Strategic

The “market-to-book value” model does mean that. value is destroyed with an M/B ratio of 1. the approximate value of the book value of a company’s equity can be derived from the market price of ordinary shares. a positive so-called spread (ROE–kE) as well as a positive NPV indicate no value-creating growth. the market value of the company’s shares represents a forward-looking view.

The product- or market life cycle. is an important concept as a basis for the McKinsey portfolio. is not characterized by consolidation processes in the introduction phase. is not relevant for the ADL portfolio. is used to explain the significance of relative market share when preparing the BCG portfolio.

The double-kinked sales curve does. illustrate the acquisition potential due to low market transparency. indicate punishment of higher prices with significantly less sales volumes. illustrate the acquisition potential due to the loyalty effect. result from exploitation of the S-curve.

The following applies to price elasticity: if the quantity effect exceeds the price effect, then a price increase leads to an increase in turnover. if the price effect exceeds the quantity effect, then a price increase does not lead to an increase in turnover. An increase in elasticity results from the acceptance of “justified” price increases. An increase in price elasticity results from the availability of sufficient substitute products.

On the basis of the “Economic Value Added” approach, value can be increased by, among other things,. a reduction in the reinvestment rate with a positive spread. a reduction of the ROCE. a reduction of the WACC. an increase of the WACC.

A very deterministic strategy approach is exemplified by. Mintzberg. d’Aveni. Ansoff. Hamel and Prahalad.

From a market-oriented perspective and with all other factors remaining constant, the return on assets. increases due to the increase in outstanding receivables. decreases due to a greater reduction in marketing costs than the increase in non-marketing costs. increases due to a greater reduction in non-marketing costs than the increase in marketing costs. decreases if marketing costs remain the same and total contributions from customer profit margin and customer volume increase.

The business environment analysis. according to Porter overcomes the static approach of the first step. can be characterized by the abbreviations PEST or PESTEL, depending on its characteristics. can be characterized by the first two letters of the acronym “SWOT”. can be characterized by the abbreviation PARTS in the context of game theory.

The BSC is characterized by. a strong horizontal coordination character. a particularly closed system of key figures. translation of strategies into operational measures. low creation costs compared to other value-oriented performance measurement systems.

Over an observation period of 2 years and a debt value of EUR 5 million, the shareholder value of a company is EUR x million if the following assumptions apply: the relevant cash flow in the first year is EUR 20 million and 50% less in the second year; the residual value after 2 years is EUR 2 million; the non-operating assets are valued at EUR 3 million; the cost of capital is assumed to be 8%. x = EUR 25.7 million. x = EUR 28.2 million. x = EUR 26.8 million. x = EUR 27.3 million.

Added value for the customer. results from the life-cycle cost consideration of the economic benefit. requires an analysis of the weighting of the benefits for the customer for the assessment by the company. compares the marketing costs with the perceived benefit. places quality orientation above cost orientation.

In Gälweiler’s success-potential concept. liquidity is assumed to be the ex-ante steering value for success. the experience curve is assigned to the new success potentials. financial management and planning play no role. future operational successes are also explained by the development of new and utilization of existing success potentials.

To close the operational gap. effective value creation is enforced. working capital is strongly reduced. financial management and planning play no role. focus goes beyond the existing SBUs.

Benchmarking. focuses on the direct comparison of value chains in a competitor/comparison. skips the internal comparison. avoids a detailed breakdown of process costs. leads via the analysis phase, the survey phase and the planning phase finally to the implementation phase.

A proactive price reduction is characterized by. rapid reaction after the competitor enters the market. Assumption of a high-quality perception of the customer. skiming of remaining returns shortly before exiting a business segment. Avoiding the impression that a monopoly-like situation is being exploited.

To consider services, the so-called 4 Ps are complemented. by place, process and people. by physical evidence, process and people. by promotion and physical evidence. by promotion and place.

The following applies to the identification of core competencies according to Barney: the appropriate organization is not important. The differentiation advantage through scarcity and uniqueness is eliminated in the medium term by leveling in the market. Value creation results, among other things, from the characteristic of particularly limited copyability of core competencies. Resulting Ricardo- or monopoly rents are not explained by the heterogeneity of resources.

The following applies to costumer pull vs. customer push. approx. 1/3 of the marketing budget is used for the customer push. With customer pull, the manufacturer’s promotion is primarily aimed towards retailers. Customer push works to a large extent with customer preference and customer loyalty. With customer pull, the manufacturer’s promotion is primarily aimed towards the buyer.

The assessment of the loyalty effect as a value driver of customer value. includes the consideration of the time value of money. allows cross-industry statements similar to the experience curve. does not include a loyalty-independent base profit. also takes into account that long-standing customers react more sensitively to individual product prices than new customers.

In a complex buyer team. the so-called “Virtual Authority” makes most of the individual decisions. the so-called “user” often has huge decision-making power. individual persons never have several roles in the team. the sponsor is a suitable contact for the seller.