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ОРИЕНТИРОВАННЫЕ НА УПРАВЛЕНИЕ СТОИМОСТЬЮ ПРЕДПРИЯТИЯ СОВРЕМЕННЫЕ МОДЕЛИ СТРАТЕГИЧЕСКОГО МЕНЕДЖМЕНТА ПОДГОТОВИЛИ: АШУРБЕКОВА ВИКТОРИЯ ПОПОВА МАРГАРИТА ОРИЕНТИРОВАННЫЕ НА УПРАВЛЕНИЕ СТОИМОСТЬЮ ПРЕДПРИЯТИЯ СОВРЕМЕННЫЕ МОДЕЛИ СТРАТЕГИЧЕСКОГО МЕНЕДЖМЕНТА ПОДГОТОВИЛИ: АШУРБЕКОВА ВИКТОРИЯ ПОПОВА МАРГАРИТА ТАРАСОВА АНАСТАСИЯ ШЕВАЙЕ ЕВГЕНИЯ

VALUE-BASED MANAGEMENT Value-Based Management - management concept, aimed at improving the quality of strategic VALUE-BASED MANAGEMENT Value-Based Management - management concept, aimed at improving the quality of strategic and operational decisions at all levels of the organization by focusing on the key drivers of all decision-makers.

VALUE-BASED MANAGEMENT The concept of value is based on the following principles: 1) The VALUE-BASED MANAGEMENT The concept of value is based on the following principles: 1) The most appropriate measure to allow adequately assess the performance of the company - is the flow of funds 2) New capital investment must be carried out only under the condition that they create new value. 3) In a changing economic environment surrounding the combination of the company's assets would also have to change in order to maximize the value growth of the company.

VALUE-BASED MANAGEMENT The main methods of management of the company value, reflecting the principles VALUE-BASED MANAGEMENT The main methods of management of the company value, reflecting the principles of VBM, the following: Investment returns on the basis of cash flow (Cash Flow Return on Investment, CFROI), The market value added (Market Value Added, MVA), Economic value added (Economic Value Added, EVA), The added value of equity (Shareholder Value Added, SVA).

BSC-MODEL KAPLANNORTON The main purpose of this concept - to realize the vision of BSC-MODEL KAPLANNORTON The main purpose of this concept - to realize the vision of the bank's management a reality, and also to connect strategy to operations and cost factors.

BSC-MODEL KAPLANNORTON The main feature of BSC is that it is closely linked to BSC-MODEL KAPLANNORTON The main feature of BSC is that it is closely linked to the business processes that are aimed at meeting the needs of customers, and that involve all employees of the institution and the bank's management focuses on the strategic development of adequate

BSC-MODEL KAPLANNORTON BSC-model reflects the enhanced information management capabilities by adding non-financial measures in BSC-MODEL KAPLANNORTON BSC-model reflects the enhanced information management capabilities by adding non-financial measures in assessing performance of the bank to meet management objectives

THE STRUCTURE OF THE IR ACCORDING TO THE PROCEDURE SCANDIA NAVIGATOR THE STRUCTURE OF THE IR ACCORDING TO THE PROCEDURE SCANDIA NAVIGATOR

SUMMARY CHARACTERISTICS OF THE MODEL: 1) model belongs to the group of Score Cards SUMMARY CHARACTERISTICS OF THE MODEL: 1) model belongs to the group of Score Cards ( «settlement points") that assess the state of the IC system based on different indices, ratings. 2) The model is based on historical information and its structure is able to characterize (highlight) the main causes (drivers) IC evaluation.

ADVANTAGES AND DISADVANTAGES OF THE MODEL + A deep study of the role of ADVANTAGES AND DISADVANTAGES OF THE MODEL + A deep study of the role of market (consumer) and innovation capital. + In the original form, the model is focused on the relative measure of IC - The system of calculation is quite labor intensive and requires time-consuming, complex evaluation of the various levels of management of the company. - No tracks the performance of IR. - The controversial part of structural capital.

EL MAPA ESTRATÉGICO DE P. HORVATH EL MAPA ESTRATÉGICO DE P. HORVATH

EL MAPA ESTRATÉGICO DE P. HORVATH La idea de un Cuadro de Mando Integral EL MAPA ESTRATÉGICO DE P. HORVATH La idea de un Cuadro de Mando Integral (Balanced Scorecard) cumple con los deseos de la gestión para encontrar un conjunto equilibrado de indicadores monetarios y no monetarios para la gestión de la casa.

EL MAPA ESTRATÉGICO DE P. HORVATH El nuevo sistema está dirigido principalmente a vincular EL MAPA ESTRATÉGICO DE P. HORVATH El nuevo sistema está dirigido principalmente a vincular el desempeño en términos monetarios, tales dispositivos • de medición de los aspectos operativos de la sociedad en la satisfacción del cliente, • los procesos de negocio internos, • la actividad innovadora

CONDUCTORES DE VALOR CONDUCTORES DE VALOR

CONDUCTORES DE VALOR El costo es una función de cuatro cosas: • Las inversiones CONDUCTORES DE VALOR El costo es una función de cuatro cosas: • Las inversiones estratégicas (tangible o intangible); • El flujo de efectivo que estas inversiones generan (como dividendos); • de la vida económica de la inversión (limitado o infinito), y • el coste asociado del capital (una tasa mínima de rentabilidad sobre el capital invertido).

ИСТОЧНИКИ: 1. http: //do. gendocs. ru 2. http: //hr-portal. ru/article/balanced-scorecard-alternativnye-modeli 3. http: //en. wikipedia. ИСТОЧНИКИ: 1. http: //do. gendocs. ru 2. http: //hr-portal. ru/article/balanced-scorecard-alternativnye-modeli 3. http: //en. wikipedia. org/wiki/VBM 4. http: //vasilievaa. narod. ru/ptpu/22_4_00. htm 5. http: //www. labrate. ru/articles/nesterov_article_2007 -3_intellectualcapital. htm 6. ИНТЕЛЛЕКТУАЛЬНЫЙ КАПИТАЛ: ПРАКТИКА УПРАВЛЕНИЯ 7. Рецензия на книгу: Roos G. , Pike S. , Fernstrom L. Managing 8. Intellectual Capital In Practice. Butterworth Heinemann, 2005 9. В. К. ДЕРМАНОВ 10. http: //ecsocman. hse. ru/data/708/626/1219/171_180_Retsenziya_Der manov. pdf