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Outline

Title
Abstract
Availability and Quality of Data
Balancing Short-Term and Long-Term Objectives
Designing a Value Scorecard
Utilize Data and Analytics
Define Decision Objectives
Monitor and Review
Sensitivity Analysis
Performance Evaluation and Analysis
Time Series Analysis
Regression Analysis
Scenario Analysis
Benefits of Forecasting and Scenario Analysis
Challenges of Forecasting and Scenario Analysis
Data Availability and Quality
Cost-Benefit Analysis
Strategic Goals and Objectives
Value Analysis
Price Sensitivity Analysis
Conjoint Analysis
Competitive Analysis
Segmentation Analysis
Cause-Related Marketing
Clear Learning Objectives
Interactive and Engaging Methods
Value-Based Supply Chain Design
Abc Analysis
Conclusion
References
All Topics
Business and Management
Strategic Management Policy

Value Rules Unleashing the Power of Value-based Management

Profile image of Daoud JerabDaoud Jerab

Abstract

"Value Rules: Unleashing the Power of Value-based Management" is a book that explains the principles, strategies, and techniques of value-based management. It provides a comprehensive understanding of the importance of value in business and how it can be effectively measured and utilized to drive organizational success. The book covers various aspects of value-based management, including decision making, performance management, budgeting, pricing, marketing, human resource management, supply chain management, risk management, and implementation of value-based practices. It is essential for business leaders, managers, and aspiring professionals to unlock the full potential of value-based management and achieve sustainable growth and profitability.

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The Value Based Management Approach From
Doina Danaiata

The ongoing discussion about the adequate management form and the purpose of organizations in the contemporary postmodern society have once again gained in importance and interest after the financial crises of 2008. Different management concepts have been developed throughout the time, which propose objectives for organizations and thus managerial goals, activities and decision making. Considering the value based management approach and the stakeholder theory, we propose a shift in the value based management: from shareholder value to stakeholder value.

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Quality, a Key Value Driver in Value Based Management
Piero Mella

Economia Aziendale Online, 2019

VBM recognizes that financial performance – based on profit and the value of capital – depends in a causal way on the level of quality of products and processes, and that therefore quality is the condition for producing value for the client and financial value for shareholders. Quality is an “elusive” concept, but for VBM I hold there are three notions of quality to consider in the value production process: – functional quality , according to which the product must be appropriate for satisfying the needs and aspirations of the clients; – design-based quality , according to which the product must, in any case, conform to a design, prototype, or standard; – environmental quality , according to which the product must not only satisfy the clients but be compatible with the environment. This paper has a twofold objective. It seeks above all to analyze the different ways VBM must use to consider quality as a value driver; and, secondly, to indicate the guidelines based on which VBM can...

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Value-Based Management: A Case Study of Visegrad Four Countries
Andreea Mitan

Ekonomicko-manažérske spektrum, 2021

Research background: As companies evolve over time, so do their goals. In the past, the main goals of companies were profit and goals (as market share), are no longer relevant or effective. These goals are outdated, and companies have replaced them with goals that are consistent with the current changing times of competition. Worldwide, most large companies are using, or planning to use, a new approach called value-based management that focuses on value creation. Therefore, the main goal of companies using a value-based management approach is value creation. Purpose: This study aims to validate the existence of a statistically significant relationship between the economic value added (EVA) indicator, which represents the successful implementation of the value creation process in companies, and selected value generators. Method: For this study, information about 14,313 companies operating in the Visegrad Four countries were collected from their respective financial statements. The research period was 2019-2020. Twenty value generators were selected for this study. The hypotheses were tested using the correlation coefficient. The strength of the relationship between the observed variables is described by using the Pearson correlation coefficient. Findings and value added: A trivial or small dependence was observed between the EVA indicator and non-current assets, current financial assets, and income tax. A moderate dependence was observed between the EVA indicator and stocks, receivables, interest expenses, and other liabilities. A large dependence was observed between the EVA indicator and bank loans, profit and loss (P/L) statement, and the cost of capital. The survey results can be a useful tool for businesses in their efforts to focus on a suitable value generator in the process of value-based management implementation, focusing on the process of value creation.

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Value Management
Amanze Nwaneri

The paper considers the implementation of value management at the strategic interface between client organisations and capital projects. The ill-defined strategic problems which characterise the early stages of design will be contrasted with the well-defined problems which occur during the later stages. It will be further argued that the paradigm of traditional value engineering takes it for granted that design problems can be pre-determined and remain static over time. In contrast, the methodology of SMART value management recognises that it is not sufficient merely to 'achieve the required functions cost-effectively'. It is initially necessary to ensure that the key project stakeholders have developed a shared understanding of the strategic objectives. The methodology of SMART value management will be introduced as an approach which is both sound in its theory and practical in its implementation.

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Value Creation and Value based Management
IJRASET Publication

International journal for research in applied science and engineering technology ijraset, 2020

Cost engineering is a scientific technique to improve the value of analysing specific features. Value as described is the ratio of feature to value. Cost engineering is the systematic utility of characteristic-oriented techniques by means of a multi-disciplined crew to analyse and enhance the cost of a product, procedure or service. fee engineering is considered as a tool of production management which could help to improve the strategies, services and very last merchandise regarding the wishes, with appreciate to time, value and pleasant. The v.e. technique has evolved from previous strategies primarily based on the idea of value and useful approach. Cost engineering is a technique used to investigate the feature of the goods and offerings and to gain the required features of the consumer at the bottom total value without reducing the important quality of performance. Production cost modelling (c.c.m.) is a beneficial device in which the fee is disproportionately excessive whilst considering their function, use, necessity. production fee modelling is an improve elaborate method for price engineering in construction management, where it is able to cause a considerable of huge and complex production whose fee are excessively excessive whilst considering their function, use or necessity, are highest as ideal topics for value reduction efforts. the supplied paper has a look at pursuits to make clear the idea of fee control in construction industry, thru literature review, and references and books using fee engineering in global level and to provide a short description of the worldwide realize.

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Assessing empirical research on value-based management: Guidelines for improved hypothesis testing
Rainer Lueg

Journal für Betriebswirtschaft, 2010

The claims that value-based management (VBM) increases corporate performance have attracted considerable interest among researchers and organizations over the last three decades. Even though many studies have been conducted, the evidence on whether users outperform non-users is inconsistent. This paper attempts to place these diverse findings into perspective, and provide venues for future research. For that purpose, we drafted a framework to analyze 120 empirical studies on VBM. We concluded that meaningful hypothesis tests have been impaired by the narrow scope of data sets as well as methodological misspecifications. Based on this analysis, we categorized studies into four streams of research, employing factor analysis and cluster analysis. We then suggested that the most sophisticated studies identified positive performance effects of VBM. Lastly, we derived guidelines to improve the hypothesis testing of future studies on VBM.

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Value-based management control processes to create value through integration: a literature review
Geert Scheipers

Vlerick Leuven Gent Management School Working Paper Series, 2002

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Value management: recent developments and way forward
Geoffrey Shen

Construction Innovation: Information, Process, Management, 2012

This paper reviews the development of value management (VM) over the last few decades and proposes ways for future development. Methodology/approach: A qualitative research methodology was adopted which involved a comprehensive review of relevant literature leading to a better understanding of the history and development of VM. A way forward is suggested for the future development of VM. Findings: The research revealed that sustainable development is an area which has great potential for the application of a VM methodology in the construction industry in order to ensure sustainable design and development is leveraged during the life span of construction projects. Originality/value: The research work described in this paper encourages researchers and practitioners to integrate VM and sustainable development. It enables the VM community to have a better understanding of applying VM techniques to address 'green building' issues and the potential of applying VM to promote sustainability in buildings.

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Experiences of Implementing a Value-Based Approach
Pasi Ojala

Wseas Transactions on Information Science and Applications, 2008

This study tries to advance and define the concepts, principles and practical methods of a valuebased approach, involving definition of the essential concepts of value, cost and worth in software development. These definitions originate from the Value Engineering (VE) method, originally applied and developed for the needs of the production industry. Therefore, for the purposes of this study these concepts are firstly justified and secondly defined. In order to study and evaluate the value-based approach, a method called value assessment is developed and used when assessing processes and products. The results of industrial case show that even though there is still much to do in making the economic-driven view complete in software engineering, the value-based approach outlines a way towards a more comprehensive understanding of it. For industrial users value assessment seems to give a practical help for handling cost and profitability related challenges.

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An Emerging Understanding of the Value Concept
Søren Wandahl

Value in building is a subject which in recent years has attained increased focus. Value delivery towards the customer has high priority in every building project, and value concepts such as Value Management, Value Engineering, and Lean Construction are often focal points in practice as well as in research. The situation is however that these value delivery methods not are based on an unambiguous understanding of the underlying value concept. To work goal oriented with value delivery methods requires that the value concept should be worked and understood. Research on the value concept has not attained much attention in the building industry, but a lot of research on value delivery is taking place. This paper presents a contribution to how the building industry could perceive the value concept. The presented work is based on a recently finished PhD thesis entitled "Value in Building" working with the value concept and how this value concept can be applied in management, e.g. Value Management, Value Engineering, and Value-Based Management.

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References (71)

  1. 1 Understanding the Role of Supply Chain in Value- based Management .........................................................
  2. 2 Supplier Selection and Relationship Management .
  3. 3 Value-based Inventory Management .....................
  4. 4 Logistics and Distribution for Value Creation .......
  5. Value-based Risk Management ..............................
  6. 1 Identifying and Assessing Risks in Value-based Management ...................................................................
  7. 2 Risk Mitigation and Value Preservation ................
  8. 3 Value-based Insurance and Hedging Strategies .....
  9. 4 Monitoring and Controlling Risks in Value-based Management ...................................................................
  10. Implementing Value-based Management .............
  11. 1 Developing a Value-based Management Framework .....................................................................
  12. 2 Change Management and Value-based Implementation ..............................................................
  13. 3 Overcoming Resistance to Value-based Management ...................................................................
  14. 4 Evaluating and Sustaining Value-based Management Practices ......................................................................... References
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  40. Risk-and Value-Based Management for Non-Life Insurers under Solvency Constraints: Johanna Eckert,Johanna Eckert,Nadine Gatzert,Nadine Gatzert,,European Journal of Operational Research, 2018.
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  42. A Framework for Implementing Value-Based Approach in Asset Management: Irene Roda,Irene Roda,Ajith Kumar Parlikad,Ajith Kumar Parlikad,Marco Macchi,Marco Macchi,Marco Garetti,Marco Garetti,Marco Garetti, 2016.
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Related papers

AN EMPIRICAL VIEW ON VALUE THEORY AND VALUE-BASED MANAGEMENT
Marius Daraban

The main economic purpose of a business organization is to create value for its owner. The value concept is a complex notion that has developed alongside human history and reflects the concerns of human society through time. As a result of the value theory, the management of value has also emerged as an essential and accompanying activity. Value-based management emerged as a management philosophy rather than a management method. It consists of a change in mindset from managing resources or output quantities to value creation. The challenge is to identify or create the value flows and act upon these within the specific business organization to have proper value management. Value creation and value management will define the business organizations in the economy of the 21 st century, which is governed by knowledge and information. The present paper focuses on the history and development of the value concept and the history and development of the management of value through value-based management.

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Value Based Management: An Integrated Approach to Value Creation. A Literature Review
Geert Scheipers

2008

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Value Based Management with a Practical Example
Vladimir Bukvic

2014

Nowadays firms perform their activities in a business environment which requires them to implement such a system of indicators that will better illustrate value and profitability. Financial indicators that are now used by firms to follow their profitability and value creation are inconsistent with the mechanism of capital markets and with what market considers to be crucial for determining value. Constantly bigger efficiency in the capital markets requires a more efficient allocation of capital within firms. Therefore a new system of indicators, as for example VBM (Value Based Management) which better reflects opportunities and threats, is urgent and needed. Within the VBM (Value Based Magement) framework the author especially focuses in this paper on the economic value added (EVA) and on the cash value added (CVA). In the theoretical part, he analyses and estimates advantages and disadvantages of both indicators, at first by comparing them with standardized financial indicators and...

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Value based management : empirical evidence on its determinants and performance effects
Rainer Lueg

2008

for their support and their willingness to repeatedly review my presentations and papers. Additionally, Dipl.-Kfm. Sebastian Becker and Dipl.-Bw. (FH) Michael Hadem were so kind to share their data-sets with me, which was quite beneficial for my investigation. I also thank our office managers Angela Molinari and Sabine Petrakakis as well as our research fellow Stevan Lutz who handled all the red tape and thereby enabled me to focus on my research. I am very much indebted to my family and friends who contributed directly and indirectly to this dissertation. My siblings Christian, Corinna and Gero as well as my buddy Martin Greiner helped me to keep a healthy work-life-balance and to find distraction from research. I thank my godmother Hedwig for keeping my spirit up, and my cousin Uwe for listening to the tiny progress I made every month. Above all, I owe my parents Maria and Reinhold for their support that has brought me to and through this program. They never questioned me being busy or absent-minded, and unconditionally supported me without asking for anything in return. I can now remotely imagine how difficult it must have been for my father who was forced to fund his university degrees by himself. This dissertation is dedicated to my parents, in love, gratitude and admiration.

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Value Based Management: approaching a dead end or a promising future?
Carole Print

2003

This paper considers whether Value Based Management (VBM) has outstayed its welcome or has potential for future application. It reviews important debates over the value and future role of VBM as a tool of corporate strategic analysis and control. Key issues are whether established VBM has sufficient credibility as such as tool, whether the changing context of corporate analysis threatens it with being marginalised, and how new research ideas may extend and rejuvenate its application. ©Henley Centre for Value Improvement Henley Discussion Paper Series (HCVI HDP No. 4) 3 Background and development of VBM What is meant by VBM? VBM has been defined by many authors, but one distinguishing characteristic is its focus upon the principles of shareholder value. This was well brought out in a definition offered by KPMG: ’...... a management approach which puts shareholder value creation at the centre of the company philosophy. The maximization of shareholder value directs company strategy, st...

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