The thesis is aiming to analyze the method of value creation in mergers and acquisitions. The introductory chapter includes a general classification and framework for terms like value; synergies; and basic valuation models. The following chapter introduces valuation models which are more oriented towards shareholder value, generally speaking, frameworks introduced by Value Based Management: Economic Value Added, Economic Profit or Cash Value Added. Economic Value Added is described through three adjusted EVA models in the next chapter: (1) The impact of MVA on the negotiation position of parties in M&A, (2) EVA Style of Investing model, which is applied as a screening tool for value creators, (3) EVA Momentum model. In the closing chapter all three models are applied and conclusions and recommendations are drawn. The three models enable us for example to identify industries worth investing in or to understand how specific companies create value and how to set up an optimal price negotiation strategy.

Bakgrund:                       I takt med att företagen mer och mer har börjat fokusera på aktieägarvärde och ägarstyrning har nya normativa ekonomistyrningsfunktioner som värdebaserad styrning vuxit fram. Därmed är det intressant att undersöka hur svenska familjeföretag av olika karaktärer upplever denna trend och huruvida det överensstämmer med ett aktieägarorienterat synsätt.  Syfte:                                  Syftet med uppsatsen är att undersöka och kartlägga vilken uppfattning svenska noterade och onoterade familjeföretag har på värdebaserad styrning och dess överensstämmelse med ett aktieägarorienterat synsätt. Vidare syftar uppsatsen att beskriva och förklara huruvida sådana verksamheter upplever att värdebaserad styrning kan användas som ett styrningsverktyg för att definiera och säkerställa aktieägarvärde. Metod: Jag har genomfört sex stycken intervjustudier med en abduktiv forskningsansats. Det empiriska materialet grundar sig huvudsakligen på data från både personliga intervjuer och telefonintervjuer men även sekundär data från hemsidor, årsredovisningar och bekräftade teorier. Slutsatser:                         Studiens noterade och onoterade familjeföretag upplever att deras värdeskapande processer stämmer väl överens med ett aktieägarorienterat synsätt. De påvisar alla att både finansiella och icke-finansiella målsättningar symboliserar verksamheternas aktieägarvärde vilket överensstämmer med varje familjs grundläggande värderingar och intressen för respektive verksamhet. Studiens fallföretag har vidare ingen konkret definition utav aktieägarvärde, verksamheterna är medvetna om värdet men använder inte begreppet i den dagliga verksamheten. Aktieägarvärde uppfattas vidare vara en integrerad målsättning i varje familjeföretag värdeskapande process. / Background:   As more and more companies have begun to focus on shareholder value and corporate governance, new normative financial functions as value-based management have emerged. Thus, it is interesting to investigate how Swedish family businesses of different characters experiencing this trend and whether it is consistent with a shareholder-oriented approach. Purpose:                             The purpose of this paper is to examine and identify the perception of Swedish listed and unlisted family business, on value-based management and its consistency with a shareholder-oriented approach. Furthermore, the study aims to describe and explain whether such business perceives that value-based management can be used as a management tool to define and ensure shareholder value. Method:                             I have completed six interview studies with an abductive research approach. The empirical material is mainly based on data from both personal interviews and telephone interviews but also secondary data from websites, annual reports and confirmed theories. Conclusions:                     The listed and unlisted family firms in this study perceive that their value creation processes is consistent with a shareholder-oriented approach. All the family firms demonstrate that both financial and non-financial objectives symbolize activities which are shareholder value consistent with the family’s basic values ​​and interests. Furthermore has each and every firm no concrete definition of shareholder value, businesses are aware of the value but they are not using the concept in their daily operations. Shareholder value is further perceived as an integrated goal in the firm’s value creation process.

The objective of this study is to evaluate the value drivers that drive the value of companies, as reflected in the share-prices. Through this study, the aim is to draw conclusions on the aspects that drive the share-price of companies. A detailed literature study was performed on the value-creation process that takes place in a company. The literature study has a significant focus on Value-Based Management and the elements that should be considered when evaluating the manner in which companies create shareholder value through the operational activities that are performed. Through applying the principles of value-based management, the management of companies should maximise the value-created for shareholders by utilising company resources in the most effective and efficient way possible. Valuebased management should not be seen as a once-of initiative, but should be ingrained in the day-to-day operating and management activities of companies. The objective of applying value based management principles in a company should be to enhance the value of financial assets through the optimisation of the real assets of the company. Value is created in a company when the company can maintain a return on capital that is greater than the cost of capital. Through the literature study several value-drivers were identified that influence the shareholder value-creation process and that should be managed optimally. These value-drivers have been identified to be (1) sales growth, (2) cash profit margin - earnings before interest, tax, depreciation and amortisation (EBITDA), (3) cash tax rate, (4) working capital, (5) capital expenditure, (6) WACC- the risk and inflation adjusted weighted average cost of capital, and (7) the competitive advantage period. The competitive advantage period is defined as the time during which a company has a positive net present value when discounted at the WACC. Any actions that the management of a company can take to optimise these value-drivers will have a positive effect on the value created for shareholders. The link between shareholder value-creation and share-price was investigated in the literature study. It was found that different factors influence share prices and that some have nothing to do with the company itself, but more with investor sentiment about the economy as a whole and other socio-political factors. The empirical study was based on analysing key value-drivers and financial ratios that were identified during the literature study, in order to establish the relationship between company value-creation and the share-price. The data sample that was used in the empirical study consisted of 55 publicly listed companies that had a net asset value of one billion rand (R1, 000,000,000) or more in 1998. This data sample parameter was chosen in order to consider companies in the empirical study that have significant market presence in the respective industries, sectors and sub-sectors. The time horizon of the empirical study was over a 1 0-year period, from 1998 to 2007. The relationship that exists between the dependent variables of (1) Average Share Price (ASP) and (2) Year-End Share Price (YESP) and the independent variables of (1) net assets, (2) turnover, (3) trading profit, (4) operating profit, (5) profit before interest and tax, (6) Net Operating Profit After Tax (NOPAT), (7) retained profits, (8) free cash flow, (9) Economic Value-Added (EVA), (1 0) Earnings Per Share (EPS), (11) Cash Flow Per Share (CFPS), (12) the price earnings ratio, (13) operating assets, (14) Return On Assets (ROA), and (15) Return On Equity (ROE) were analysed during the empirical study. These dependent and independent variables were chosen based on the insights gained through the literature study and was identified as appropriate to formulate conclusions on the relationship that exists between shareholder value-creation and share-price. The distributions of the above-mentioned variables are discussed in detail and distribution figures are provided to contextualise the spread of the variables and provide background on the data that was used in the empirical study. Although the study of the variables was conducted over a 1 0-year period, from 1998 to 2007, distribution figures for the years 1998 and 2007, are depicted and discussed in order to provide a comparison of the changes that took place over the 1 0-year period. Due to the nature of the variables analysed during the empirical study, the Spearman Rank Correlation Coefficient is used to measure the relationship that exists between the dependent and independent variables. The Spearman Rank Coefficient is a factor model that explains complex phenomena through a small number of basic causes or factors. Given the relative large number of shares available on the share market, the estimation of dependent, share-price variables cannot be performed without simplification to dimensionality, therefore the use of the Spearman Rank Coefficient. The coefficient of correlation between the dependent and independent variables was calculated for the each of the years over the 1 0-year period and the applicability to explain the relationship between shareholder value-creation and share-price was analysed. Through the statistical analyses and the interpretation of the results, it was concluded that earnings per share and cash flow per share are the most appropriate indicators for estimating the relationship that exists between shareholder value-creation and the share-price as reflected on the share market. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

The objective of this study is to evaluate the value drivers that drive the value of companies, as reflected in the share-prices. Through this study, the aim is to draw conclusions on the aspects that drive the share-price of companies. A detailed literature study was performed on the value-creation process that takes place in a company. The literature study has a significant focus on Value-Based Management and the elements that should be considered when evaluating the manner in which companies create shareholder value through the operational activities that are performed. Through applying the principles of value-based management, the management of companies should maximise the value-created for shareholders by utilising company resources in the most effective and efficient way possible. Valuebased management should not be seen as a once-of initiative, but should be ingrained in the day-to-day operating and management activities of companies. The objective of applying value based management principles in a company should be to enhance the value of financial assets through the optimisation of the real assets of the company. Value is created in a company when the company can maintain a return on capital that is greater than the cost of capital. Through the literature study several value-drivers were identified that influence the shareholder value-creation process and that should be managed optimally. These value-drivers have been identified to be (1) sales growth, (2) cash profit margin - earnings before interest, tax, depreciation and amortisation (EBITDA), (3) cash tax rate, (4) working capital, (5) capital expenditure, (6) WACC- the risk and inflation adjusted weighted average cost of capital, and (7) the competitive advantage period. The competitive advantage period is defined as the time during which a company has a positive net present value when discounted at the WACC. Any actions that the management of a company can take to optimise these value-drivers will have a positive effect on the value created for shareholders. The link between shareholder value-creation and share-price was investigated in the literature study. It was found that different factors influence share prices and that some have nothing to do with the company itself, but more with investor sentiment about the economy as a whole and other socio-political factors. The empirical study was based on analysing key value-drivers and financial ratios that were identified during the literature study, in order to establish the relationship between company value-creation and the share-price. The data sample that was used in the empirical study consisted of 55 publicly listed companies that had a net asset value of one billion rand (R1, 000,000,000) or more in 1998. This data sample parameter was chosen in order to consider companies in the empirical study that have significant market presence in the respective industries, sectors and sub-sectors. The time horizon of the empirical study was over a 1 0-year period, from 1998 to 2007. The relationship that exists between the dependent variables of (1) Average Share Price (ASP) and (2) Year-End Share Price (YESP) and the independent variables of (1) net assets, (2) turnover, (3) trading profit, (4) operating profit, (5) profit before interest and tax, (6) Net Operating Profit After Tax (NOPAT), (7) retained profits, (8) free cash flow, (9) Economic Value-Added (EVA), (1 0) Earnings Per Share (EPS), (11) Cash Flow Per Share (CFPS), (12) the price earnings ratio, (13) operating assets, (14) Return On Assets (ROA), and (15) Return On Equity (ROE) were analysed during the empirical study. These dependent and independent variables were chosen based on the insights gained through the literature study and was identified as appropriate to formulate conclusions on the relationship that exists between shareholder value-creation and share-price. The distributions of the above-mentioned variables are discussed in detail and distribution figures are provided to contextualise the spread of the variables and provide background on the data that was used in the empirical study. Although the study of the variables was conducted over a 1 0-year period, from 1998 to 2007, distribution figures for the years 1998 and 2007, are depicted and discussed in order to provide a comparison of the changes that took place over the 1 0-year period. Due to the nature of the variables analysed during the empirical study, the Spearman Rank Correlation Coefficient is used to measure the relationship that exists between the dependent and independent variables. The Spearman Rank Coefficient is a factor model that explains complex phenomena through a small number of basic causes or factors. Given the relative large number of shares available on the share market, the estimation of dependent, share-price variables cannot be performed without simplification to dimensionality, therefore the use of the Spearman Rank Coefficient. The coefficient of correlation between the dependent and independent variables was calculated for the each of the years over the 1 0-year period and the applicability to explain the relationship between shareholder value-creation and share-price was analysed. Through the statistical analyses and the interpretation of the results, it was concluded that earnings per share and cash flow per share are the most appropriate indicators for estimating the relationship that exists between shareholder value-creation and the share-price as reflected on the share market. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.

In today's work life, values and their importance for organizations are a central and debated issue. Most organizations have a values foundation consisting of a number of specific values that are considered important guidelines for desirable behavior and common goals. This study aims to investigate more closely how the management can make value-based management work by analyzing an organization that works with value-based management, using Etzioni's (1975) compliance theory. The empirical basis of the study rests on eight qualitative semi-structured interviews with managers and employees within the organization. The result indicates that the management has involved the employees in the process of developing the values. The management has different strategies to implement the values: they have clarified the meaning and the scope of use of the values, the values are used as the first assessment within an internal career framework, and they conduct regular feedback conversations regarding the values. Using the compliance theory, these strategies can be understood as normative exercise of power, but with elements of rewarding exercise of power in that the values are used in the career framework. The result further shows that the values land with the employees. The employees are positive about the values and perceive them as important which, using the compliance theory, can be understood as moral commitment. However, a tendency identified in the results is skepticism towards the values being used for evaluation purposes as a first step before they are given the opportunity for promotion through the organization's career framework. The skeptical approach is interpreted as being due to the management exercising normative power and rewarding power at the same time. In general, the results of the study show that the management's value-based management works. Based on Etzioni's (1975) compliance theory, this means that the relationship between the management's strategies for implementing the values and how they resonate with the employees are congruent. The management's normative exercise of power is reflected by the employees' moral commitment. An important result of the study, however, is that value-based management has less effect when two different types of power are combined. This means that a prerequisite for value-based management to work is that the management exercises one type of power, and that it corresponds to the commitment of the employees. / I dagens arbetsliv är värderingar och deras betydelse för organisationer en central och omdiskuterad fråga. De flesta organisationer har en värdegrund bestående av ett antal bestämda värderingar som betraktas som viktiga riktlinjer för önskvärt beteende och gemensamma mål. Denna studie syftar till att undersöka närmare hur ledningen kan göra för att värderingsstyrning ska fungera genom att analysera en organisation som arbetar med värderingsstyrning med hjälp av Etzionis (1975) efterlevnadsteori. Studiens empiri grundar sig på åtta kvalitativa semistrukturerade intervjuer med chefer och medarbetare på organisationen. Resultatet visar att ledningen inkluderat medarbetarna i processen att ta fram värderingarna. Ledningen har olika strategier för att implementera värderingarna: de har tydliggjort värderingarnas innebörd och användningsområde, värderingarna används som första utvärdering i ett internt karriärsramverk, och de håller i regelbundna feedbacksamtal gällande värderingarna. Med hjälp av efterlevnadsteorin går dessa strategier att förstås som mestadels normativt maktutövande, men med inslag av belönande maktutövande. Resultatet visar vidare att värderingarna landar hos medarbetarna. Medarbetarna ställer sig positiva till värderingarna och upplever dem som viktiga, vilket med hjälp av efterlevnadsteorin går att förstås som moraliskt engagemang. En tendens som identifierats i resultatet är emellertid skepticism mot att värderingarna används i utvärderingssyfte som ett första steg innan de får möjlighet till befordran i och med organisationens karriärsramverk. Det skeptiska förhållningssättet tolkas grunda sig i att ledningen utövar normativ makt och belönande makt samtidigt. Generellt visar studiens resultat att ledningens värderingsstyrning fungerar. Utifrån Etzionis (1975) efterlevnadsteori betyder det att relationen mellan ledningens strategier för att implementera värderingarna och hur det landar hos medarbetarna är kongruent. Ett viktigt resultat i studien är emellertid att värderingsstyrningen får mindre effekt när två olika typer av makt kombineras. Det betyder att en möjlig förutsättning för att värderingsstyrningen ska fungera är att ledningen utövar en typ av makt, och att den motsvarar medarbetarnas engagemang.

Financial markets, particularly capital and stock markets, play an important role in mobilizing and canalising the idle savings of individuals and institutions to the investment options where they are really required for productive purposes. The prediction of stock prices and returns is carried out in order to enhance the quality of investment decisions in stock markets, but it is considered to be tricky and complicates tasks as these prices behave in a random fashion and vary with time. Owing to the potential of returns and inherent risk factors in stock market returns. Various stock market prediction models and decision support systems such as Capital asset pricing model, the arbitrage pricing theory of Ross, the inter-temporal capital asset pricing model of Merton ,Fama and French five-factor model, and zero beta model to provide investors with an optimal forecast of stock prices and returns. In this research thesis, a stock market prediction model consisting of two parts is presented and discussed. The first is the three factors of the Fama and French model (FF) at the micro level to forecast the return of the portfolios on the Saudi Arabian Stock Exchange (SASE) and the second is a Value Based Management (VBM) model of decision-making. The latter is based on the expectations of shareholders and portfolio investors about taking investment decisions, and on the behaviour of stock prices using an accurate modern nonlinear technique in forecasting, known as Artificial Neural Networks (ANN). This study examined monthly data relating to common stocks from the listed companies of the Saudi Arabian Stock Exchange from January 2007 to December 2011. The stock returns were predicted using the linear form of asset pricing models (capital asset pricing model as well as Fama and French three factor model). In addition, non-linear models were also estimated by using various artificial neural network techniques, and adaptive neural fuzzy inference systems. Six portfolios of stock predictors are combined using: average, weighted average, and genetic algorithm optimized weighted average. Moreover, value-based management models were applied to the investment decision-making process in combination with stock prediction model results for both the shareholders’ perspective and the share prices’ perspective. The results from this study indicate that the ANN technique can be used to predict stock portfolio returns; the investment decisions and the behaviour of stock prices, optimized by the genetic algorithm weighted average, provided better results in terms of error and prediction accuracy compared to the simple linear form of stock price prediction models. The Fama and French model of stock prediction is better suited to Saudi Arabian Stock Exchange investment activities in comparison to the conventional capital assets pricing model. Moreover, the multi-stage type1 model, which is a combination of Fama and French predicted stock returns and a value-based management model, gives more accurate results for the stock market decision-making process for investment or divestment decisions, as well as for observing variation in and the behaviour of stock prices on the Saudi stock market. Furthermore, the study also designed a graphic user interface in order to simplify the decision-making process based upon Fama and French and value-based management, which might help Saudi investors to make investment decisions quickly and with greater precision. Finally, the study also gives some practical implications for investors and regulators, along with proposing future research in this area.

Considerando a relevância das cooperativas agropecuárias no agronegócio e, consequentemente, na economia brasileira e a importância dessas organizações aos produtores rurais, propõe-se, com base na abordagem da Gestão baseada em valor (VBM), identificar os direcionadores de valor mais adequados para as cooperativas agropecuárias brasileiras, além de mensurar a criação de valor econômico dessas organizações e formas de maximizá-la. Assim, motivado pela literatura de VBM e pelos poucos estudos empíricos sobre direcionadores de valor em cooperativas, o presente estudo defende a TESE de que a Gestão baseada em valor pode ser aplicada às organizações econômicas sem finalidade lucrativa, especificamente, as cooperativas agropecuárias, visando adequada mensuração da criação de valor econômico e de seus direcionadores de valor. Para tanto, utilizou-se a variável criação de valor econômico (EVA®) como proxy para valor econômico das cooperativas agropecuárias, sendo estimado Ke com base no CAPM, utilizando beta a partir da abordagem dos fundamentos. Foram propostos 19 potenciais direcionadores de valor limitados a análise das estratégias financeiras, os quais foram agrupados nas categorias de decisão operacional, de financiamento e de investimentos da gestão, além do tamanho das cooperativas. Para tanto, foram aplicadas as técnicas análise fatorial e regressão de dados em painel em uma amostra composta pelas cooperativas agropecuárias singulares dos estados do Paraná e do Rio Grande do Sul, durante o período de 2008 a 2016, totalizando 739 observações. Os resultados evidenciaram que todos os fatores extraídos (Financimaneto, Tamanho, Retorno, Giro e Investimento) dos 19 potenciais direcionadores de valor possuem relação estatisticamente significante a 10% com a criação de valor econômico das cooperativas agropecuárias. Quando da análise da relação entre os 19 potenciais direcionadores de valor e a criação de valor das cooperativas agropecuárias, os resultados evidenciaram as variáveis margem líquida (ML) , giro do ativo (G_AT), rotatividade do estoque (G_EST) e custo médio ponderado de capital (WACC) como os principais direcionadores de valor, sendo a ML e o WACC os de maior influência sobre a geração de valor econômico das cooperativas. Adicionalmente, as variáveis endividamento de longo prazo (END_LP), investimentos em ativos fixos (IMOB), receita (REC) e poder aquisitivo básico (PAB) foram identificadas como direcionadores de valor somente para as cooperativas criadoras de valor e as variáveis crescimento de vendas (CV) e alavancagem financeira (AF) foram identificadas como direcionadores de valor para as cooperativas destruidoras de valor. Esses resultados são importantes para que gestores e associados possam gerir a cooperativa voltando seus esforços e decisões para a maximização da criação de valor e/ou minimização da destruição de valor ao produtor rural associado. Além disso, os resultados contribuem para a análise de avaliação de desempenho econômico-financeira e, ainda, os direcionadores podem ser utilizados no processo de definição do retorno (remuneração e incentivos) aos gestores, alinhando os interesses desses aos interesses dos associados (proprietários), direcionando os esforços dos gestores à criação de valor aos associados. / Agricultural cooperatives are relevant to their members and to economy in Brazil. This research, based on Value-based Management (VBM) approach, identifies the most appropriate value drivers for Brazilian agricultural cooperatives and measures economic value of these organizations and how it could be maximized. This research was motivated by the literature on VBM and the lack of empirical studies about value drivers in cooperatives, so, the present study defends the thesis of VBM could be applied to non-profit economic organizations, specifically, agricultural cooperatives, as a wat to measure adequately economic value and their value drivers. For this purpose, the economic value added (EVA®) was used as a proxy for economic value of agricultural cooperatives. CAPM was used to determine the cost of equity capital, based on beta from fundamentalist approach. This research defined 19 variables as potential value drivers of financial strategies into categories, as operational, financing and investment decisions, and, lastly, the cooperative\'s size. The research methods were factorial analysis and panel data regression. Final sample was composed by singular agricultural cooperatives of Paraná and Rio Grande do Sul, during 2008 to 2016, totalizing a final sample of 739 observations. The results showed that all the factors extracted (Financial, Size, Return, Turn and Investment) of the 19 potential value drivers are statistically significant at 10% with the economic value of the agricultural cooperatives. When analyzing the relationship between the 19 potential value drivers and the economic value added. When analyzing the relation between the 19 potential value drivers and the value of agricultural cooperatives, the results show net profit margin (ML), asset turnover (G_AT), inventory turnover (G_EST) and weighted average cost of capital (WACC) as the key value drivers. It should be noted that ML and WACC have greater influence on the value of cooperatives. In addition, the variables long-term debt (END_LP), Fixed assets turnover (IMOB), revenue (REC) and basic earning power (PAB) were identified as value drivers only for cooperatives that created value in the period, instead of sales growth (CV) and financial leverage (AF) variables were identified as value drivers only for cooperatives that destroyed value in the period. These results are important for managers and members to manage the cooperative, so they can focus their efforts and decisions to maximize member\'s value added and/or minimize member\'s destruction of value. These results also contribute to the analysis of the economic and financial performance of cooperatives and could be used in the process of defining the return (remuneration and incentives) to the managers, aligning their interests with the interests of the members (owners), as a way to orientate managers\' efforts to create value for members.

As chamadas variáveis controláveis de marketing, envolvendo o portfólio de produtos, preços, canais de distribuição, comunicações e força de vendas, podem ter o desempenho avaliado por meio da utilização de diversos indicadores atribuíveis a cada uma delas, estabelecendo-se uma relação entre os seus resultados com ativos de marketing, como valor de cliente e brand equity, posição de mercado, posição financeira e valor da empresa. No tocante ao programa de comunicação, especificamente, a atuação de seus profissionais é desafiadora em termos de demonstrar a coerência e justificar o orçamento necessário para realizarem suas ações e, a partir dos investimentos nessas ações, conseguirem proporcionar bons resultados em vendas, participação de mercado e, sobretudo, geração de valor para as empresas onde trabalham. Considerando a premissa de que a avaliação de desempenho deve ser realizada por meio de um processo estruturado e, a partir da revisão de relevantes pesquisas existentes sobre o tema, foi desenvolvido um método gerencial organizado em cinco etapas para que as indústrias fabricantes de bens de consumos possam fazer a mensuração, avaliação e apresentação dos resultados obtidos, em termos de vendas e de geração de valor, atribuíveis ao programa de comunicação de marketing. As etapas são compostas por: (i) organização das informações do plano de comunicação utilizado pela empresa; (ii) seleção de indicadores e classificação das metas; (iii) purificação dos resultados atribuíveis à comunicação de marketing; (iv) cálculo e análise dos indicadores de desempenho em comunicação; e (v) classificação e análise de resultados. Objetivando abordar a aplicação do método de maneira completa, foram propostos 30 templates, contendo indicadores, instruções e exemplos de preenchimentos. A pesquisa de campo, exploratória, ocorreu envolvendo entrevistas em profundidade, as quais permitiram validar e incrementar o estudo junto a alguns especialistas da área de marketing, finanças, comunicações, planejamento estratégico. Após as entrevistas, o método (processo) final foi proposto permitindo às indústrias avaliarem os resultados alcançados a partir da execução das estratégias de comunicação, relacionando-os à gestão baseada em valor nas organizações. / The so called marketing controllable variables, which involve product portfolio, prices, distribution channels, communication and sales forces can have their performance evaluated by using many indicators attributable to each of them, establishing a relation between their results and marketing assets, such as costumer lifetime value and brand equity, marketing and financial position and company value. Regarding specifically the communication program, the work of its professionals is challenging in terms of showing the consistency of the necessary budget for them to accomplish their activities and, by investing in these activities, to achieve good results as far as sales, market share and, above all, value generation for the companies where they work. Considering that the performance evaluation must be done through a structured process, and based on a review of existing research on the subject, a managing method was organized in five stages in order to create conditions for the consumption goods manufactures to evaluate the metrics, assessment and to disclose the results in terms of sales and value generation attributable to the marketing communication program. The stages are composed by: (i) to organize the information of the companys communication plan; (ii) to select the performance indicators and to classify the goals; (iii) to purify the results attributable only to the marketing communication activities; (iv) to evaluate and analyze the indicators of communication performance; and (v) to classify and analyze the results. Aiming at approaching the method application, 30 templates have been proposed containing indicators, instructions and examples for filling in. The exploratory ground research involved in depth interviews which allowed validating the study among some marketing, corporate finance, communication and strategic planning experts. After the interviews the final method was proposed allowing the manufactures to evaluate the results achieved with the execution of the communication strategies, relating these results to the value-based management within the companies.

Considerando a relevância das cooperativas agropecuárias no agronegócio e, consequentemente, na economia brasileira e a importância dessas organizações aos produtores rurais, propõe-se, com base na abordagem da Gestão baseada em valor (VBM), identificar os direcionadores de valor mais adequados para as cooperativas agropecuárias brasileiras, além de mensurar a criação de valor econômico dessas organizações e formas de maximizá-la. Assim, motivado pela literatura de VBM e pelos poucos estudos empíricos sobre direcionadores de valor em cooperativas, o presente estudo defende a TESE de que a Gestão baseada em valor pode ser aplicada às organizações econômicas sem finalidade lucrativa, especificamente, as cooperativas agropecuárias, visando adequada mensuração da criação de valor econômico e de seus direcionadores de valor. Para tanto, utilizou-se a variável criação de valor econômico (EVA®) como proxy para valor econômico das cooperativas agropecuárias, sendo estimado Ke com base no CAPM, utilizando beta a partir da abordagem dos fundamentos. Foram propostos 19 potenciais direcionadores de valor limitados a análise das estratégias financeiras, os quais foram agrupados nas categorias de decisão operacional, de financiamento e de investimentos da gestão, além do tamanho das cooperativas. Para tanto, foram aplicadas as técnicas análise fatorial e regressão de dados em painel em uma amostra composta pelas cooperativas agropecuárias singulares dos estados do Paraná e do Rio Grande do Sul, durante o período de 2008 a 2016, totalizando 739 observações. Os resultados evidenciaram que todos os fatores extraídos (Financimaneto, Tamanho, Retorno, Giro e Investimento) dos 19 potenciais direcionadores de valor possuem relação estatisticamente significante a 10% com a criação de valor econômico das cooperativas agropecuárias. Quando da análise da relação entre os 19 potenciais direcionadores de valor e a criação de valor das cooperativas agropecuárias, os resultados evidenciaram as variáveis margem líquida (ML) , giro do ativo (G_AT), rotatividade do estoque (G_EST) e custo médio ponderado de capital (WACC) como os principais direcionadores de valor, sendo a ML e o WACC os de maior influência sobre a geração de valor econômico das cooperativas. Adicionalmente, as variáveis endividamento de longo prazo (END_LP), investimentos em ativos fixos (IMOB), receita (REC) e poder aquisitivo básico (PAB) foram identificadas como direcionadores de valor somente para as cooperativas criadoras de valor e as variáveis crescimento de vendas (CV) e alavancagem financeira (AF) foram identificadas como direcionadores de valor para as cooperativas destruidoras de valor. Esses resultados são importantes para que gestores e associados possam gerir a cooperativa voltando seus esforços e decisões para a maximização da criação de valor e/ou minimização da destruição de valor ao produtor rural associado. Além disso, os resultados contribuem para a análise de avaliação de desempenho econômico-financeira e, ainda, os direcionadores podem ser utilizados no processo de definição do retorno (remuneração e incentivos) aos gestores, alinhando os interesses desses aos interesses dos associados (proprietários), direcionando os esforços dos gestores à criação de valor aos associados. / Agricultural cooperatives are relevant to their members and to economy in Brazil. This research, based on Value-based Management (VBM) approach, identifies the most appropriate value drivers for Brazilian agricultural cooperatives and measures economic value of these organizations and how it could be maximized. This research was motivated by the literature on VBM and the lack of empirical studies about value drivers in cooperatives, so, the present study defends the thesis of VBM could be applied to non-profit economic organizations, specifically, agricultural cooperatives, as a wat to measure adequately economic value and their value drivers. For this purpose, the economic value added (EVA®) was used as a proxy for economic value of agricultural cooperatives. CAPM was used to determine the cost of equity capital, based on beta from fundamentalist approach. This research defined 19 variables as potential value drivers of financial strategies into categories, as operational, financing and investment decisions, and, lastly, the cooperative\'s size. The research methods were factorial analysis and panel data regression. Final sample was composed by singular agricultural cooperatives of Paraná and Rio Grande do Sul, during 2008 to 2016, totalizing a final sample of 739 observations. The results showed that all the factors extracted (Financial, Size, Return, Turn and Investment) of the 19 potential value drivers are statistically significant at 10% with the economic value of the agricultural cooperatives. When analyzing the relationship between the 19 potential value drivers and the economic value added. When analyzing the relation between the 19 potential value drivers and the value of agricultural cooperatives, the results show net profit margin (ML), asset turnover (G_AT), inventory turnover (G_EST) and weighted average cost of capital (WACC) as the key value drivers. It should be noted that ML and WACC have greater influence on the value of cooperatives. In addition, the variables long-term debt (END_LP), Fixed assets turnover (IMOB), revenue (REC) and basic earning power (PAB) were identified as value drivers only for cooperatives that created value in the period, instead of sales growth (CV) and financial leverage (AF) variables were identified as value drivers only for cooperatives that destroyed value in the period. These results are important for managers and members to manage the cooperative, so they can focus their efforts and decisions to maximize member\'s value added and/or minimize member\'s destruction of value. These results also contribute to the analysis of the economic and financial performance of cooperatives and could be used in the process of defining the return (remuneration and incentives) to the managers, aligning their interests with the interests of the members (owners), as a way to orientate managers\' efforts to create value for members.

In der Stahlindustrie sind strategische Entscheidungen mit hohen Investitionsbedarfen verbunden und aufgrund komplexer Produktionsvorgänge oft nur schwer zu bewerten. Im Rahmen der Arbeit wird ein Modell vorgestellt, das eine Verbindung zwischen der Veränderung technischer Parameter im Produktionsnetzwerk und ihren Auswirkungen auf den Wert der Unternehmung zulässt. Hierfür werden die zukünftigen Freien Cashflows bestimmt, die aus der Betriebstätigkeit (Produktion und Vertrieb) der Unternehmung resultieren und diskontiert zu einem Unternehmenswert aufsummiert (DCF). Entscheidend hierbei ist der Trade-off zwischen der technischen Detailtreue des Modells und der Handhabbarkeit (Modularität) bei der kurzfristigen Bewertung strategischer Fragestellungen. Abschließend wird der Einsatz des Modells anhand von Beispielen demonstriert.