Chronicles value‐based management (VBM) as it is approached by Boston Consulting Group (BCG) and uses figures to add emphasis to this system. States that the yardstick used by BCG is total shareholder return (TSR), giving historic appraisal and comparison between companies. Demonstrates that...

Chronicles a question and answer piece between Alistair Cox, group strategy director of BCI (Blue Circle Industries) and ‘The Antidote’. States that BCI plc is the parent group of an international group of companies with core business in the manufacture and sale of building materials,...

Contends that a continuous process of value‐destruction lurks in many diversified corporates, causing the HQ to depress the performance of subsidiaries, invisibly and inevitably. Cites evidence from research to argue that many big US and UK companies are ripe for demerger. Sums up, that for...

Reviews some changes occurring in investor or shareholder power and the effects those changes have been having in the USA, the UK, Germany and France. Believes that UK and European shareholders are flexing their muscles in unfamiliar ways. Looks at various pension schemes and gives a brief...

Details a study of 429 complete UK acquisitions, takeovers and mergers from 1980 to 1990. Cites value creation; management/shareholder alignment; and bid characteristics. Warrants that the results gave some support to the above factors playing a role in wealth creation in target companies —...

Identifies three phases of post‐acquisition management: the morning after (the period immediately following the acquisition) the learning‐to‐live‐together stage; and the, oft‐overlooked, review stage. Spotlights Unisys and ICI in a panel entitled ‘acquisitive behaviour’. Argues many...