S. David Young and F. O¡¦Byren (2000) divided the economic value added (EVA) into two parts, current operating value (COV) and future growth value (FGV). From financial markets, it was found out that the fluctuations of stock prices of businesses were mainly based on the expectation of the investors to the operation performance and future growth of the businesses. Hence, the businesses can create higher market value only their substantial growth rate exceeds expected growth rate from the market. This study adopts O¡¦Byren¡¦s theory (2000) to do the empirical case study of IC design industry in Taiwan. Firstly, the relationship between future growth value of business and their long term equity input rate (LTEI/IC), net operating profit after tax (NOPAT(G)%), Gross Profit/OE were examined. Secondly, by paradigm empirical case study, this study tries to find out the relationship between the factors that affect future growth value of business and the innovation strategy. Thirdly, this study tries to figure out recommendations for the business to enhance its future growth value. This study finds out the factors that affect the future growth value (FGV), in stock market, of business of IC design industry in Taiwan. The investors focus on NOPAT(G)% for on-growing businesses; they focus on continuous growth of Gross Profit/OE for expanding businesses; and they focus on higher expectation of investment performance from LTEI/IC for mature business sectors. In addition, the results of this empirical study of investors¡¦ expectation on the growth of MediaTek Inc. are as follows: 1. Its Gross Profit/OE and NOPAT(G)% are obviously superior to the other sample business sectors. 2. There is positive correlation between Gross Profit/OE and NOPAT(G)% for killer applications (high market-share products) resulted from applying disruptive innovation strategy. In conclusion, this study provides some recommendations for the businesses pursuing incremental growth or constant growth, as below: 1. Competition strategy decision: To take the innovation strategy in accordance with the performance and specification of the products, target customers and business models. 2. Effective cost control: Continuous improvements by innovative concepts and managements to reduce the costs in marketing, R&D, management, risk from material acquiring, yield rate and operation costs, etc. 3. Profit maximization: It is the key for business success and profit to apply correct innovation strategy as well as effective cost management.

<p>The competition between organizations has become tougher due to the globalization of the market place. This case study has been conducted at Stilexo, which are situated in Skillingaryd. Stilexo is an aluminum die caster and is a part of the Alteams group. Within the Swedish market approximately half of the casted products used are imported and this is a trend that seems to be increasing. In order to stay competitive next to the foreign suppliers the Swedish manufactures needs to differentiate, the question is how? In order to find the answer to the question Thomke and Hippel (2002) argues that the suppliers must listen to their customer with the intention of finding the needs and wants of the customers.</p><p>The purpose of this thesis is to interpret how Stilexo can create higher customer value.</p><p>This thesis has been written with an interpretivistiv research position combined with an inductive approach. The research strategy used is a single case study strategy. A qualitative approach has been used with in-depth interviews of employees at Stilexo and of existing/potential customers to them.</p><p>Price, quality and the ability to deliver on time are parameters that</p><p>have to be fulfilled in order for a supplier to be qualified. If these parameters are reached there are other values that can make a supplier an order winner. The main finding is that the relationship between the supplier and the customer is very vital. A higher interaction between the two parties has the potential of increasing the customer value. Co-creation of new products is something that is mentioned as value adding that can be gained from higher interaction. Further on innovativeness, flexibility, technology, and that the supplier can handle the whole supply chain has also been identified as value adding activities.</p>

Research show that customer patterns in the textile industry are changing and the degree of personalization of products is getting more important to meet personal needs and preferences. Mass customization is a strategy named to create higher customer value by customizing products through a close interaction during the design and production process, high production flexibility and efficient logistics. The lack of research on the implementation of mass customization strategies and an identified gap between customer expectations and perception (customer value) of these types of products, are the incentives to conduct this research. The thesis has the purpose of identifying the drivers of customer value of mass customized garments and assess the value chain of the company Brohall &amp; Son from a perspective of mass customization as a strategy, and from the results draw conclusions of customer value aligned with the implementation mass customization strategies. In order to perform the research a quantitative approach, doing a customer value analysis through a self-completion questionnaire, was conducted. Attributes of price, quality, fit, service and delivery capacity were investigated to get an understanding of what drives value for the customers. In addition a qualitative method was used, doing interviews with the CEO of Brohall &amp; Son to gain a deeper understanding of their operations and value chain. The results show that quality, fit, delivery capacity and service are the most important attributes of customer value. Price is the least important attribute and also the least correlated/dependent variable to the rest of the attributes, showing a high willingness to pay for the garments. The analysis of the value chain indicates some areas of improvements regarding logistics, design process and production process. Solutions are brought up to get the value chain to get more aligned with the strategies of mass customization.

Background Electronic commerce (EC) has become popular due to the increasing demand of efficiency in shopping. The reason for this trend is the changes in technology and socio-demography. E-grocery, therefore, appears to be a fresh and attractive business concept that creates customer value for companies trading in supermarket industry. Handla24 of ICA Bankeryd is known as one of the foremost ICA retailers that generates e-grocery in Sweden. Starting in 2009, the service supplier went from zero customer to its current position of approximately 1400 regular customers. However, perceived value and further expectations from their customers have not been thoroughly understood yet. This issue is hindering Handla24 of ICA Bankeryd in expanding their customer group. Also, their ability to give appropriate service levels is potentially restricting further customer growth. With these issues rectified, Hanla24 of ICA Bankeryd could become a stronger player in the market. Purpose The purpose of this thesis is to examine how customer values are created in e-grocery. We identify factors that deliver value to the existing customers and target a potential customer group in Jönköping city for Handla24 of ICA Bankeryd. We also provide recommendations on  how Handla24 of ICA Bankeryd can attract this group. Method This thesis employs a combination of quantitative method and qualitative method. Data are collected through two face-to-face interviews with Handla24 of ICA Bankeryd. Customers in Jönköping are divided into two clusters: the existing customers and potential customers with two separate survey questionnaires for each of the clusters. Conclusion We conclude that e-grocery does create customer value. In the example of Handla24 - ICA Bankeryd, we identify four main factors that deliver value to their existing customers, namely delivery price, product range, convenience shopping and customer services. In order to target the potential customers for Handla24, we also recognize the characteristics that create the demand for e-grocery. The targeted customers are capable of shopping online due to the habit of surfing the Internet. In addtion, they do not like either queuing at the store or carrying groceries home. This group is a female majority. It also includes families having children or having greater than or equal to 3 members. This customer group does not find 99 kr delivery fee of Handla24 - ICA Bankeryd reasonable, but they still have an interest in trying and recommending e-grocery of Handla24 to other people.

This thesis is aimed at finding out how integration of IT systems creates value for companies and is conducted as a qualitative case study, where six companies are interviewed about their integration solutions. The interviewees were five CIOs and one Managing Director. Four of the companies interviewed have genuine Application Integration solutions, where a middleware platform is the hub of the integration system, while the remaining two used solutions based around a system of point-to-point integrations. The value of an integration solution will be considered a combination of the benefits an integration solution provides, openness aspects, and the price models used to pay for the system. Value is defined as what the company gains, in monetary terms, in exchange for what it pays for an offering (Anderson, Kumar, &amp; Narus, 2007). This definition further defines the attractiveness of an offering as the value minus the price. When discussing the value of an IT system, it is important to consider the difference between the potential value, which is the maximum the system can deliver with an ideal environment and usage, and the realised value, which is some fraction of the potential value that a company actually gains, of the system (Davern &amp; Kauffman, 2000; Smith &amp; Nagle, 2005). Affecting the realisation of potential value are certain factors, called conversion contingencies, which are things like preparation of implementation projects or efforts at using all aspects of a system. Benefits are analysed according to a framework that divides IT systems benefits into five categories: operational, managerial, strategic, IT infrastructure, and organisational benefits (Shang &amp; Seddon, 2000). These categories are focused around, respectively, productivity gains, enhanced planning capabilities, new strategic capabilities, better IT administration, and process improvements. We conclude that most companies gain several large benefits in the operational and managerial types, while the other three types have fewer reported benefits. We conclude that there seems to be quite a lot of unrealised potential value in the integration solutions, if the view of the potential of integration from the technological side is used. We also conclude that companies in certain environments and with more complex organisational structures seem to have a larger value potential than others, meaning they have more to potentially gain from an integration solution. For openness, five aspects of open source software are studied: lock-in, cost, security, flexibility/modifiability, and community. These aspects are mainly derived from literature on open source. The first conclusion we make regarding openness is that most of the CIOs seems not to be fully aware of what the term truly entails. Companies’ opinions regarding open source can be seen on a range between two extremes: those who want to modify or develop software and those who only want to use standard systems. The former category has more to gain from the aspects of cost and modifiability than the latter, but both categories can gain from the lock-in, security, and community aspects. The combination of factors that creates the price of an offering can be described as a price model. To study the value of price models of integration solutions, the SBIFT model (Iveroth, et al., 2013) is used, where the price model is divided into five dimensions, scope, base, influence, formula and temporal rights. None of the interviewed companies were satisfied with the alternatives for price models currently on the market. It was concluded that the dissatisfaction mostly stemmed from the facts that the companies had little opportunity to affect the price model, meaning they could not adapt it to better fit their internal conditions, the complexity of the license agreements, and that it was hard to get vendors to cite a price for a system. Price models that would be more attractive are e.g. models with a larger variable part, like transaction-based ones, or models that affect the time scale of the contract, even though no single model seemed more attractive to all companies.

Titel: Förutsättningar för värdebaserad prissättning: en fallstudie av den svenska anläggningsbranschen. Datum för slutseminarium: 2014-06-03. Program: Marknadsföringsprogrammet. Författare: Robin Sörensson, Albin Sköld och Jakob Sköld. Handledare: Peter Caesar. Examinator: Dr. Pejvak Oghazi. Nyckelord: Prissättning, värdebaserad prissättning, värdeskapande, värdeappriopriering. Syfte: Syftet med denna studie är att identifiera interna och externa faktorer som påverkar prissättningen samt beskriva vilka förutsättningar för tillämpning av värdebaserad prissättning dessa faktorer ger upphov till. Teoretiskt ramverk: Det teoretiska ramverket utgår från de två olika dominerande synsätten på värdeskapande och värdeappriopriering. Forskning på prissättning i förhållande till dessa synsätt hämtas i huvudsak från Porter (1980), Dutta et al. (2003) och Hallberg (2008). Metod: Studien bygger på en kvalitativ datainsamling genom intervjuer med personer inom ett utvalt fallföretag inom anläggningsbranschen och fyra av deras återförsäljare. Empiriskt resultat: Empirikapitlet innehåller den kvalitativa datan som samlats in genom intervjuerna och presenteras i form av en tabell samt preliminär dataanalys. Analys: Utifrån empirin och det teoretiska ramverket har externa och interna faktorer som påverkar utformandet av en prissättningsstrategi identifierats. Dessa faktorer har också delats upp i drivkrafter och hinder för att klargöra vilka förutsättningar för en tillämpning av värdebaserad prissättning som finns. Detta presenteras i form av tabeller och löpande text. Slutsatser: Sammantaget har tio faktorer som påverkar prissättningen inom anläggningsbranschen identifierats och beskrivits. Sex faktorer är branschrelaterade och fyra faktorer är resursrelaterade. Det kan ses tendenser till att de externa faktorerna bidrar mer till drivkrafter och de interna faktorerna till mer av hinder för en tillämpning av en värdebaserad prissättningsstrategi. / Title: Prerequisites for value-based pricing: a case study of the Swedish construction industry. Date of final seminar: 2014-06-03. Program: Marketing program. Authors: Robin Sörensson, Albin Sköld och Jakob Sköld. Advisor: Peter Caesar. Examiner: Dr. Pejvak Oghazi. Keywords: Pricing, value based pricing, value creation, value appropriation. Purpose: The purpose of this study is to identify internal and external factors affecting the pricing as well as describe the conditions for implementation of value-based pricing that these factors gives rise. Theoretical framework: The theoretical framework is based on the two dominant approaches to value creation and value appropriation. Research on pricing in relation to these approaches retrieved mainly from Porter (1980), Dutta et al. (2003) and Hallberg (2008). Methodology: The study is based on qualitative data collection through interviews with people within a selected case companies in the construction industry and four of their dealers. Empirical results: Empirical chapter includes the qualitative data collected through interviews and presented in tabular form as well as a preliminary data analysis. Analysis: Through the empirical result and the theoretical frameworks, external and internal factors affecting the design of a pricing strategy has been identified. These factors have also been divided into drivers and barriers to clarify the requirements for the application of value-based pricing that is available. This is presented in the form of tables and scrolling text. Conclusions: Overall, ten factors that affects the pricing of the construction industry has been identified and described. Six factors are industry-related and four factors are resource-related. Tendency’s can also been seen for that the external factors contributing more to the driving forces and the internal factors of more obstacles to the application of a value-based pricing strategy.

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.

Within this thesis we map the Value-Chains of the Swedish market for Production Music. The reason behind this is that the authors believe this sub-segment of the music industry to be relatively unexplored by business research. Thus increased knowledge should increase transparency for all market actors. We have gathered previous research regarding value chains in the music industry and compare this research to empirical findings on the Production Music Industry.  These findings are primarily gathered from three interviews with individuals in well informed positions within the industry. The three interviews are also backed up by secondary information found through industry websites and other vendors. Analysis indicates that there are two general forms of Value-Chains in the Production Music Industry that are significantly different from each other, and that these are either centered around the Swedish Performing Rights Organization STIM, or the relatively new internet based music library called Epidemic Sound. Specific forms of value delivered back and forth within these value chains consists of everything from education and coaching in production techniques, to monetary compensation and recognition. Analysis also shows that while there is a rather big difference in how the two general value chains are constructed, there seems to be less variation when it comes to how these value chains are governed.

This thesis draws attention to understand how firms in the B2B commodity industry seek to utilize value-creating activities to achieve competitive advantage, which is also the overall purpose of this thesis. The premise of this thesis is of empirical nature, thus empirically applicable and experienced by other companies inside the commodity industry. In order to reach the purpose of this thesis a case study of Alpha International, Beta and Delta has been carried out which involved personal interviews with different respondents from the companies. The theoretical framework involves a description of competitive strategy, value creation, value chain, value proposition and finally value delivery. The empirical study is based on building a framework of how the companies create value by using different value creating activities.   In the analysis the theoretical framework is related to the results of the empirical study. It is here discussed how the different case companies value creating activities leads to a competitive advantage. In addition to analyzing the value creation activities; the value proposition of the case companies is analyzed and how these are delivered. It is concluded that the case companies studied seeks to utilize value-creating activities to achieve competitive advantage in many different ways.   Generally speaking, it is found that the case companies most commonly try to achieve similar types of value; delivery reliability and quality. However this is achieved in different ways; through different types of activities such as services, different types of integration strategies or a certain type of technology that surrounds the product offering that is utilized by different types of labor in the companies. The companies also have different ways in offering and communicating the value towards the customer by using a value proposition; depending on what type of benefit the customer seeks. At last, discussion and implications are given to present managerial and theoretical implications together with further research.