O presente trabalho tem por objetivo estudar de avaliação de desempenho empresarial com ênfase na aplicação de um modelo de avaliação de desempenho pela métrica do Economic Value Added - EVA® para uma empresa de bens de consumo. O estudo está estruturado com uma revisão bibliográfica onde são estudados os conceitos e fundamentos do Economic Value Added - EVA® e sua aplicação como instrumento de medição de desempenho e de gestão. Na sequência, aplica o modelo em uma empresa de bens de consumo, localizada no Rio Grande do Sul, fundada nos anos ‘70. O estudo foi realizado com os dados contábeis e financeiros, não auditados, da empresa entre 2010 e 2014. O estudo demonstra que a medição pelo EVA® representa uma importante evolução nas ferramentas de gestão, evidenciando que o gerenciamento pelo lucro não é suficiente para medir a agregação de valor aos proprietários da organização. / The present work aims to study the assessment of business performance with emphasis on the application of a model for evaluating the performance metric Economic Value Added - EVA® for a company of consumer goods. The study is structured with a literature review where we study the fundamentals and concepts of Economic Value Added - EVA® and its application as a tool for performance measurement and management. In sequence, apply the model in a consumer goods company, located in Rio Grande do Sul, founded in the 70s. The case study was conducted with the accounting and financial data, unaudited, between 2010 and 2014. The study shows that measurement by EVA® represents an important evolution in management tools, showing that managing for profit is not enough to measure the added value to the owners of the organization.

The aim of this master's thesis is to design methodics for measuring contribution of subsidiaries on economic value added EVA. The next objective is a design of reporting of subsidiaries. The report is in the form of a dashboard to the Chief Financial Officer. The dashboard consists of Financial Performance Indicators FPIs and Key Performance Indicators KPIs. The design is created on the base of financial analysis, analysis of the Economic Value Added EVA and according to recommendations of Business Performance Management, which describes what is best way to obtain KPIs.

The research will compare the alignment of the remuneration between United States and South African banks with respect to the Economic Value Added, a measure of a firm's economic profit that adjusts profit by subtracting the cost of capital.South African banks have been widely recognised for their high standard of corporate governance and stability during the financial crisis. Executive remuneration based on short-term equity has been recognised by both academic literature as well as bank regulators as one of the causes of the financial crisis. The research seeks to understand the differences in remuneration alignment between the failed and surviving banks.Misaligned incentives within the United States banks are accepted by both academics and regulators as one of the causes of the 2008 financial crisis and subsequent economic downturn. This research puts this theory to the test by comparing the alignment of executive remuneration between South African banks that were internationally recognised for successfully navigating the financial crisis, and the largest United States banks, of which three failed catastrophically over the same time period.The remuneration for the largest United States and South African banks is tested for correlation against Economic Value Added (EVA®), share price and return on equity. Correlation between executive remuneration and the constructs is tested between the two countries before as well as after the financial crisis.South African bank executive remuneration correlated strongly with EVA® and this correlation strengthened after the financial crisis. In comparison, the United States sample banks exhibited strong correlation between share price and remuneration before the financial crisis. The failed United States banks had no correlations between executive remuneration any of the constructs, a pattern that has been repeated in the United States Banks that have survived the financial crisis.Practically, the research demonstrated the vast differences in executive remuneration alignment between the United States and South Africa. In South African banks, executive remuneration is far more closely aligned to EVA®, whereas the United States banks only correlated with share price before the financial crisis, raising the question of whether managers are able to exert excessive power. The research demonstrates the magnitude of the gap between the recommendations of regulators and remuneration policies, with South African banks far more closely aligned than their United States counterparts.The research findings concur with theory presented in literature that misaligned incentives based on equity contributed towards the financial crisis. Of particular concern is the change in remuneration correlation after the financial crisis, where South African banks increased correlation with EVA® while United States banks no longer correlated with EVA®, ROE or share price. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Abstract Since the launch and hot market of innovative products such as iPod, iPhone and iPad, it has created a PND operational interface revolutionary wave. The beloved keyboard, mouse or Passive Touch Panel are gradually replaced by Capacitive Touch Panel(CTP) which became one of the hottest trends in consumer electronic products. No matter in transmittance, hardness, response time, operating temperature resistance, UV resistance or beauty of outlook, CTP products surpass traditional Passive Touch Panel. The market of CTP products is so huge but there is big difference of respective company¡¦s performance. Some companies earn 2 or 3 times of company capital per year but some companies still are at a net loss stage. It¡¦s worth to study why there is a significant difference of their business performance. Further, it is beneficial to study the topic of what are the key successful factors of these outstanding companies. By selecting six representitive samples of CTP companies to research, we will study the development of this industry, the evolution of product technology and the difference of business performance, especially focusing on their sales scale, future growth rate, customer potential growth, ROE, ROA, EPS, EVA and MVA to analyze and compare. We confirm TPK Holding Co., Ltd. and Young Fast Optoelectronics Co., Ltd. are leaders among Taiwan CTP industry. We will study the key successful factors of this industry through interviews with senior management and researchers of this industry. The conclusion of this study is as follows, 1. Glass-type CTP will be the mainstream of CTP product structure, especially in the consumer electronic products such as smartphone and tablet computers. 2. On Glass Solution, Flexible Subtrate and In Cell technology will be the future development of CTP products. 3. If compared with other financial indicators, Economic Value Added (EVA) will fully evaluate and predict the corporate value. 4. There are 7 key successful factors of CTP panels: I. Innovative ability of advanced products and production process technology. II. Emphasize the patent layout to lead the advanced technology. III. Capacity and yield rate. IV. Main customers¡¦ ability to create market. V. Rapid and complete technology supported ability. VI. Provide value added service and products which surpassed other competitors. VII. Establish huge human resource and sound financial structure. Key words¡GCapacitive Touch Panel(CTP)¡BBusiness Performance¡BEconomic Value Added (EVA)¡BMarket Value Added (EVA)¡BKey Successful Factors(KSF)

If a programme which intends to measure performance is to work successfully in an organisation, it is necessary to understand the contingent factors that need to be in place regardless of philosophical beliefs. It must be integrated with the overall strategy of the business; all approaches to performance measurement emphasise the alignment of objectives, measures, strategic decision making and rewards. This is crucial, as it is not possible to measure performance unless it is clear what an organisation is trying to achieve. Value-based management (VBM) is a powerful management framework with the aim to focus all managerial processes on shareholder wealth creation. It therefore encourages all staff levels within the organisation to focus on value creation. Various metrics have been developed to measure the value creation process within the organisation. The application of VBM principles at the lower levels within the organisation is critical to ensure that lower level staff applies value-creating principles in their daily jobs. Anglo Platinum has also adopted VBM, which will help the organisation to enhance decision-making and ensure pursuing strategies that maximise value. Anglo VBM is a management system which will enable the company to significantly improve the quality and speed of decision-making and to drive performance and profitable growth. It requires a detailed understanding of where and why value is created or consumed within the businesses through assembling a comprehensive fact base. A quantitative study was done to collect primary data through the use of standardised questionnaires that were distributed to respondents at Bleskop and Brakspruit shafts as well all the accountants at Rustenburg Platinum Mine, which forms part of Anglo Platinum. The results from this study indicate that there is a low understanding of VBM as well as a strong focus on business unit objectives and on short-term goals. A key recommendation would be to use incentive mechanisms to be aligned to VBM. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2009.

If a programme which intends to measure performance is to work successfully in an organisation, it is necessary to understand the contingent factors that need to be in place regardless of philosophical beliefs. It must be integrated with the overall strategy of the business; all approaches to performance measurement emphasise the alignment of objectives, measures, strategic decision making and rewards. This is crucial, as it is not possible to measure performance unless it is clear what an organisation is trying to achieve. Value-based management (VBM) is a powerful management framework with the aim to focus all managerial processes on shareholder wealth creation. It therefore encourages all staff levels within the organisation to focus on value creation. Various metrics have been developed to measure the value creation process within the organisation. The application of VBM principles at the lower levels within the organisation is critical to ensure that lower level staff applies value-creating principles in their daily jobs. Anglo Platinum has also adopted VBM, which will help the organisation to enhance decision-making and ensure pursuing strategies that maximise value. Anglo VBM is a management system which will enable the company to significantly improve the quality and speed of decision-making and to drive performance and profitable growth. It requires a detailed understanding of where and why value is created or consumed within the businesses through assembling a comprehensive fact base. A quantitative study was done to collect primary data through the use of standardised questionnaires that were distributed to respondents at Bleskop and Brakspruit shafts as well all the accountants at Rustenburg Platinum Mine, which forms part of Anglo Platinum. The results from this study indicate that there is a low understanding of VBM as well as a strong focus on business unit objectives and on short-term goals. A key recommendation would be to use incentive mechanisms to be aligned to VBM. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2009.

隨著台灣加入WTO的無關稅障礙及全球化的無國界政策，台灣傳統產業面臨的營業環境，將從國內轉變為國際化的競爭，企業體不能奢望在政府的保護傘下從事營利活動，應順應時代的潮流，從事合併的工作，從世界著名重電機廠商ABB及Schneider最近幾年相繼併購小廠，證明傳統產業為了生存，併購是必經的途徑。 本文以價值衡量觀點出發，以經濟附加價值（EVA）為公司價值之衡量指標，實證結果發現： （一）提高資產週轉率、降低進貨成本，確有助創造企業價值提升。 （二）銷售成長率、加權平均資金成本與企業價值不相關。 （三）現金稅率愈高，企業價值愈高。 （四）增加投入資本反而有損企業價值，爰此引證，傳統產業應注重資產的管理，而不是一昧的追求營收的成長，對於未能賺取正的超額報酬率的產業，不當的投資及營收成長，反而造成企業價值的不增反減效果。 本研究再以能增加企業價值的財務因子，以進貨/營收作規模經濟效益分析及以資產週轉率作效率分析發現，與樂士電機、東元電機、亞力電機、士林電機公司合併後，分別增加的營運綜效為102%、65%、17%、4%，爰此證明，合併確能增加綜效，也是目前環境下企業價值創造必經的過程。 從財務報表發現，最近三年重電機產業營運紛紛虧損、投資報酬率低於資金成本、產能過剩、資產週轉率偏低的情況下，如維持現況即是在耗損企業價值，企業應將價值納入規劃中，瞭解價值驅動因子，建立以價值導向的管理系統，朝向內部改善及外部改善，以水平合併的方式，勿支付超額成交溢酬，管理併購後的整合工作，創造潛在的企業價值。 / Joins WTO along with the non-customs duty barrier and the globalization non-national boundary policy, the business running environment for Taiwanese traditional industry will extend from domestic to global competitions. The enterprises cannot hope to seek and make profit under government's protection. They should follow the trend to engage in the merger work. Within these several years the world famous heavy electric machinery companies ABB and Schneider continue to merge and acquire the small factories and companies, which proved that merger and acquisition are the essential ways for the traditional industry to survive. This paper based on the viewpoint of the value measuring, and used Economic Value Added (EVA) as the benchmark. The study results are: 1. Increasing asset turnover and reducing costs is helpful to create the enterprise value. 2. Sales growth rate, the weighted average cost of capital (WACC), and the enterprise value are not related. 3. The higher the tax rate, the greater the enterprise value. 4. Rising invested capital will harm the enterprise value. The evidences show that the traditional industry must pay great attention to the asset management, not only focus on sales growth. Regarding those unable to earn economic profit industries, the improper investments and the sales growths will cause the destroying the enterprise value instead of enhancing. Our studies also use the financial factors to increase the enterprise value. Using cost/sales to do economic scale and benefit analyses and using asset turnover to do efficiency analyses, we discovered that after merged and acquired with LUX Electric Co., TECO Electric Co., ALEX Electric Co., and Shih-Lin Electric Co, the operating synergies for each company grow up 102%, 65%, 17%, and 4% individually. The evidences prove that merger could increase the synergies. It is the path for the value creation under the present environment. From the financial statement we could find out that in the pass three years heavy electric machinery industry companies lost money one after another. The return on invested capital is lower than cost of capital. Because of surplus production and low asset turnover, to maintain the companies’ present situation is consuming the enterprise value. The enterprise should put the value into planning, understand the drivers of value, and develop value-oriented management system for the internal and external improvements. Enterprises could use horizontal mergers, not over premiums paid, to manage post-merger integration and create the potential value.

The main topic of diploma thesis is evaluation of the financial situation of company NICOTRANS, Inc. in years 2006 až 2009 from the viewpoint of external evaluator with the aim to analyzing financial health of the company and point out possibly problematic areas within the financial management of organization. The author formulates detailed analysis according to the methods of financial analyses for every part of the company.The last chapter of the practical part of the diploma thesis is devoted to calculation of the indicator Economic Value Added (EVA) as the indicator for evaluating the efficiency of company, revealing if the company is generating any added value to its owners or not. For the calculation, will be applied the methodology of Ministry of Industry and Trade of the Czech Republic.

The objective of the thesis is to evaluate the efficiency using contemporary methods of economical analysis. The preamble includes brief history of the company, description of the technical aspect of rising the profit and value added by prosecution of the power plant. In analytical part I evaluate the company using analytical indicators quantified from financial statements. I describe the indicator itself and comment results and eventually propose improvements. At the end I apply comparative methods using data from statements of competitors in the sector.

The cost of mining companies listed on the Johannesburg Stock Exchange (JSE) have not been immune to inflationary pressures. Increasing cost pressures, lower grades, and reduced electricity supply imply that management will have to apply rigorous cost saving measures to mitigate the effect on profits. One such measure is value based management (VBM). VBM is a powerful management framework with the aim to focus all managerial processes on shareholder wealth creation. It therefore encourages all staff levels within the organisation to focus on value creation. Various metrics have been developed to measure the value creation process within the organisation. Discounted cash flow to the present value at the weighted average cost of capital lies at the heart of these metrics. Through the use of value mapping, underlying value drivers are linked to the overall strategy of value creation. While value-based management is used to increase shareholder value, one of the serious drawbacks is the short-term focus on immediate results to the detriment of long-term sustainable competitive advantage. A quantitative study was done on the mining sector to determine if investors can use productivity as a value based management measurement to predict share price movement. The results from this study indicate that productivity measures do not influence share price. Productivity is good for determining shareholder value, but not adequate for determining stock performance. Even though it was found that investors do not rely on productivity measures, companies should still focus on creating value for the shareholders. It is beneficial to investors to understand what value based management is, and to understand management actions in terms of value creation. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2010.