Translating Strategy into Shareholder Value: A Company-Wide Approach to Value Creation
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E
e-commerce, distribution channels and, 125
economic filter, 4, 95-111
equivalence of response with, 106-109
and market demand, 95-103
purpose of, 95
and risk identification, 107, 109
for validation of SAs, 105-106
economies of scale, 36, 44, 122-124
effective interest rate, 215-216
efficiency, 25-26
with BPR, 83-85
interim loss of, with M&As, 45
IT and improvements in, 69-72
in resource consumption, 86-87
use of technology to create, 81, 83
E.I. du Pont de Nemours and Co., 149
employee capabilities, 137-139
empowerment, 137-139
end results, definition of, 169-172
entry barriers, 120, 122-126
e-procurement, 68-73
equity, 150
as capital, 214
cost of, 216-217
in financial leverage, 155, 156
return on, 150-153, 156
equivalence of response, 96, 106-109
erosion of power, 254-256
established industries, increasing revenue in, 21
event drivers, 177
executives
commitment to BPR by, 88-89
perceived power loss by, 254-256
exit barriers, 57, 62, 120
expansion stage, 133, 134
expectations
customer service, 131
unreasonable, 87-88
explanatory variables, 188, see also regression analysis
external Strategic Alternatives, 29-59
effectiveness of, 61-62
mergers and acquisitions as, 30-49
outsourcing as, 49-58
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