Lectures 4 & 5 Flashcards

1
Q

Public Vs. Private Companies

A

Public - on S-Ex, regulated info release
Private - fewer shareholders, different investment options, not on S-Ex, “closely held”

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2
Q

Governance Hierarchy

A

StH / ShH TO Board of Directors TO CEO TO Executive Leadership Team // (CEO and Executive Leadership Team are employees FYI)

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3
Q

Board of Directors

A

not day-to-day operations or employees, represent ShH interests, hire CEO, provide objective oversight & expertise

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4
Q

CEO

A

Chief Executive Officer, sets/implements strategy

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5
Q

Shareholder Voice

A

Board of Directors
Annual Meetings (updates, votes, nominations)
Exit (sell shares) / Voice (write letter, proxy vote etc) / Loyalty (do nothing - signal acceptance)

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6
Q

Best Corporate Governance Practices

A

BOARD independence and accountability (elected, no relationship)
DIVERSITY (gener, race, background)
COMPENSATION (tied to performance)
DUALITY of CEO/Chair (2 difference people)
ShH voting rights

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7
Q

Strat Comms Role & Governance

A

relationship b/w org and public, be friends w ShH, StH, bring feedback to board BY being educated on governance practices, monitor feedback, release timely/good info

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8
Q

Enron

A

hid debt/toxic assets from shareholders among other things– went bankrupt
Unethical leaders, no board accountability, poor financial reporting

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9
Q

Volkswagen “Dieselgate”

A

installed software to evade emissions standards
sketchy w auditors, poor transparency and regulatory oversight

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10
Q

Wells Fargo Fake Customer Accounts

A

made to meet aggressive internal sales goals. Poor internal controls / accountability / customer-focused culture

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11
Q

WWE “Operation Raw Deal”

A

Steroid ring. Bad internal politics/ethical practices/regulatory oversight

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12
Q

Intangible Assets:

A

non-financial value/non-physical, future benefit, “soft”. ie Patents, Processes, Plans, Reputation, Relationships, Logos/trademarks
IA MANAGEMENT = LEAD INDICATOR OF PERFORMANCE

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13
Q

Tangible Assets

A

Physical, “hard” - ie machinery, buildings, trucks. Generally could be sold to make profit

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14
Q

Financial

A

Stocks, bonds, cash, NOT intangible

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15
Q

IA on Financial Statements

A

listed as expenses not assets - R&D, Advertising, PR

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16
Q

Balanced Scorecard

A

Kaplan/Norton (1992). 4 Categories of Performance Data
1. FINANCIALS
2. CUSTOMERS
3. INTERNAL BUSINESS PROCESSES
4. LEARNING & GROWTH

17
Q

IA Categories

A

EMPLOYEES
ESG
MANAGEMENT
REPUTATION/BRAND/RELATIONSHIPS
R&D
VISION/STRATEGY

18
Q

Employee KPI

A

retention/engagement
diversity
awards for culture (external)

19
Q

ESG KPI

A

awards (external)
recognition on lists (external)

20
Q

Management KPI

A

Leadership credibility
Financial success

21
Q

Reputation / Brand / Relationships KPI

A

Top brand lists
earned media sentiments
3rd party value calculations

22
Q

R & D KPI

A

IP tracking/issuing of patents
3rd party evaluations
awards for R&D

23
Q

Vision/Strategy KPI

A

Customer centric data, attraction, loyalty
market share
Sales order backlogs

24
Q

IA & Communications

A

important for developing trust
giving stakeholders important information BY
engaging with StH
Identifying ways to share info about IA
Giving regular updates