Managerial-finance

This almanac uses 50 performance indicators to compare financial information on 192 industries. Industries included in this reference work include agricultural production, coal mining, ship and boat building, electrical contractors, fruit and vegetable preserving and specialty food manufacturing, and furniture and related product information. The information listed on these industries is in numerical format and includes revenue (such as net sales, rents, roytalties) operating costs (such as taxes paid, advertising, operating margin) and selected financial ratios (such as total asset turnover, inventory turnover, cash flow to total debt). ....

If you know who Joel Stern is, you may want to read this book. If you do not, you will probably not enjoy the book.

If you know and love Mr. Stern, the book will add many amusing anecdotes to your story of tales about this peripatetic self promoter.

Mr. Stern was originally known for visiting CEOs and telling them that "earnings per share don't count." That was a novel message to CEOs who usually got their bonuses for meeting budget targets for earnings. Intrigued by the comment, Mr. Stern would usually go on to explain that the stock market was highly efficient and followed the lead of "steers" like Warren Buffett who knew how to assess the economic effectiveness of an organization's performance. The book contains a copy of an early op-ed piece he wrote to explain his ideas.

What Mr. Stern wanted people to do was to focus on making the cash flow of their organizations that they did not have to reinvest grow ("free cash flow"). Turned into English, he wanted companies to make more money with their investments and invest as little as possible. He now characterizes that concept as "heresy." That's strange since businesses have been employing discounted cash flow as a discipline to making new investments since around 1890.

Since then, Mr. Stern has worked with his colleagues at Stern Stewart (his financial consulting firm) to turn these concepts into elaborate measures of economic performance called EVA and MVA that adjust for the cost of capital (something that has been around since the Capital Asset Pricing Model was introduced many decades ago). Mr. Stern also thinks of this as "heresy."

Few others than CEOs would have heard of Mr. Stern if he didn't constantly teach, speak and write about his work. The book has some elements of Adventure Capitalist as he describes his nomadic life.

His main prominence occurred after 1993 when Fortune Magazine made him the feature of a cover story. Why did Fortune do that? The book doesn't tell, but I once asked a friend who is an editor there. Stern Stewart was a tiny firm at the time, and barely breaking even (as Mr. Stern acknowledges in this book). The ideas were ones that had been around in academia for decades. What was so special? The editor told me that Roberto Goizueta, then chairman and CEO of Coca-Cola, had written to suggest the idea. Since Fortune had never received a letter like that from a CEO, they felt that they had to write the article. The Wall Street Journal later reported that Mr. Goizueta typically spent more than half his day writing letters to analysts and publications to get more exposure for his company's stock. Since then, Mr. Stern's firm continues to be published annually in Fortune, and prominent Fortune editors appear at his marketing conferences.

In that story, you get the essence of the book. Mr. Stern is a genius at persuading high profile people to endorse him and his work and help promote his career. This began while he was at Chase Manhattan Bank. I first met him in 1975 after the lending officer to our Fortune 200 company suggested we hire Mr. Stern to come speak to us. At the end of the presentation after Mr. Stern left, his internal sponsor in our company noted that Chase Manhattan did not use his concepts.

Not surprisingly, Mr. Stern eventually left Chase to start his own firm in 1982. Since then, his contribution has been to take the two groups of executives in our society who read the least (CEOs and CFOs) and teach them about the financial theory that is taught in every business school in the world. Before you dismiss that contribution, remember Peter Drucker's advice: There is no single measure of company performance that is any good. You should add more and use them all. In that vein, Mr. Stern has helped. He now has many competitors who provide reasonably similar versions of the same measurements.

If you want to know more about these measures, read The Quest for Value by Bennett Stewart rather than this book.

The most controversial part of his work is a compensation method based on EVA. I was amused to find out from this book that Stern Stewart does not use this method for its own compensation, although EVA is one part of the compensation determination.

If you are interested in how to be a high-profile consultant in the world of finance, you will get a good sense of the type of networking among academia, finance and senior executives that is required. If you want to live that nomadic life, cut off from your family, then the world is yours.