Abstract
Chronicles value‐based management (VBM) as it is approached by Boston Consulting Group (BCG) and uses figures to add emphasis to this system. States that the yardstick used by BCG is total shareholder return (TSR), giving historic appraisal and comparison between companies. Demonstrates that TSR is an objective function that is appropriate only at the corporate level. Believes that companies with top quartile TSR's usually have some factors in common, e.g. good management, sound strategies and competitive operating skills. Concludes BCG have no particular doctrine as consultants but try to work with both managing director and finance director to ease their individual company concerns and always focusing on behavioural consequences of making changes.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
