Titlebook: Making the Compelling Business Case; Decision-Making Tech Wolfgang Messner Book 2013 Wolfgang Messner 2013 controlling.development.factorin

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Business Case as Controlling Framework,he investment and control if the promised benefits are actually being reaped in. Everybody in an organization is keen to realize benefits, but benefits only come true when management continues to monitor the investment. Otherwise benefits do not make it out of the planning spreadsheet into the organ

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Key Financial Concepts,nagers and decision makers need to know how asset values are determined, today and in the future. They need to construct, understand, and apply a theory of value; in other words, they need to initiate a business case project.

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Fundamentals I: Costs,e this and the next chapter concentrate exclusively on the two basic types of input into a compelling business case and the investment justification process: costs in this Chapter and benefits in Chapter 4.

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apability to champion new business development ideas, take them to senior management, and facilitate the decision process by understanding the key theories and practices of finance and corporate investments.978-1-349-46486-9978-1-137-34057-3

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Fundamentals II: Benefits, only long after the investment has been commissioned and when management suddenly begins to notice that benefits are not being reaped according to the forecast that people begin to question the original business case again.

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Making Investment Decisions with NPV, themselves. In order to overcome such concerns, this chapter takes the introduction to NPV as provided in Section 2.2 a step further and highlights a few areas which require attention and consideration in practical business cases:

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Factoring Strategic Flexibility,t into the strategic investment process so that organizations have the capability and preparedness to identify major changes in their external environment to which they can respond with new courses of action by quickly committing resources..

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