By Malcolm McDonald
Written for advertising and marketing and finance administrators, CEOs, and strategists, in addition to MBA scholars, this sensible ebook explains the foundations and perform at the back of rigorous due diligence in advertising and marketing. It connects advertising and marketing plans and funding to the valuation of the company and the way it could give a contribution to expanding stakeholder price. thoroughly revised and up to date all through, the Second Edition beneficial properties new case examples in addition to a very new first bankruptcy containing the result of new study into probability and advertising and marketing ideas among Finance administrators and leader advertising and marketing Officers. �Read more...
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Extra info for Marketing and finance : creating shareholder value
In the following chapters, that is what this book will attempt to do. However, as authors we would be naive to assume that our readers start with a blank slate and so, before we move on to the detail of the Marketing Due Diligence process, it is worth making clear how it will differ from the approaches many managers currently use to assess business plans. Financial smoke and mirrors Without doubt, the most prominent approach to testing a business plan is a rigorous assessment of the numbers and we wouldn’t argue with the importance of quantitative rigour.
Zune failed to provide any significant point of differentiation to the iPod in its overall value proposition. Underlying this was a failure to gain any insight into how this market is segmented and what differentiated value propositions may have appealed to different segments. 48 Nortel: Playing the wrong game Whilst all real-world examples of failure are necessarily simplifications, some must be more simplified than others and the challenge is to identify the lesson to be learned whilst also recognizing the wider context.
By and large, we find the business plan review process, as it is practised in most companies, to be ineffective or at least inefficient. It is supposed to produce agreement on a plan that has a high probability of delivering its promises. In practice, it often does the opposite. Executives, operating in a highly uncertain environment, write plans that they think will work but in which the risks are poorly understood. They anticipate the challenges of their leaders and build in spare resources and soft targets.