+353-1-416-8900REST OF WORLD
+44-20-3973-8888REST OF WORLD
1-917-300-0470EAST COAST U.S
1-800-526-8630U.S. (TOLL FREE)


Recent Trends in Valuation. From Strategy to Value

  • ID: 2213797
  • Book
  • February 2003
  • 168 Pages
  • John Wiley and Sons Ltd
1 of 3
An optimal financial policy requires a strategy of value creation. This is translated into value–based management in a strategic decision–making and management model that focuses on maximising company value, and which therefore is essential for every company.

Recent Trends in Valuation provides both a clear and understandable analysis of the various valuation techniques and their recent refinements, and the use of option theory in valuation. The practical applications of the various methods are discussed and placed within a strategic and integrated framework.

Recent Trends in Valuation

  • outlines the advantages and disadvantages of various valuation techniques;
  • contains contributions from leading experts in the fields of valuation and real options;
  • includes an extensive lecture by Tom Copeland on ′real options′;
  • follows past, current and potential future valuation techniques, and
  • discusses current trends in this area in the light of an ever–increasing desire to assess and manage risk and uncertainty.
Note: Product cover images may vary from those shown
2 of 3

About the editors.

1. Introduction – strategic valuation: the relationship betweeen strategy, valuation techniques and options (L. Keuleneer and W. Verhoog).

Relationship between value–based management and valuation techniques.

Option theory in the determination of value.


2. Valuation of companies: discounted cash flow, adjusted present value, decision–tree analysis and real options (W. De Maeseneire and L. Keuleneer).


Discounted cash flow method.

Adusted present value method.

Decision–tree analysis (DTA) and real options (RO).

Summary and Conclusions.


3. Valuation in practice (T. Copeland).


Discounted cash flow valuation.

Expectations–based management.

Real options.

4. Value–based management: control processes to create value through integration (G. Scheipers, et al.).


Value–based management.

Value–based performance metrics.

Value–based management practice.




Note: Product cover images may vary from those shown
3 of 3
Luc Keuleneer
Willem Verhoog
Note: Product cover images may vary from those shown