Subject category:
Finance, Accounting and Control
Published by:
Harvard Business Publishing
Version: 14 March 1995
Length: 19 pages
Data source: Field research
Abstract
A new CEO is hired to manage the turnaround of a non-public, family- owned newspaper publisher. In a departure from previous management, he implements a new compensation scheme that explicitly ties executive pay to market-value-based measures of firm performance. Because the company is not publicly traded, payoffs under the executive compensation plan are based on the firm's appraised value. Determining a value for this company (including any value created by the turnaround manager) is a complicated exercise. Additional complications arise because the firm's value also determines potential cash distributions to family members who wish to sell their shares back to the company. Certain family goals may also be inconsistent with the CEO's objective of maximizing the present value of the firm's assets.
Subject category:
Finance, Accounting and Control
Published by:
Harvard Business Publishing
Length: 14 pages
About
Abstract
A new CEO is hired to manage the turnaround of a non-public, family- owned newspaper publisher. In a departure from previous management, he implements a new compensation scheme that explicitly ties executive pay to market-value-based measures of firm performance. Because the company is not publicly traded, payoffs under the executive compensation plan are based on the firm's appraised value. Determining a value for this company (including any value created by the turnaround manager) is a complicated exercise. Additional complications arise because the firm's value also determines potential cash distributions to family members who wish to sell their shares back to the company. Certain family goals may also be inconsistent with the CEO's objective of maximizing the present value of the firm's assets.
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Subject category:
Finance, Accounting and Control
Published by:
Harvard Business Publishing
Length: 14 pages