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1- Private Company Exit Strategies: Making the Decision to Sell
Article selection: Hamid Atharinejad
Summary : The perpetuation of ownership and the succession of management are among the most difficult challenges that a privately held business will ever encounter. The decisions surrounding these issues will determine what will become of the organization to which business owners have devoted their lives, and what will be the return on what is likely their most valuable financial asset.
2- Private Company Exit Strategies: Finding the Right Buyer
Article selection: Hamid Atharinejad
Summary : We have created this series, Realizing Shareholder Value: Private Company Exit Strategies, to assist privately held business owners in developing and executing an effective exit strategy.
Part 1, Making the Decision to Sell, discussed why enhancing value upon your exit begins with the process of identifying your goals and objectives, both business and personal in nature. Your goals and objectives, to a large extent, determine the best exit strategy and the right type of buyer.
3- Investment Management Perspectives Customer-Centric Business: Getting the Focus Right
Article selection: Hamid Atharinejad
Summary : Asset managers face myriad calls on their judgement from the intricacies of international trade and politico-economics to compliance and IT budgets. But as competition grows, domestically and across borders; as financial sophistication around the world accumulates and as technology is refined, business success will depend more and more on the ability to attract and keep customers.
4- Promoting Investments in Intangible Organizational Assets through Aligned Incentive Compensation Plans
Article selection: Hamid Atharinejad
Summary : Strategic business unit managers are often evaluated based upon return on investment targets- targets that reward lower expenses and lower investments. This focus, however, may be at odds with the strategic objectives of the larger organization that require investment in organizational assets, generally large-scale intangible assets that form the basis for achieving the organization’s strategic goals. Investments in these intangible assets have the potential to reduce profits in the short term but enhance profits in the long term. To encourage investment in organizational assets, organizations must align their compensation schemes with their long-term objectives.
We examine the experiences of the Steak n Shake Company to illustrate how one company aligned the objectives of its business unit managers with its strategic plan to build human capital.
5- Recapturing the Vision: Integrity Driven Performance in the Pharmaceutical Industry
Article selection: Hamid Atharinejad
Summary : The foundation of any sustainable and profitable business model requires the trust of consumers, regulators, investors, and creditors. Relative to their counterparts in other sectors, however, pharmaceutical companies find themselves party to a more involved and demanding social contract. Scientific successes have positioned modern medicines as vital components to the overall state of public health; they are indispensable keys to survival and good health for millions of people. As such, the public expects pharmaceutical companies to address social needs as well as earn a financial return. It may be argued that in many cases this expectation exceeds what is reasonable or even possible. At the very least, it is a call for action far beyond the mandate of the ordinary profit-making company.
6- The Regulation, Taxation and Distribution of Hedge Funds in Europe Changes and Challenges
Article selection: Hamid Atharinejad
Summary : I am pleased to present the 2006 edition of our report on the Regulation, Taxation and Distribution of Hedge Funds in Europe. The report includes a detailed consideration of the various national regulatory and tax regimes as they affect hedge funds, hedge fund managers and hedge fund investors across the marketplace in Europe.