Making the Compelling Business Case [electronic resource] : Decision-Making Techniques for Successful Business Growth /
Messner, W.author.
Providing the necessary background information and hands-on tools to build compelling business cases, this book will increase the reader's capability to champion new business development ideas, take them to senior management, and facilitate the decision process by understanding the key theories and practices of finance and corporate investments.
Description based upon print version of record.
Cover; Contents; List of Figures; List of Case Studies; About the Author; Preface; List of Abbreviations; Book Companion Website; 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) concept2.3 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 NPV5.1 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 validation6.12 Risk assessment by certainty equivalents; 6.13 Global investments, country risk, and international contracts; 6.14 Worked example continued: UC replaces telephony system; 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 practices9.3 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; Glossary; Notes; Bibliography; Index
Includes bibliographical references and index.
Providing the necessary background information and hands-on tools to build compelling business cases, this book will increase the reader's capability to champion new business development ideas, take them to senior management, and facilitate the decision process by understanding the key theories and practices of finance and corporate investments.
Leadership.
Operations research.
Decision making.
Management information systems.
Knowledge management.
Public relations.
Economics.
Management science.
Business Strategy/Leadership.
Operations Research/Decision Theory.
Business Information Systems.
Knowledge Management.
Corporate Communication/Public Relations.
Economics, general.