This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
This product (Value Creation Framework Series: Direct Levers) is a 31-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.
Delivering superior Value Creation is one of the most pressing issue for the senior management. Since the early 1990s, Value-Based Management (VBM) has been viewed traditionally as a tool to help investors evaluate firms and let the executives analyze business performance and shareholder value.
However, VBM thinking has a number of challenges, e.g. an inadequate link between VBM practices and capital markets realities. A new methodology called the Value Creation Framework addresses these challenges to traditional VBM.
The Value Creation Framework is comprised of 4 core components:
1. Superior Relative Total Shareholder Return (RTSR)
2. Value Creation Aspirations
3. 4 Direct Levers of Value Creation
4. Corporate Center Practices
This presentation focuses on the third component—the 4 Direct Levers of Value Creation. Specific topics covered include VBM Thinking, Traditional vs. Evolved VBM, RTSR, ROI vs. RTSR, Intrinsic vs. Realized Value Thinking, and deep dives into 2 tools for Realized Value Thinking: P/E Drivers and Investor Discount Strategy.
The slide deck also includes some slide templates for you to use in your own business presentations.
The Value Creation Framework necessitates leaders to establish priorities and trade-offs for managing the Value Creation levers. This framework is designed to help senior executives focus on aligning their organizations around a shared mission, ensuring that all efforts are directed towards achieving superior RTSR. By translating RTSR goals into business unit targets, managers are held accountable for value creation, fostering a culture of continuous assessment and improvement.
The framework also emphasizes the importance of understanding investor expectations and managing the trade-off between intrinsic and realized value. Tools like P/E Drivers and Investor Discount Strategy are provided to offer insights into improving valuation and prioritizing strategic actions. This approach ensures that companies can effectively navigate the complexities of Value-Based Management and deliver sustainable competitive advantage.
Source: Best Practices in Corporate Culture, Value Creation, Shareholder Value, Value Based Management PowerPoint Slides: Value Creation Framework Series: Direct Levers PowerPoint (PPT) Presentation Slide Deck, LearnPPT Consulting
This PPT slide presents a critical analysis of the relationship between Return on Investment (ROI) and Total Shareholder Return (TSR), emphasizing the importance of understanding these metrics from an investor's perspective. It highlights that traditional Value-Based Management (VBM) approaches focus primarily on achieving an ROI above the cost of capital. However, this narrow focus may not align with investor expectations, which extend beyond mere ROI figures.
The left chart illustrates the average ROI over the past 5 years across different quartiles of the S&P 500, indicating that companies with lower ROI can still be attractive investments if they show potential for improvement. The right chart forecasts the TSR for the next 5 years, suggesting that simply having a high ROI does not guarantee superior TSR. Investors are more interested in companies that can enhance their ROI beyond expected levels or demonstrate significant reinvestment growth.
The text also underscores a key takeaway: high ROI businesses cannot remain complacent. They must continuously strive for improvement, while low ROI businesses have the opportunity to enhance their attractiveness by increasing their ROI. This nuanced understanding of ROI and TSR is essential for investors aiming to make informed decisions about their investments.
The slide serves as a reminder that performance metrics should be viewed holistically, considering both historical data and future potential. Investors must look beyond surface-level ROI figures to assess the true value and growth prospects of a company.
This PPT slide outlines the concept of "Investor Strategy Discount," emphasizing how different investors perceive risk and value in their investments. It identifies 3 distinct types of strategy discounts: Governance Discount, Credibility Discount, and Compromise Discount. These discounts arise when management fails to align product offerings with the specific needs and expectations of investors.
The visual representation on the slide illustrates a continuum from potential value to actual value, highlighting how various factors influence the perceived value of an investment. The terms "Strategy OE discount" and "Current intrinsic value" suggest that there are operational efficiency and intrinsic value considerations that impact investor perceptions. The graph likely indicates a decline in perceived value as one moves from potential value to actual value, with the strategy discounts acting as barriers.
The text at the bottom stresses the importance of addressing these discounts. It suggests that by reducing investors' perception of risk and enhancing their confidence, organizations can effectively remove these discounts and increase the overall value of their offerings. This insight is crucial for executives looking to optimize their investment strategies and improve investor relations.
Understanding these dynamics can help organizations tailor their approaches to better meet investor expectations, ultimately leading to enhanced investment attractiveness. The slide serves as a critical reminder that aligning product offerings with investor needs is not just beneficial, but essential for maximizing perceived value.
This PPT slide presents an overview of the 4 primary levers that senior management can utilize to achieve their RTSR (Relative Total Shareholder Return) goals. Each lever is distinctly labeled and organized in a straightforward manner, allowing for quick comprehension. The 4 levers are: Operational Effectiveness, Portfolio Management, Competitive Strategy, and Investor Strategy.
Operational Effectiveness focuses on optimizing internal processes and enhancing efficiency. This is crucial for maintaining a competitive edge and ensuring that resources are utilized effectively. Portfolio Management emphasizes the importance of managing a diverse range of assets to maximize returns while mitigating risks. This lever helps organizations align their investments with strategic objectives.
Competitive Strategy is about positioning the organization within the market to leverage strengths and capitalize on opportunities. It involves understanding market dynamics and making informed decisions to enhance market share. Lastly, Investor Strategy pertains to engaging with shareholders and aligning their interests with the company's long-term vision. This lever is vital for fostering trust and ensuring sustained investment.
The slide concludes with a note that these levers are interdependent and must be activated in tandem. This highlights the complexity of value creation and the need for a holistic approach. By understanding and effectively implementing these levers, senior management can drive significant value for their organizations. The clarity and structured presentation of these elements make it a valuable reference for executives looking to enhance their strategic planning and execution.
This PPT slide outlines a strategic approach to establishing a strong brand that can help eliminate investor discounts and enhance a company's perceived value. It emphasizes the importance of aligning brand perception with intrinsic value to foster investor confidence. The content is structured into 3 key components: Feedback to Management Agenda, Fact-Based Development, and Tailored Communication/Outreach Strategy.
The first section, Feedback to Management Agenda, lists critical areas for consideration, such as acquisition, diversification, and capital structure. These elements serve as foundational inputs for shaping the company's strategic direction. By addressing these areas, organizations can better align their operational focus with investor expectations.
The second section, Fact-Based Development, poses essential questions aimed at understanding investor profiles and expectations. It encourages companies to segment their investors by investment style and assess their credibility with current stakeholders. This analysis is crucial for identifying potential gaps in investor perception and performance expectations.
The final section, Tailored Communication/Outreach Strategy, highlights the necessity of crafting specific communication strategies to engage both current and prospective investors. It includes aspects like communication content, targeting new investors, and reporting on strategic milestones. This targeted approach aims to enhance transparency and build trust, ultimately leading to a more favorable investor perception.
The slide concludes with a cautionary note about the sustainability of brand efforts. It warns that without a solid foundation, the perceived premium can dissipate, leading to investor disappointment. This underscores the need for a consistent and strategic approach to brand management in the context of value creation.
This PPT slide presents a framework for enhancing a company's ability to manage the balance between intrinsic and realized value. It emphasizes the importance of adapting traditional Value-Based Management (VBM) approaches to be more aligned with investor perspectives. This shift is crucial for companies aiming to improve their realized value effectively.
Two primary tools are highlighted. The first tool focuses on the quantification of relative Price-to-Earnings (P/E) drivers. Understanding these drivers is essential for firms to appreciate how their performance metrics compare to industry benchmarks. This insight allows for better positioning in the market and can lead to improved valuation multiples.
The second tool addresses investor-centric strategies, particularly concerning the premiums and discounts that investors apply to a company's valuation. Identifying these factors can help firms tailor their strategies to meet investor expectations, thereby enhancing their appeal and market performance.
Combining these tools provides a comprehensive approach to improving realized value. It allows firms to gain rich insights into operational efficiencies, strategic positioning, and financial policies. This holistic view can lead to more informed decision-making and prioritization of initiatives that truly resonate with investors.
Overall, the slide serves as a guide for executives looking to refine their value creation strategies. By focusing on these tools, companies can better align their operational goals with investor interests, ultimately driving higher realized value. This approach is not just about understanding numbers; it's about translating that understanding into actionable strategies that can significantly impact a firm's market standing.
This PPT slide outlines a framework for value creation, emphasizing the necessity for leadership to prioritize and manage specific levers effectively. It begins by stating that while developing a value creation agenda may seem straightforward, the real challenge lies in implementing it cohesively across the organization.
Central to this framework are 4 direct levers: operational effectiveness, portfolio management, competitive strategy, and investor strategy. Each of these levers plays a crucial role in driving value and must be aligned with the overarching value creation aspirations of the organization. The slide suggests that a quantified value creation aspiration is essential; it serves as a guiding principle for the organization’s efforts.
The framework also highlights the importance of corporate center practices, which likely refer to the governance and operational structures that support the execution of these levers. This indicates that a robust support system is necessary to ensure that the direct levers function effectively and contribute to the overall goals.
The mention of "superior RTSR" implies a focus on achieving superior returns to shareholders, which is a key outcome of effectively managing these levers. The slide suggests that organizations must not only identify these levers, but also understand the trade-offs involved in prioritizing them. This nuanced understanding is critical for leaders aiming to drive sustainable growth and value creation.
Overall, the slide serves as a strategic guide for executives looking to implement a structured approach to value creation, emphasizing the interplay between aspirations, direct levers, and corporate practices.
This PPT slide outlines the concept of Relative Total Shareholder Return (RTSR) as a critical metric for organizations aiming to enhance their value creation potential. It begins by defining RTSR as a combination of capital gains and dividend yield, benchmarked against a peer group or market index. While the idea isn't new, many firms struggle to effectively implement RTSR as a goal-setting mechanism.
The slide emphasizes that when executed properly, RTSR serves as a valuable tool for articulating a firm's objectives and the plans necessary to achieve them. It stresses the importance of clearly quantifying RTSR, ensuring that it is based on external value realization, and communicating it as a long-term goal across the organization. This clarity is essential for aligning efforts and fostering a unified direction.
Further, the slide highlights the need for RTSR aspirations to inspire and empower management at all levels to adopt an entrepreneurial mindset. By doing so, organizations can set objective targets that link business unit performance to capital markets discipline. This connection is vital for ensuring that all parts of the organization are working towards the same overarching goal.
Lastly, the slide notes the necessity of translating the RTSR goal into specific targets for business units. This step is crucial for holding managers accountable for their contributions to value creation. The overall message is clear: organizations must continuously assess and refine their missions and long-term aspirations to maintain alignment and drive performance.
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
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