS & ECONOMICS / Development / Business Development. $2 bisacsh $3 472223
650 7 $a BUSINESS & ECONOMICS / Industrial Management $2 bisacsh $3 478137
650 7 $a BUSINESS & ECONOMICS / Management Science $2 bisacsh $3 477697
650 7 $a BUSINESS & ECONOMICS / Management $2 bisacsh $3 477849
650 7 $a BUSINESS & ECONOMICS / Organizational Behavior $2 bisacsh $3 472232
650 7 $a BUSINESS & ECONOMICS / Strategic Planning. $2 bisacsh $3 472218
655 4 $a Electronic books. $2 local $3 336502
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