Value-Reporting Framework - Explained
What is the ValueReporting Framework?
- Marketing, Advertising, Sales & PR
- Accounting, Taxation, and Reporting
- Professionalism & Career Development
-
Law, Transactions, & Risk Management
Government, Legal System, Administrative Law, & Constitutional Law Legal Disputes - Civil & Criminal Law Agency Law HR, Employment, Labor, & Discrimination Business Entities, Corporate Governance & Ownership Business Transactions, Antitrust, & Securities Law Real Estate, Personal, & Intellectual Property Commercial Law: Contract, Payments, Security Interests, & Bankruptcy Consumer Protection Insurance & Risk Management Immigration Law Environmental Protection Law Inheritance, Estates, and Trusts
- Business Management & Operations
- Economics, Finance, & Analytics
- Courses
What is a Value-Reporting Framework?
The ValueReporting Framework is an approach by PricewaterhouseCoopers (PWC) for measuring, managing, and reporting on corporate performance (financial and non-financial) to internal and external stakeholders.
The Value-based Reporting framework is designed to provide investors with more detailed, accurate, and timely information. It supplements existing financial reporting methods.
It includes various categories of information:
- Market Overview - The industry dynamics facing the company, including the competitive, regulatory and macro-economic environments.
- Value Strategy - The strategy of the company and its goals, objectives, organizational design and governance structure.
- Value Platform - All activities and relationships that underpin how the company creates value, such as such intangible and non-financial measures as products, customers, people, innovation, supply chain and corporate reputation.
- Financial Performance - Shows the metrics used by management to monitor financial performance. And it links them to the company's strategy. This section should clearly detail issues such as Business segmentation; The relationship between risk and return; The ability to generate cash; Reconcile the internal performance measures to results that are reported externally to stakeholders.
Related Topics
- How Strategies Arise
- Intended, Deliberate, Realized, and Emergent Strategies
- Management and Strategic Planning
- Mintzberg's Schools of Strategic Development
- Design School
- Planning School
- Positioning School
- Entrepreneurial School
- Cognitive School
- Learning School
- Power School
- Culture School
- Environmental School
- Configuration School
- Mintzberg's 5Ps of Strategy
- McKinseys 7s Model
- ***Industry Analysis to Build a Strategy***
- Strategic Analysis
- SWOT Analysis
- SPACE Analysis
- Situational Analysis - 7C
- Competition Profile Matrix
- Stakeholder Analysis
- Stakeholder Mapping
- Resources and Capabilities
- VMOST
- Core Competency
- VRIO Analysis
- Value Chain Analysis
- Internal Factor Analysis
- Value Creation Index
- Minimum Efficient Scale
- PEST(LE) Analysis
- Industry Lifecycle Analysis
- Company Lifecycle - Definition
- Porter's Five Forces
- Modes of Management
- External Factor Evaluation
- Business Performance Measurement
- Benchmarking
- Balanced Scorecard
- Economic Value Added
- Activity-Based Management
- Quality Management
- Action Profit Linkage Model
- Business Activity Monitoring
- Gap Analysis
- Strategy Diamond
- BCG Growth-Share Matrix
- GE McKinsey Matrix
- Value Reporting Framework
- Pyrrhic Victory