Creating shareholder value

Article Abstract:

Organizations must realize the importance of creating shareholder value in today's competitive corporate environment. Shareholder value is created when a firm invests in projects that earn a return in excess of the cost of capital. In a study of 26 companies that have proven successful in creating shareholder value, it was noted that they share some practices that make them more attractive to shareholders. These include a clear vision, focus on their areas of competency and competitive advantage, well-crafted growth strategy, and a dedication to creating value not only for shareholders but for all stakeholders, including their customers and employees.

Management Dynamics NEC, Stockholders

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The AMR ripple effect: the true value of automated meter reading technologies can be found in the information they deliver

Article Abstract:

Information offers maximum value to industries smart enough to realize its potential. However, utilities and energy-related businesses have been slow in realizing the naked truth about the value of information, particularly the use of metering data beyond basic customer billing. Utilities must realize the multiple uses of advanced data collection technology not only to multiple departments within the utility but to third parties and end-use customers as well. They must also realize that the use of this technology increases operational efficiency, helps market new services, and assists in targeting new customers.

Instruments to measure electricity, Instrument Manufacturing for Measuring and Testing Electricity and Electrical Signals, Electric Power Meters, Usage, Evaluation, Electric utilities, Electric meters, Information appliances

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The portable manager

Article Abstract:

Portable managers or executive temps provide companies the benefit of transferring knowledge and experience on a just-in-time basis. Portable management is also being favored by some management consultants who predict companies of the future will be boundaryless and staffed by temporary employees. The practice started at the height of corporate downsizing in the late 1980s as hundreds of competent executives were being laid off everyday.

Management Development NEC, Executives

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