In an organized and organic way, this book covers all the possible theoretical and empirical facets of delisting, adding to the well-developed literature on IPOs. IPO and delisting are strictly related; the reasons for delisting may be found in the loss of the incentives that drove the firm to the public market in the past. However, the book presents unique motivations not directly related to the IPO decision. This book covers what the existing literature has not in focusing on specific aspects such as market liquidity and microstructure, listing costs, market for corporate control, corporate governance issues and so on. Of interest to academics and students, this contribution puts all pieces in order and finds a thread that can link each theory to the others.

In an organized and organic way, this book covers all the possible theoretical and empirical facets of delisting, adding to the well-developed literature on IPOs. IPO and delisting are strictly related; the reasons for delisting may be found in the loss of the incentives that drove the firm to the public market in the past. However, the book presents unique motivations not directly related to the IPO decision. This book covers what the existing literature has not in focusing on specific aspects such as market liquidity and microstructure, listing costs, market for corporate control, corporate governance issues and so on. Of interest to academics and students, this contribution puts all pieces in order and finds a thread that can link each theory to the others.

The innovative and unique feature of this book is that it does not contain theoretical concept that cannot be translated into practice. This second volume expands the analysis of the strategic decisions, emphasizing the importance of a sustainable competitive advantage, and proposing an integrated conceptual and operational framework (the "Strateco Dashboard"), that complements and significantly improves the recent and well-known Blue Ocean approach to strategy development. Finally, it addresses the measurement of the performance of strategy in terms of value creation, highlighting differences and similarities, as well as strengths and weaknesses, of the main metrics. Furthermore, it proposes a comprehensive and operational framework for the assessment of the financial feasibility of strategy, through the measurement of the impact of the planned strategic moves on financial needs and the evaluation of their financial sustainability.

The innovative and unique feature of this book is that it does not contain theoretical concept that cannot be translated into practice. The model which introduces this volume sets the stage for addressing the major phases of the strategic management process: environmental analysis, strategy formulation and development, strategy evaluation and control. Its conceptual and operational structure is described in the first part, together with a practically oriented definition of strategy, and a brief discussion of the logic and benefits of the judgmental modeling approach to decision making. The second part critically addresses the classical approaches to the analysis of the external and internal environmental factors, which have an impact on the "functioning" of the basic model, i.e. the structural characteristics of the industry context, and the companies' technical, organizational, financial, and human resources, including the translation into operational models of otherwise rather theoretical concepts.