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Making the compelling business case : decision making techniques for successful business growth / Wolfgang Messner.

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Despite clear objectives, managers often make decisions on projects with uncertain outcomes, which can result in failed initiatives, missed goals and overrunning costs. A business case is a process, a tool and a document that builds consensus among stakeholders and gives decisionmakers the rational...

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Bibliographic Details
Online Access: Full Text (via Skillsoft)
Main Author: Messner, Wolfgang (Author)
Format: Electronic eBook
Language:English
Published: New York, NY : Palgrave Macmillan, 2013.
Subjects:
Decision making.
Strategic planning.
Decision making
Strategic planning
Table of Contents:
  • 1. Deciding on Corporate Investments
  • 1.1. Financial goals vs. corporate strategy
  • 1.2. Why investment decisions fail
  • 1.3. Definition of a business case
  • 1.4. Characterizing investments
  • 1.5. Infrastructure investment framework
  • 1.6. Trustworthy business cases
  • 1.7. Enterprise analysis
  • 1.8. Business case project
  • 1.9. Structure of a business case
  • 1.10. Consensus and stakeholder management
  • 2. Key Financial Concepts
  • 2.1. Time value of money
  • 2.2.Net Present Value (NPV) concept
  • 2.3. Payback and discounted payback method
  • 2.4. Return on Investment (ROI)
  • 2.5. Internal Rate of Return (IRR)
  • 2.6. Profitability Index (PI) and Benefit---Cost Ratio (BCR)
  • 3. Fundamentals I: Costs
  • 3.1. Cost stages
  • 3.2. Financial issues with costs
  • 3.3. Estimating costs
  • 3.4. Taxes
  • 3.5. Leasing
  • 4. Fundamentals II: Benefits
  • 4.1. Benefit taxonomy
  • 4.2. Strategic benefit maps
  • 4.3. Value panel
  • 4.4. Benefit discovery chart
  • 4.5. Managing non-monetary benefits
  • 4.6. Customer value for the company
  • 4.7. Ensuring benefit criteria completeness
  • 5. Making Investment Decisions with NPV
  • 5.1. Continuous cash flows
  • 5.2. Terminal value
  • 5.3. Time horizons
  • 5.4. Capital rationing and capital restrictions
  • 5.5. Inflation
  • 5.6. Worked example: Highway safety alternatives
  • 5.7. Worked example: UC replaces telephony system
  • 6. Factoring Risk and Uncertainty
  • 6.1. Definition of risk
  • 6.2. Assumptions and complexity
  • 6.3. Risk assessment process
  • 6.4. Risk preferences of decision makers
  • 6.5. Measuring level of risk of future attributes
  • 6.6. Sensitivity analysis
  • 6.7. Scenario analysis
  • 6.8. Simulations
  • 6.9. Probability trees
  • 6.10. Decision trees
  • 6.11. Empirical validation
  • 6.12. Risk assessment by certainty equivalents
  • 6.13. Global investments, country risk, and international contracts
  • 6.14. Worked example continued: UC replaces telephony system.
  • Contents note continued: 7. Factoring Strategic Flexibility
  • 7.1. Strategic real option analysis
  • 7.2. Black---Scholes formula
  • 7.3. Subjective real option valuation
  • 7.4. Real option management
  • 8. Business Case Presentation
  • 8.1. Executive decision making
  • 8.2. Structure of the business case report
  • 8.3. Storytelling
  • 8.4. Deliver the presentation
  • 9. Business Case as Controlling Framework
  • 9.1. The challenge of benefit realization
  • 9.2. Operationalizing competencies with practices
  • 9.3. Benefits realization competencies framework
  • 10. Influencing Decisions in Sales
  • 10.1. Turning selling around
  • 10.2. Business case selling
  • 10.3. Avoiding weak business cases.

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