Introduction
PART I: SHAREHOLDER VALUE
1. Personal financial spreadsheet models for creating maximum shareholder value
Appendix to Part I Maximising value in a co-operative system
Part II: VALUE AND RISK
Case A: The Jilin project
2 Is it worth doing this business?
3 Preparing for the negotiation: how to create the maximum value out of a business opportunity
Case B: The Jilin project (II)
4 Measuring the progress made in the process of creating value
Case C: Swedish Timber
5 The need to acknowledge risk
Appendices to Part II
II.1: Compounding and discounting: some additional tools
II.2: Two additional cases focusing on value and risk
Case D: Dhahran Roads
Case E: Dhahran Roads (II)
Case F: Dhahran Roads (III)
Case G: The Gatefield project
PART III MODELLING BUSINESS PROCESSES AND SIMULATING THEIR DYNAMICS
Case H: Delta Metal
6 Cash-income parity: analyzing deviations from parity
7 Building and using a per-cent-of-sales, vertical income, free cash flow and value model
8 Building and usnig a comprehensive income, cash flow and balance sheets model
9 Price, product mix and volume changes
Case I: Delta Metal (II)
10 Building and using trajectories-of-payments-and receipts modelt
11 Growth, cash and value
12 Sequencing payments as a source of value
13 What should Delta Metal do?
Appendices to Part III: Mastering the trajectories of payments and receipts
Case J: Relais Electriques
III.1: Aligning all the cash flows on the trajectory of orders received
III.2: The ?chain of profit centres?: a dangerous concept!
Case K: SW Life
III.3: Modelling the impact of growth on the trajectory of cash
Case L: PT PharMa
III.4: Building a model for an international business
PART IV MANAGING THE TRAJECTORIES OF COMMITMENT IN DECLINE AND GROWTH SITUATIONS
Case M: Tyler Welding
Case N: Motion-Control
14 From ?strategic what if? to ?real options? thinking
PART V DECISIONS TO COMMIT TO NEW PRODUCTS AND NEW MARKETS
15 The challenge of evaluating new products and new markets
Case O: BA International
16 Launching P12: which model would help us best?
Case P: BA International
17 Designing a model of a new product decision
18 Building an improved model
19 Making the model work for us
20 Deciding about the new product
Case Q: Eagle
21 The value of flexibility
Case R: Eagle (II)
Appendices to Part V: Using a new technology to capture growth while keeping flexibility
Case S: The CLS project
V.1: Risk analysis of a major capital expenditure
Case T: The CLS project (II)
Part VI DECIDING TO COMIT TO EXTERNAL GROWTH OPPORTUNITIES
22 A framework for evaluating companies
Case U: I, in the United Kingdom
23 A step-by-step analysis of the dynamics of an opportunity for co-operation
24 Designing a co-operative strategy and preparing for its implementatin
Case V: F Trucks
Case W: The negotiation between I and F
25 Creating value out of shared interests and differences: the rationale for a joint venture
Appendix to Part VI Dealing differently with different types of divestment situations
Case X: RFA
General Appendix: Evaluating business opportunities
Bibliography
Index