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‘…marches the reader through the very practical issues that affect value.’ (Financial Times, November 2010).
Product Description
An accessible guide to the essential issues of corporate finance
While you can find numerous books focused on the topic of corporate finance, few offer the type of information managers need to help them make important decisions day in and day out.
Value explores the core of corporate finance without getting bogged down in numbers and is intended to give managers an accessible guide to both the foundations and applications of corporate finance. Filled with in–depth insights from experts at McKinsey & Company, this reliable resource takes a much more qualitative approach to what the authors consider a lost art.
- Discusses the four foundational principles of corporate finance
- Effectively applies the theory of value creation to our economy
- Examines ways to maintain and grow value through mergers, acquisitions, and portfolio management
- Addresses how to ensure your company has the right governance, performance measurement, and internal discussions to encourage value–creating decisions
A perfect companion to the Fifth Edition of Valuation, this book will put the various issues associated with corporate finance in perspective.
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Customer Reviews
Most Helpful Customer Reviews
Format:Hardcover
All organizations need a solid foundation on which their executives can base their most important decisions about strategy, mergers and acquisitions, budgets, financial policy, and performance measurement - "even as markets, economies, and industries change around them"
This book was co-authored by three McKinsey & Company partners -- Tim Koller, Richard Dobbs, and Bill Huyett -- who bring decades of experience and a diversity of perspectives to their rigorous consideration of what they characterize as "the immutable principles of value creation. " These principles are in the best interests not only of shareholders but of [begin italics] everyone else [end italics] directly and indirectly involved in the given enterprise. This is a key point because, more so today than ever before, value addition or reduction can occur at any level and in any area of an organization's operations.
The focus in the book is on the four cornerstones of finance, best revealed within the narrative, in context. (They are introduced and discussed briefly on Pages 4 and 5, then delineated thoroughly through Part One, Chapters 1-5.). These are among the passages that I found most valuable:
o Desegregating cash flow into revenue growth and ROIC (Pages 17-21)
o The best-owner life cycle (55-57)
o Summary of key points re five stock market eras, 1960-2009 (76-83)
o Why accounting treatment won't change underlying value (114-116)
o Trends in return on capital (133-138)
o The logic for systematic divestitures (158-162)
o Why companies should retain at least some risks (189-195)
Most readers (I among them) agree with Koller, Dobbs, and Huyett that the most difficult part of creating value and, specifically, applying and then sustaining the four cornerstones "is getting the right balance between delivering near-term profits and return on capital, and, continuing to invest for long-term value creation. [Not just in fixed assets, but investments that are expensed right away, such as new product development, new geographic markets, and people.] Configuring the management approaches of the company to reflect this balance is the chief executive's responsibility."
Tim Koller, Richard Dobbs, and Bill Huyett provide a wealth of information, insights, and counsel that will serve as "a catalyst and guide for improving how executives plan strategy, make decisions, solve problems, and meanwhile create the next generation of leaders. Ultimately, we hope that the collective impact of more companies embracing these [four] principles creates a more stable and productive economy."
This book was co-authored by three McKinsey & Company partners -- Tim Koller, Richard Dobbs, and Bill Huyett -- who bring decades of experience and a diversity of perspectives to their rigorous consideration of what they characterize as "the immutable principles of value creation. " These principles are in the best interests not only of shareholders but of [begin italics] everyone else [end italics] directly and indirectly involved in the given enterprise. This is a key point because, more so today than ever before, value addition or reduction can occur at any level and in any area of an organization's operations.
The focus in the book is on the four cornerstones of finance, best revealed within the narrative, in context. (They are introduced and discussed briefly on Pages 4 and 5, then delineated thoroughly through Part One, Chapters 1-5.). These are among the passages that I found most valuable:
o Desegregating cash flow into revenue growth and ROIC (Pages 17-21)
o The best-owner life cycle (55-57)
o Summary of key points re five stock market eras, 1960-2009 (76-83)
o Why accounting treatment won't change underlying value (114-116)
o Trends in return on capital (133-138)
o The logic for systematic divestitures (158-162)
o Why companies should retain at least some risks (189-195)
Most readers (I among them) agree with Koller, Dobbs, and Huyett that the most difficult part of creating value and, specifically, applying and then sustaining the four cornerstones "is getting the right balance between delivering near-term profits and return on capital, and, continuing to invest for long-term value creation. [Not just in fixed assets, but investments that are expensed right away, such as new product development, new geographic markets, and people.] Configuring the management approaches of the company to reflect this balance is the chief executive's responsibility."
Tim Koller, Richard Dobbs, and Bill Huyett provide a wealth of information, insights, and counsel that will serve as "a catalyst and guide for improving how executives plan strategy, make decisions, solve problems, and meanwhile create the next generation of leaders. Ultimately, we hope that the collective impact of more companies embracing these [four] principles creates a more stable and productive economy."
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
15 reviews
10 of 10 people found the following review helpful
Great book for managers AND investors
26 Jan 2011
Format:Hardcover|Amazon Verified Purchase
Value is one of the best books I've read that cuts to the core of how businesses should operate. It focuses the reader on the four ways that value is created and guides us through both business and market implications for companies who create value versus those that focus on the wrong things. Messrs. Koller, Dobbs and Huyett cover a number of topics that any business leader or investor would find useful.
The first part of the book identifies the four pillars of value and helps to answer the following questions:
1) When is growth or return on invested capital more important? How does each increase value?
2) How do you identify activities that add value versus ones either diminish value or shift risk around?
3) How do you spot a company on the wrong end of the "expectations treadmill" and what are the implications?
4) How can you take advantage of the "Best Owner" principle? What are the implications for M&A?
In the second part of the book, the authors break down the stock market in aggregate. They help the reader understand how the market works, compare the link between interest rates and inflation with P/E performance over the last 100 years, model the stock market and explain where and why stock market bubbles occur. Next, they discuss the problems with earnings management and show what a poor job "consensus earnings" do at actually forecasting the future. Their message to managers is just don't do it.
In part three, the authors dive into value creation and discuss what drives return on capital. They break down return on invested capital by industry segment from 1965-2007 and provide the reader with insights into why some industries perform better than others. For investors, this segment is particularly interesting as the book explains that the ROIC advantages or disadvantages of specific industries tend to be sticky meaning we should expect those with an advantage to retain it barring any major structural shifts. The book then explores growth, discusses why growth is difficult to sustain and reviews how different types of growth are rewarded in the market.
The book discusses the following concepts in great detail including portfolio theory (The Business Portfolio ch. 12), M&A (ch. 13), risk (ch. 14), capital structure (ch. 15) and investor communications (ch. 16). These sections all offer insight and pose questions that will make managers rethink how they address these topics. With portfolio theory, the authors explain how the best owner principle should drive what businesses a company operates. In M&A, the book takes a look at what makes a good versus bad acquisition. In risk, the reader gets help thinking through external risks and how to help manage these risks. Chapter 15 discusses capital structures and how companies should think through their debt-to-equity mix, identify the "savings" from debt versus equity, and discuss how to return excess free cash flow to investors. In chapter 16 the authors explore investor communications in detail and describe what types of activities are helpful versus those that do not add much value.
The book closes out with a final chapter, entitled Managing for Value, that provides the "so what" of the topics discussed. It provides guidance for how managers and boards should use the four pillars of value to help guide decisions and identify the right activities to undertake to maximize value creation.
I recommend that you read this book if you want to improve your decision making as a manager or board member. You should also read this book if you want to better identify activities that should create value as an investor.
The first part of the book identifies the four pillars of value and helps to answer the following questions:
1) When is growth or return on invested capital more important? How does each increase value?
2) How do you identify activities that add value versus ones either diminish value or shift risk around?
3) How do you spot a company on the wrong end of the "expectations treadmill" and what are the implications?
4) How can you take advantage of the "Best Owner" principle? What are the implications for M&A?
In the second part of the book, the authors break down the stock market in aggregate. They help the reader understand how the market works, compare the link between interest rates and inflation with P/E performance over the last 100 years, model the stock market and explain where and why stock market bubbles occur. Next, they discuss the problems with earnings management and show what a poor job "consensus earnings" do at actually forecasting the future. Their message to managers is just don't do it.
In part three, the authors dive into value creation and discuss what drives return on capital. They break down return on invested capital by industry segment from 1965-2007 and provide the reader with insights into why some industries perform better than others. For investors, this segment is particularly interesting as the book explains that the ROIC advantages or disadvantages of specific industries tend to be sticky meaning we should expect those with an advantage to retain it barring any major structural shifts. The book then explores growth, discusses why growth is difficult to sustain and reviews how different types of growth are rewarded in the market.
The book discusses the following concepts in great detail including portfolio theory (The Business Portfolio ch. 12), M&A (ch. 13), risk (ch. 14), capital structure (ch. 15) and investor communications (ch. 16). These sections all offer insight and pose questions that will make managers rethink how they address these topics. With portfolio theory, the authors explain how the best owner principle should drive what businesses a company operates. In M&A, the book takes a look at what makes a good versus bad acquisition. In risk, the reader gets help thinking through external risks and how to help manage these risks. Chapter 15 discusses capital structures and how companies should think through their debt-to-equity mix, identify the "savings" from debt versus equity, and discuss how to return excess free cash flow to investors. In chapter 16 the authors explore investor communications in detail and describe what types of activities are helpful versus those that do not add much value.
The book closes out with a final chapter, entitled Managing for Value, that provides the "so what" of the topics discussed. It provides guidance for how managers and boards should use the four pillars of value to help guide decisions and identify the right activities to undertake to maximize value creation.
I recommend that you read this book if you want to improve your decision making as a manager or board member. You should also read this book if you want to better identify activities that should create value as an investor.
5 of 5 people found the following review helpful
Value Creation is a long-term battle for corporate leaders
16 April 2011
Format:Hardcover
There is no universal agreement on how to create value for corporate owners and investors. According to three leading management experts from McKinsey & Company, value creation should exclude the adoption of financial engineering, leverage, and changing accounting techniques which create short-term and illusory impact on corporate financial performance (chapter 15) and do not add "real" value to corporate owners and investors in the long perspective.
This book introduces four key principles or cornerstones of lasting value creation, including the core of value, the conservation of value, the expectation treadmill, and the best owner. The first principle places great emphasis on twin drivers of value creation, namely ROIC and revenue growth. This book dispels the widely-held assertion that revenue growth can automatically increase ROIC. When all else being equal, companies trading at higher multiples are as a result higher returns on invested capital instead of putting a blind faith on pure revenue growth opportunities which can reduce ROIC (P.25).
The second principle is corollary to the first principle in which "business does not increase cash flows does not create value" (P.29). It is heterogeneous to the adoption of capital restructuring exercise (debt/equity or share repurchase) or changing accounting practices to shift ownership claims to cash flows because they do not change the total available cash flows. By illustrating the adoption of collateralized debt obligations (CDO) as an example, total cash flows received by CDO holders are less than as if they directly own the loans.
The third principle postulates that value is reflected in how investors (intrinsic, trading, mechanical, and closet indexes) (P.213) expect and assess future share performance. The adoption of total return to shareholders (TRS) (P.48) cannot be viewed as the most effective performance-measurement tool because it can be affected by industry movements and the broader market. Nor does this book recommend corporate leaders to think how to keep beating short-term high share-price expectations which may resort to misguided actions.
The last principle places great emphasis on how value can be created by owners who can generate the highest cash flows. Different owners (company founders, VC, PE funds, large company) can add value to business by possessing distinctive and replicable functional or managerial skills (P.56) in different owner life cycle. Besides key financial drivers such as ROIC and revenue growth, the best owners should have other performance metrics (i.e. sales productivity, commercial health, and strategic health) to monitor the short-, medium-, and long-term health of the business (P.227).
The 2008 financial turbulence has compelled the testimony that value creation of the business cannot rely on speculative financial engineering and changing accounting skills. Corporate leaders who can create business value understand how to identify and focus on the long-term drivers of value creation. This book is highly recommended to specialized practitioners in corporate finance and corporate leaders across different industries. Readers with fundamental knowledge about corporate finance will find this book very insightful because it contains real-world evidence which is easier to understand the subtleties of value creation and destruction. Appendix A and B also contain useful value math formula and earnings multiples information which are useful to mathematically-inclined readers.
This book introduces four key principles or cornerstones of lasting value creation, including the core of value, the conservation of value, the expectation treadmill, and the best owner. The first principle places great emphasis on twin drivers of value creation, namely ROIC and revenue growth. This book dispels the widely-held assertion that revenue growth can automatically increase ROIC. When all else being equal, companies trading at higher multiples are as a result higher returns on invested capital instead of putting a blind faith on pure revenue growth opportunities which can reduce ROIC (P.25).
The second principle is corollary to the first principle in which "business does not increase cash flows does not create value" (P.29). It is heterogeneous to the adoption of capital restructuring exercise (debt/equity or share repurchase) or changing accounting practices to shift ownership claims to cash flows because they do not change the total available cash flows. By illustrating the adoption of collateralized debt obligations (CDO) as an example, total cash flows received by CDO holders are less than as if they directly own the loans.
The third principle postulates that value is reflected in how investors (intrinsic, trading, mechanical, and closet indexes) (P.213) expect and assess future share performance. The adoption of total return to shareholders (TRS) (P.48) cannot be viewed as the most effective performance-measurement tool because it can be affected by industry movements and the broader market. Nor does this book recommend corporate leaders to think how to keep beating short-term high share-price expectations which may resort to misguided actions.
The last principle places great emphasis on how value can be created by owners who can generate the highest cash flows. Different owners (company founders, VC, PE funds, large company) can add value to business by possessing distinctive and replicable functional or managerial skills (P.56) in different owner life cycle. Besides key financial drivers such as ROIC and revenue growth, the best owners should have other performance metrics (i.e. sales productivity, commercial health, and strategic health) to monitor the short-, medium-, and long-term health of the business (P.227).
The 2008 financial turbulence has compelled the testimony that value creation of the business cannot rely on speculative financial engineering and changing accounting skills. Corporate leaders who can create business value understand how to identify and focus on the long-term drivers of value creation. This book is highly recommended to specialized practitioners in corporate finance and corporate leaders across different industries. Readers with fundamental knowledge about corporate finance will find this book very insightful because it contains real-world evidence which is easier to understand the subtleties of value creation and destruction. Appendix A and B also contain useful value math formula and earnings multiples information which are useful to mathematically-inclined readers.
1 of 1 people found the following review helpful
Exceptional overview of fundamentals of Corporate Finance
1 Sep 2011
Format:Kindle Edition|Amazon Verified Purchase
In a world where it seems to be appealing to complicate this book stands out for its simplification of core principles of corporate finance- based on fact and analysis. Reading this book takes one back to the basics - not the hype that one often reads in the popular press. It is a very well reasoned piece on why conservative approaches to the development of many of the challenging issues that public companies face daily should be adopted. Personally I am a great fan of issues such as ROIC being favoured approaches to performance over metrics such as Total Shareholder returns. This book does an exceptional job of reinforcing just what long term corporate performance is all about - embedded in concepts such as Return on Invested Capital. Thoroughly recommended.
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