東華大學圖書館 |

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

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Making the compelling business case :/ Wolfgang Messner.
其他題名:	decision making techniques for successful business growth /
作者:	Messner, Wolfgang,
面頁冊數:	1 online resource.
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 --
內容註:	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.
標題:	Decision making. -
電子資源:	http://link.springer.com/10.1057/9781137340573
ISBN:	1137340568

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:

517204
Decision making.
Index Terms--Genre/Form:

542853
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 /
LDR:05013cmm a2200421Ki 4500 001 1950102
003 OCoLC
005 20140910115751.0
006 m o d
007 cr cnu---unuuu
008 231227s2013 nyu o 000 0 eng d
020 $a 1137340568
020 $a 1137340576 (electronic bk.)
020 $a 9781137340566
020 $a 9781137340573 (electronic bk.)
035 $a (OCoLC)864902336
035 $a ocn864902336
035 $a 1950102
037 $a 681016 $b Palgrave Macmillan $n http://www.palgraveconnect.com
040 $a UKPGM $b eng $e rda $e pn $c UKPGM $d OCLCO $d IDEBK $d CDX $d N$T $d EBLCP $d YDXCP $d E7B $d HF9 $d OCLCF
049 $a TEFA
050 4 $a HD30.23 $b .M467 2013
072 7 $a BUS $x 041000 $2 bisacsh
072 7 $a BUS $x 042000 $2 bisacsh
072 7 $a BUS $x 082000 $2 bisacsh
072 7 $a BUS $x 085000 $2 bisacsh
082 0 4 $a 658.4/03 $2 23
100 1 $a Messner, Wolfgang, $e author. $3 3648302
245 1 0 $a Making the compelling business case : $b decision making techniques for successful business growth / $c Wolfgang Messner.
264 1 $a New York, NY : $b Palgrave Macmillan, $c 2013.
300 $a 1 online resource.
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
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.
650 0 $a Decision making. $3 517204
650 0 $a Strategic planning. $3 528149
650 7 $a BUSINESS & ECONOMICS / Business Communication / Meetings & Presentations. $2 bisacsh $3 2077167
650 7 $a BUSINESS & ECONOMICS / Development / Business Development. $2 bisacsh $3 1598417
650 7 $a BUSINESS & ECONOMICS / Industrial Management $2 bisacsh $3 1599405
650 7 $a BUSINESS & ECONOMICS / Management Science $2 bisacsh $3 1598988
650 7 $a BUSINESS & ECONOMICS / Management $2 bisacsh $3 1599125
650 7 $a BUSINESS & ECONOMICS / Organizational Behavior $2 bisacsh $3 1599406
650 7 $a BUSINESS & ECONOMICS / Strategic Planning. $2 bisacsh $3 1598725
655 4 $a Electronic books. $2 lcsh $3 542853
776 0 8 $i Print version: $a Messner, Wolfgang. $t Making the compelling business case $z 9781137340566 $w (DLC) 2013035856 $w (OCoLC)852225086
856 4 0 $3 Palgrave Connect $u http://link.springer.com/10.1057/9781137340573