EVA® is a performance metric that calculates the creation of shareholder value and is a registered trademark of Stern Stuart, New York. EVA® has been widely adopted by management when making decisions to increase productivity, where to invest new capital and which underperforming assets to liquidate. EVA® is also widely used by investors and analysts as a measure of company performance when deciding on which shares to invest in. While extensive research was done on EVA® and share price performance internationally, the aim of this research was to determine whether a positive EVA® leads to growth in its share price, specifically for retail and banking shares listed on the Johannesburg Securities Exchange (JSE). The banking and retail sector was selected as both these sectors experience favourable growth in terms of turnover during decreasing interest rate periods and unfavourable growth during increasing interest rate periods. Thus EVA® was selected as one of the better performance measures to use to show true operating performance. Statistical tests were done on turnover growth rates, EVA® growth rates, EVA® and Turnover, EVA® and Share Price growth and finally EVA® and other common performance measures. Common performance measures were limited to Price/Earnings, Earnings Per Share, Return On Assets and Earnings Before Interest, Tax, Depreciation and Amortisation. After analysis of the results, it was found that turnover growth rates were statistically similar for the banking sector during the period 1998 to 2007, but not for the retail sector. Leading on from that it was found that share price correlates well with EVA® for the banking sector however not for the retail sector. The study also further revealed that none of the common performance measures correlated well with EVA for both the banking and retail sector. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

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In search of a better investment metric, researchers began to study Economic Value Added, or EVA, which was introduced in 1991 by Stern Stewart & Co in their book, "The Quest for Value" (Turvey, 2000). Stern Stewart & Co devised EVA as a better alternative to evaluate investment projects within the corporate finance field, later to be considered for use as a performance metric for investor use. A wide array of multinational corporations, such as Coca-Cola, Briggs and Stratton, and AT&T adopted the EVA method, which led to EVA's worldwide acclaim. Several points in the study reveal that EVA does not offer less risk, higher returns, and more adaptability for an investor. In fact, EVA underperformed the traditional portfolio performance metrics in key measurements including mean returns, and confidence intervals. EVA is a difficult performance metric to calculate, with several complex components that can be calculated in several different ways such as NOPAT, cost of equity, and cost of debt. Any information that is inaccurate or lacking can significantly impact the outcomes. Traditional performance metrics, on the other hand, such as ROA, ROE, and E/P are simple to calculate with few components, and only one way to calculate them.

Researth on the Value Creation Strategy -The Case Of Ritek Group By Li-Mei Chen Seeking sustainable growth has always been the core value of an enterprise.However, to achieve such goal, many questions followed¡Kwhat rules to obey upon seeking sustainable growth? High growth leads to high profit for sure? Larger company scale accompanies higher profit? Such growth strategy should be managed according more to external environment or more on own core competence? How to create company value resulting from the diversification and collectivization of the company growth? I adopt Ritek group (ëä¼w¶°¹Î) as my case study object. Purpose of my study is to find out the affection of their growth strategy to their company value, and, how this efficient growth strategy enhances sustainable competitive advantage. My study integrated the relation between company value and Resource-Based view, Enterprise Growth Strategy view and Economic Value Added (EVA) view. Results of my empirical study: 1. Resources construction is a key in the development of company. 2. Strategy to focus on core competencies and to be effective. 3. Company valued scale expansion strategy increased their company value. 4. Fast capital outlay expansion helps no company value promotion. 5. Long-term investment amount decides future value. 6. Highly fund financing could not create company value. 7. Company¡¦s profit ability affects its future growth opportunity.

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¡iAbstract¡j After the disregulation of the telecommunication in Taiwan, Strategy Alliances become the hit among the companies. And the M&A is a great mass fervor in advanced countries. What we concern are if the alliance performance is the same with what the manger expect and how to measure the value of the enterprise. As we know, Sometimes the financial reports can¡¦t reflect the market value of a company. EVA (Economic Value Added) is a new indicator in financial field. It is aimed at the new hi-tech companies, which have little asset and high R&D abilities. The research is focused on the Excite@Home, the biggest broadband internet service provider (ISP) in the USA. Excite, the sixth internet content provider (ICP) in America, was merged by @Home in 1999. According to the conclusion, the marketing cost affect FGV so much, both of them are direct proportion. It means the marketing makes sense and increases the market value of the business when the merger occurred. But the margin advertising revenue didn¡¦t increase for a long time. Why? Because the integration of the merger didn¡¦t work out very well and people anticipate negatively for the company¡¦s future. Thus it can be seen the value drivers reflect the success or failure of their strategic decision. The result also shows the business model drives FGV. Taking the Excite@Home for example, FGV has huge variation accompany COV just a ripple when the company makes vast investment. In a word, when the strategic planning matches with the market expectation and it implement successfully, the FGV goes up so that the market value of the enterprise increases. On the contrary, either the failure operation or the wrong strategy makes FGV slump, even lower than COV.

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.

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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.