The McKinsey Quarterly
The McKinsey Quarterly Newsletter
April 2005 | Member Edition


Editors' Choice

Managing the market's mood swings

Behavioral-finance theory suggests that irrational investors can over- or undervalue shares and that rational investors can't always correct these mistakes immediately. Our research, however, suggests that such discrepancies aren't common enough to affect financial decision making in a major way. Significant deviations from a company's intrinsic value are rare, and markets soon return to economic fundamentals. For more details on how executives should manage the market's mood swings, read "Do fundamentals—or emotions—drive the stock market?"

This article is one of several adapted this month from the fourth edition of Valuation: Measuring and Managing the Value of Companies.

 

This Month's Highlights

Measuring long-term performance
Investors and executives closely track the share prices and earnings of companies—metrics that often reveal little about their health. A comprehensive performance assessment can measure not only the value they have created but also their potential to create more. (Premium)


A silver lining in the US trade deficit
The US current-account imbalance is bigger than ever. You may be surprised to learn that the successful expansion of US multinationals is a major contributor.


The right passage to India
Multinationals that succeed in India do so not by modifying their existing strategies but by developing new ones.


Governing joint ventures
Joint ventures, no less than their parent corporations, should adhere to exacting standards of corporate governance. (Premium)


Don't expect too much of your share price
To align the market's perception of a company's worth with its actual value, executives must understand how investors define value. (Premium)


The next wave in US offshoring
Skill-intensive manufacturing sectors have yet to shift their production overseas, but they are likely to do so over the next ten years.

 

Also New

 

Last Month's Top Article

The view from the boardroom
A McKinsey survey of directors shows that they're tired of playing defense.

 

Coming Soon

A credibility gap for marketers
CMOs should know how the organization perceives them and alter their approach accordingly.


The demographic deficit: How aging will reduce global wealth
To fill the coming gap in global savings and financial wealth, households and governments must not only increase their savings rates but also earn higher returns on the assets they already have.

Chart Focus

Overestimating merger synergies
Deal makers could predict a merger's revenue and cost synergies more accurately by learning the lessons of history.


In the News

Sony turns to the West
Few Westerners lead major Japanese companies, so Sony's choice of Howard Stringer was an eye-opener. In this interview, Carlos Ghosn, the head of Nissan (and the future CEO of Renault), discusses the change-management challenges he faced trying to turn around the Japanese automaker.
An outsider takes on Japan

Special Collections

Creating a dynamic Europe
Can the European Union successfully implement its Lisbon Agenda and make its economy the world's most dynamic by 2010? These articles offer recommendations on ways for the EU's members to grow more quickly.

Seeking growth in emerging markets
GE recently announced that it expects to get 60 percent of its revenue growth from emerging markets. These articles explore the opportunities in the world's rapidly growing economies.


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