Brands Matter: An Empirical Demonstration of the Creation of Shareholder Value Through Branding

2006 ◽  
Vol 34 (2) ◽  
pp. 224-235 ◽  
Author(s):  
T. J. Madden
2010 ◽  
Vol 8 (11) ◽  
Author(s):  
Darryl G. Waldron

<p class="MsoBodyTextIndent" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-family: Times New Roman;"><em style="mso-bidi-font-style: normal;"><span style="letter-spacing: -0.1pt; color: black; font-size: 10pt; mso-themecolor: text1;">A sample of the best manufacturing firms from Industrial Week&rsquo;s Annual Survey of Manufacturers (2008-2009) is analyzed within the context of a value driver matrix and free cash flow regime that link manufacturing to important determinants of shareholder value.<span style="mso-spacerun: yes;">&nbsp; </span>The framework for analysis developed in association with this analysis relies on the format advocated by Rappaport (1998), whereby a manufacturing value driver map is derived that isolates those variables generally accepted as determinant with respect to manufacturing performance.<span style="mso-spacerun: yes;">&nbsp; </span>This map is subsequently used to identify that subset of variables that have the greatest impact on value and, in turn, to focus on those micro-value drivers over which operations management has a meaningful level of control.<span style="mso-spacerun: yes;">&nbsp; </span></span></em><em style="mso-bidi-font-style: normal;"><span style="color: black; font-size: 10pt; mso-themecolor: text1;">If superior performance measured in terms of the micro-value drivers is an avenue to manufacturing excellence and the creation of shareholder value, one would expect to see statistically significant relationships between these predictor variables (micro-value drivers) and market value.<span style="mso-bidi-font-weight: bold;"><span style="mso-spacerun: yes;">&nbsp; </span>Here this proposition is tested by way of</span> a simultaneous reverse entry multiple regression analysis where market capitalization (<span style="mso-bidi-font-style: italic;">V<sub>0</sub></span>) is treated as a function of a set of manufacturing related micro-value drivers.</span></em></span></p>


Contexts ◽  
2003 ◽  
Vol 2 (3) ◽  
pp. 34-40 ◽  
Author(s):  
Gerald F. Davis

“Shareholder value” was the sacred mantra of American business in the 1990s. But creating shareholder value can be a fickle undertaking and corporate executives often followed the lead of their colleagues. The result was a contagion of questionable business practices that resulted in the creation of a corporate bubble—and its implosion.


2012 ◽  
Vol 3 (2) ◽  
pp. 77 ◽  
Author(s):  
Sebastine Seddi Maimako ◽  
Kolawole Olugbenga Oladele

This study aims at determining the impact of corporate restructuring on the creation of shareholder value in the Nigerian banking industry. Secondary data are collected in respect of all the 21 banks listed on the Nigerian Stock Exchange. The data are analysed using the Difference in Means (Descriptive Statistics) Method. The study establishes the fact that in the Nigerian banking industry, mergers, acquisitions and capital restructuring have significant impacts on value creation; but capital restructuring has the greatest positive impact on the creation of shareholder value. It is also found that most banks have to restructure as a result of problems like weaknesses in corporate governance, weak ownership structure, conflict of interest between management and shareholders, environmental problems, and internal problems. The findings of this study imply that banks involved in mergers may not be able to create or enhance value for their shareholders. It is recommended that industry regulators and practitioners seeking to create value for shareholders should, among other things, focus on capital restructuring and acquisition and strategies that favour growth, expansion and performance improvement.


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