Tensions between managers and shareholders over value creation are an age-old phenomenon, dating back to 1602 and the Dutch East India Company, the first modern corporation. Fueling the ongoing push and pull are differing views on products and services, models, and metrics. While executive and shareholder relations are sometimes adversarial, successful companies tend to integrate investor input into their strategies, according to professionals at the Boston Consulting Group. Their meticulous synthesis of in-depth data on value-creation practices offers solid guidelines to executives and investors navigating 21st-century business challenges.
In this summary, you will learn
- How long-term value creation can benefit shareholders and companies, and
- What firms can do to build and implement value-creating strategies and practices.
About the Authors
Gerry Hansell et al. are professionals with the Boston Consulting Group.