A look back at the beginnings of eva and value-based management

• Autores: Joel M. Stern, Joseph T. Willett
• Localización: Journal of Applied Corporate Finance, ISSN-e 1745-6622, Vol. 26, Nº. 1, 2014, págs. 39-46
• Idioma: inglés
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• Resumen

  • One of the pioneers of value-based management discusses his life's work in converting principles of modern finance theory into performance evaluation and incentive compensation plans that have been adopted by many of the world's largest and most successful companies, including Coca-Cola in the U.S., SABMiller in London, Siemens in Germany, and the Godrej Group in India. The issues covered include the significance of dividend payouts (are dividends really necessary to support a company's stock price and, if so, why?) as well as the question of optimal capital structure (whether and why debt might not be cheaper than equity).

    But the most important focus of the interview is corporate performance measurement and the use of executive pay to strengthen management incentives to increase efficiency and value. According to Stern, the widespread tendency of public companies to manage �for earnings��or in accordance with what he refers to as �the accounting model of the firm��often leads to value-destroying decisions. As one example, the GAAP accounting principle that requires intangible investments like R&D and training to be written off in the year the expenses are incurred is likely to cause underinvestment in such intangibles. At the same time, the failure of conventional income statements to reflect the cost of equity almost certainly encourages corporate overinvestment.

    Stern's solution to this problem is an executive incentive compensation plan in which rewards are tied to increases in a measure of economic profit called economic value added, or EVA, which research has shown to have a significance relation to changes both in share value and the premium of market value over book value. Moreover, by combining such a plan with a �bonus bank� that pays out annual awards over a multi-year period, boards can ensure that management will be rewarded not for good luck but rather for sustainable improvements in performance.