"This is a stimulating book that places traditional financial management in an expanded framework. It demonstrates that uncertainty and the revisions of market expectations require a new orientation for management decision–making. It contains many conceptual extensions of traditional ideas. The numerous examples of actual companies illuminate the applicability of the new theories explained. This book has many important and exciting ideas that can improve management decisions and performance."
J. Fred Weston, Distinguished Professor of Finance, Anderson School of Management, UCLA
"What drives shareholder returns is of immense interest to managers and investors. Bringing expectations squarely into the picture through Expectations–Based Management (EBM) sorts out the issues practitioners and theorists have had with earnings and cash flow measures. The book is a fine companion to Tom Copeland′s path–breaking work in corporate finance, valuation, and real options."
Rob McLean, Dean and Director, Australian Graduate School of Management
"This book is a tour de force critique of the way we measure corporate performance. And it offers a sound remedy that for the first time reflects the fact that value creation is significantly about exceeding investor expectations. Well written and amply researched and illustrated, Outperform with Expectations–Based Management will sharpen the way you judge financial results and the managers who produce them. This is a must–read for thoughtful investors, directors, CEOs, students, and all aspirants to superior performance."
Robert F. Bruner, Distinguished Professor of Business Administration, Darden Graduate School of Business Administration, University of Virginia
Dedications and Acknowledgments.
PART I: MEASURING PERFORMANCE.
Chapter 1: The Right Objective, Strategy, and Metric.
Chapter 2: Expectations Count: The Evidence.
PART II: MANAGERIAL IMPLICATIONS.
Chapter 3: Management of Existing Businesses.
Chapter 4: New Investment and Business Mix Decisions.
Chapter 5: What About the WACC?
Chapter 6: Capital Efficiency.
Chapter 7: Reverse Engineer the Value of Your Firm.
Chapter 8: Investor Relations.
Chapter 9: Incentive Design.
Chapter 10: Implementing an EBM System.
PART III: OTHER POINTS OF VIEW.
Chapter 11: Investor Relations: Understanding the Investor s Perspective.
Chapter 12: Comparison of Value–Based Management Systems.
Chapter 13: Expectations, Noise, and Public Policy.
Chapter 14: Summary and Conclusions.
AARON DOLGOFF is an Associate Principal in the Finance practice of CRA International. He works on litigation and business–consulting matters requiring specialized finance expertise. Dolgoff′s experience spans a range of industries, including pharmaceuticals, agribusiness, truck manufacturing, office supplies, healthcare services, and consumer goods. He received a BS in economics from the Wharton School and an MA in international relations and economics from The Johns Hopkins University.