Abstract
This paper investigates the role of external specialized knowledge, defined herein as Advisory Capital, in shaping corporate financial strategy and maximizing firm value. Through a comprehensive synthesis of classical corporate finance literature, specifically focusing on capital budgeting and valuation via the Weighted Average Cost of Capital (WACC), and management theory, particularly Agency Theory and the Dynamic Capabilities View, the study establishes that Advisory Capital is instrumental in optimizing capital structure, executing complex mergers and acquisitions (M&A), and enhancing corporate governance. The analysis highlights a critical, often-overlooked paradox: while consulting engagements frequently promise substantial financial returns, often cited between 3x and 10x return on investment (ROI) , their realized efficacy is critically contingent upon the client firm's internal capabilities. Specifically, the concept of Absorptive Capacity (ACAP) is proposed as the primary moderator determining whether Advisory Capital translates into tangible, measurable financial performance outcomes (e.g., improved Return on Equity (ROE), reduced WACC, increased market-adjusted shareholder returns, or mitigated stock volatility). The framework developed provides a structured approach for corporate executives and financial officers to evaluate consulting value by focusing on capability realization rather than mere transactional completion, effectively bridging the gap between external strategic input and sustained internal value creation.
Keywords
Advisory Capital, Corporate Finance, Capital Structure, Absorptive Capacity (ACAP), Value Creation
Citations
IRE Journals:
Ayushi Mongia
"Advisory Capital: Understanding The Influence of Consulting on Financial Strategy" Iconic Research And Engineering Journals Volume 9 Issue 4 2025 Page 77-83
IEEE:
Ayushi Mongia
"Advisory Capital: Understanding The Influence of Consulting on Financial Strategy" Iconic Research And Engineering Journals, 9(4)
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