Concentrates on the best known and most model of shareholder values — developed by Stern Stewart, financial advisers — that has aroused, in equal measures, criticism and enthusiasm. Defines market value added (MVA) as equitable with shareholder wealth and answers the question ‘ How can the...

Spotlights HSBC James Capel (brokers), value‐based management and the high profile commitment to equity research, following discussions and work with academics and management consultants. Commends the use of figures to ‘flesh out’ the explanations used within and HSBC James Capel's...

Spotlights Janette Rutterford, Abbey National Professor at the Open University Business School — responsible for producing a corporate finance MBA course and lists her other achievements in full. Chronicles the major part of the article as a question and answer piece involving discussion on...

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,...

Discusses value‐based management and how it has worked at Fletcher Challenge, a paper, building, energy, and solid wood plantation forestry operator in New Zealand. States Fletcher Challenge is not a backwater organization, far from it, as its issue of targeted shares in corporate finance have...

Questions whether corporate USA will be able to maintain competitiveness into the next millennium owing to unrelenting restructuring, meaning a recovery is based on an illusion of improved productivity. States, bluntly, the USA needs to grow in order to maintain market share — let alone to...

Argues that to match the right distinctive capabilities to the challenges of the business environment is the difference between corporate success and failure. Investigates John Kay, ex‐chairman of consultants London Economics (still a partner), visiting professor of economics at London...

Expresses concern about large corporations' ability to maintain their competitive edge in view of smaller resource‐limited competitors (mainly Japanese) successfully challenging these giants. Uses a figure to explain relationships between core competencies, core products or platforms, business...

Wonders why, in an atmosphere of intense competition, some companies achieve sustained high growth in profits and revenues. Highlights the example of Formule 1, a chain of budget hotels in France, launched in 1985, which beat off the no‐star and one‐star hotels, costing between 60 and 90...

Looks, in depth, at the UK Co‐operative (Co‐op) Bank and how it has now gone back to its roots to make a difference. Espouses competitive strategy and how the Co‐op is about being different, making deliberate choices and helping the customer to genuinely value what is offered. Focuses on...