Value innovation management and discounted cash flow

Tony Carter (College of Business, University of New Haven, West Haven, Connecticut, USA)
Demissew Diro Ejara (College of Business, University of New Haven, West Haven, Connecticut, USA)

Management Decision

ISSN: 0025-1747

Publication date: 8 February 2008

Abstract

Purpose

The purpose of this paper is to export the idea of “Core Competency Based Valuation”. Wireless network operations services companies have exploded in importance and face unprecedented challenges in valuing them. This article considers how one firm's managers are enhancing their value through better performance and decision making to input long‐term value, along with the industry growth and highly favorable customer response to their quality products and services.

Design/methodology/approach

This fairly extensive, yet focused paper, was based on accepted financial valuation procedures, due diligence from visit with managers and relevant market data. This paper also reflects other critical valuation quantitative information concerning their considerable business activity and excellent future prospects in the “sales deals pipeline” such as Nokia, a key customer development, that should be reflected in any detailed report regarding valuation.

Findings

Effective management requires that the emphasis return to fundamentals, even if it makes analysts unhappy in the short‐term. For managers, DCF tools will continue to be important. However, history also shows that on occasion market valuations can and do deviate. They can benefit that way only if they understand the real underlying values. Managers need to keep their focus on discounted cash flow and all those factors in the company and marketplace that reflect the firm's capabilities and opportunities.

Originality/value

What makes wireless firms, and especially new wireless firms, different? First, they usually have not been in existence for more than a year or two, leading to a very limited history. Second, their current financial statements reveal very little about the component of their assets – expected growth – that contributes the most to their value. Third, these firms often represent the first of their kind of business. In many cases, there are no competitors or a peer group against which they can be measured.

Keywords

Citation

Carter, T. and Diro Ejara, D. (2008), "Value innovation management and discounted cash flow", Management Decision, Vol. 46 No. 1, pp. 58-76. https://doi.org/10.1108/00251740810846743

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

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