For the past 12 years, The Wall Street Journal has published Dr. Alfred Rappaport's brainchild, the Shareholder Scoreboard. This special section lists 1,000 of the largest U.S. Corporations (representing 90% of all listed equity values) and shows statistically how 'shareholder-friendly' each one is. In the article “Ten Ways to Create Shareholder Value”, Alfred Rappaport provides what he considers necessary to create shareholder value. In this paper, I will analyze the article. Rappaport’s article “Ten Ways to Create Shareholder Value” offers ten principles that should be followed for a business to successfully create shareholder value.

Preparation, Performance, Output and Grading SCHEDULE The emphasis of this course is primarily on integrating within a shareholder value framework what you have already learnt in other courses. The course will be delivered in 10 sessions. The first eight sessions will be held on May 10 and 11, from 8:30 am to 4.30 pm, with appropriate breaks. The final two sessions will be held on June 1, from 8.30 am to 12.30 pm. Given the format of the course, it is extremely important that you prepare ahead for the sessions.

GROUPS The groups will be formed during the first day of classes (or earlier). FINAL PRESENTATION You should come prepared to present your analyses in every session.

June 1 sessions will be devoted largely to group presentations. WRITTEN REPORT Each group will E-submit a written report, and also provide a hard copy. The report may consist simply of a set of transparencies that are self-explanatory, along with an executive summary. GRADING Your performance will be evaluated on the basis of your class contributions and team-based contributions.

I shall seek team inputs regarding each member’s team-based contribution. Text materials (available in Balmer Copycenter) Optional K.

Ramanathan, Accounting and Managing for Shareholder Value Creation. Ramanathan, Managing for Shareholder Value--Readings and Cases.

Ramanathan, Managing for Shareholder Value— Handouts. Ramanathan, © 1988-1999 Shareholder Value Computation—E-Model.

Text materials (available on internet) Required A. Damodaran, Value Creation and Enhancement: Back to the Future.

The article can be accessed at: Illustrative Internet sites for corporate financial data Assignments Sessions 1 # 2 Topic: THE ROE FRAMEWORK FOR MEASURING AND MANAGING VALUE CREATION Objectives: Learn how businesses use financial models to measure and plan value creation in business. Enhance your understanding of the ‘ language of business’ used in financial statements.

Explore the Internet to track your company’s financial and management information. Learn the usefulness of ROE (Return on Equity), ROA (Return on Assets), RONA (Return on Net Assets), and EP (Economic Profits) as integrated frameworks to direct and evaluate business performance. Understand the limitations of ROE, ROA, RONA, and EP measures.

France vfr fs2004 download. Learn to differentiate between profits and cash flows, and between book values and market values. Learn how to use published reports to analyze a company's management policies and business performance. Preparation Guide: Access The Boeing Company financial statements from the Internet K. Ramanathan, Accounting and Managing for Shareholder Value Creation. Study Chapters 1,2, and 3: Refer to Glossary as needed.

Assignment (See green booklet, Readings and Cases): Use the worksheet labeled “Balance Sheet Changes” and compute key changes in the company’s financial position for the most recent two years. Evaluate the change data. Use the Financial Ratios Worksheet to calculate financial ratios for the most recent two years. Enter your results in the accompanying ROE Scoreboard worksheet. Evaluate the firm’s financial performance.

Could the firm’s performance during the most recent year have been better? What specific improvements would you suggest? Using data for the most recent two years, analyze key financial changes at the corporate and segment levels. Evaluate the potential impact of these changes in the company’s future profitability, cash flows, growth, and market value. What conclusions would you draw? Please come prepared to present (in ten minutes or less) your analysis.

Session #3 Topic: MANAGING GROWTH AND CASH FLOW FOR VALUE CREATION The Cash Flow Model Objectives: Understand the effect of typical business decisions on profitability, cash flow, and financial position. Learn why firms can be profitable and yet go broke. Learn why firms can grow broke.