Abstract
A higher value strategy is a strategy that, if implemented successfully, will create shareholder wealth by producing a higher intrinsic value outcome for a business than if it continued to pursue its current strategy. By definition, such a strategy will have a higher expected economic profit stream than the current strategy. In this chapter, we provide comprehensive guidance on the systematic pursuit of ongoing value uplift through higher value strategy development.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
The results of the Sydney study, which involved approximately a 1,000 respondent, face-to-face, PC-administered survey of residential electricity consumers from 155 postcode locations in Sydney and surrounding areas, were released in January 1999 by Energy Australia in an appendix to a Discussion Paper entitled Meeting Customer Requirements under the Regulatory Framework. This paper was available from www.ipart.nsw.gov. The results of the Melbourne study, which involved 400 respondents from different parts of the state of Victoria in 1998–1999, were quoted in the South Australian Independent Industry Regulator’s Information Paper on Electricity Tariffs and Security of Supply issued in June 2000. A detailed description of the methodology developed to complete both studies was presented and reviewed in Williams, P. and Kilroy, D., “Calibrating Price in ACA: The ACA Price Effect and How to Manage It”, Proceedings of the 2000 Sawtooth Software Annual Conference, September 2000.
- 2.
Williams, P. and Kilroy, D., “Calibrating Price in ACA: The ACA Price Effect and How to Manage It”, Proceedings of the 2000 Sawtooth Software Annual Conference, September 2000, pp. 81–95.
- 3.
Williams, P. and Kilroy, D., op. cit.
- 4.
McCullough, D., “Comment on Williams and Kilroy”, Proceedings of the 2000 Sawtooth Software Annual Conference, September 2000, pp. 97–100.
- 5.
Orme, Bryan K., Getting Started with Conjoint Analysis, Research Publishers, Maddison Wisconsin, Second Edition, 2010, p. 42.
- 6.
These techniques rely on management being able to express each attribute in terms of the benefits that it delivers to customers. For example, in the electricity supply illustration shown in Figure 8.5, the attributes used to differentiate between each of the three alternative supply infrastructures were price, nature of infrastructure (overhead or underground), the need for tree trimming, whether the cable was insulated or not, and the level of supply reliability. To define each offer in terms of these attributes required distinct levels to be defined that related to each offer (or potential offer). For example, underground supply had outages from blackouts totalling a fraction of that experienced with overhead bare wire.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2017 The Author(s)
About this chapter
Cite this chapter
Kilroy, D., Schneider, M. (2017). The Systematic Pursuit of Higher Value Strategies. In: Customer Value, Shareholder Wealth, Community Wellbeing. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-54774-9_8
Download citation
DOI: https://doi.org/10.1007/978-3-319-54774-9_8
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-319-54773-2
Online ISBN: 978-3-319-54774-9
eBook Packages: Business and ManagementBusiness and Management (R0)