Worker-Manager Alliance and Shareholder Returns from Acquisitions

In today’s competitive world, value and wealth creation for shareholders are among the most important goals of businesses. For the sake of achieving his goals, the investor needs some instruments in order to measure the potential value of each investment opportunity. It is clear that these instruments are not capable of predicting the exact future, they just provide some piece of information and advice that help the investor in the decisions he makes. Among these criteria, the most common types are Return on Investment (ROI) and Earnings per Share (EPS). Despite the numerous applications of these instruments, theoretically, they are not related with shareholders’ value or wealth creation. In recent years, the modern evaluation techniques based on economic theories such as Economic Value Added (EVA), Market Value Added (MVA) and Shareholder Value Added (SVA) replace the accounting data-based criteria and have widely drawn the attentions. These criteria follow the performance assessment with regard to the changes in the value and alongside maximizing the long term shareholder returns. In this research paper, one of the most important criteria; i.e. Shareholder Value Added (SVA), is investigated from several viewpoints.

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The Impact of Illegal Business Practice on Shareholder Returns

Financial Review ◽

10.1111/j.1540-6288.1996.tb00864.x ◽

1996 ◽

Vol 31 (1) ◽

pp. 67-85 ◽

Cited By ~ 30

Author(s):

Alan K. Reichert ◽

Michael Lockett ◽

Ramesh P. Rao

Keyword(s):

Business Practice ◽

Shareholder Returns ◽

The Impact

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E-Novation Curriculum (Communication and Education)

E-Marketing ◽

10.4018/978-1-4666-1598-4.ch031 ◽

2012 ◽

pp. 520-538

Author(s):

Daphne Freeder

Keyword(s):

Online Research ◽

Human Intervention ◽

Technological Capabilities ◽

Bottom Line ◽

Business Training ◽

Shareholder Returns ◽

Sustainability Practices ◽

One To One ◽

Lateral Thinking ◽

Level Of Analysis

Generic labelling of consumers does not demonstrate sophisticated marketing and does not reflect the level of analysis that can be done to target appropriate or one to one marketing. On an ethical level, marketers need to focus on permission based marketing and apply co-creation models which have the potential to address the bottom line and shareholder returns without compromising the interests and wellbeing of consumers. Emotion remains the key brand response from consumers, but the new online research environment offers opportunities for marketers to apply analytical diversity and the use of creative and lateral thinking (Cooke & Buckley, 2007), rather than just intrusive marketing practices enhanced by technological capabilities. Improved practice, together with ethics, should be represented in marketing and business training and in the profession. All of this is influenced by technology and its flawed or decent application reflects human intervention as always. How much protection or care then should marketers exercise towards consumers in their environments especially since consumers are deemed to be more sophisticated? Educative systems should also ensure that sustainability practices are a promise of future marketing.

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4. Human Capital–Based Investment Criteria for Total Shareholder Returns

Pensions at Work ◽

10.3138/9781442688780-008 ◽

2008 ◽

Author(s):

Jane Thomson Comeault ◽

David Wheeler

Keyword(s):

Human Capital ◽

Shareholder Returns

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BOARDS OF DIRECTORS, TOP MANAGEMENT COMPENSATION, AND SHAREHOLDER RETURNS.

Academy of Management Journal ◽

10.2307/256153 ◽

1987 ◽

Vol 30 (4) ◽

pp. 645-664 ◽

Cited By ~ 93

Author(s):

J. Kerr ◽

R. A. Bettis

Keyword(s):

Boards Of Directors ◽

Top Management ◽

Management Compensation ◽

Shareholder Returns

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Jetstar Airways: How Modeling Guided the Brand Migration Strategy of a Low-Cost Carrier

GfK Marketing Intelligence Review ◽

10.2478/gfkmir-2014-0034 ◽

2012 ◽

Vol 4 (2) ◽

pp. 42-51

Author(s):

John Roberts ◽

Peter Danaher ◽

Ken Roberts ◽

Alan Simpson

Keyword(s):

Competitive Advantage ◽

Choice Model ◽

Consumer Preferences ◽

Low Cost ◽

Initial Position ◽

Migration Strategy ◽

Shareholder Returns ◽

Dynamic Choice ◽

Perceived Performance ◽

Low Cost Carrier

Abstract This article describes the application of a dynamic choice model of consumer preferences. It supported Jetstar, a subsidiary of Australia’s leading airline, QANTAS, to effectively and profitably compete in the low-cost carrier marketplace. The evolution of the Jetstar strategy is traced from its initial position through to its efforts to attain price competitiveness and service parity. The model helped service design and pricing initiatives to shift the perceived performance of Jetstar relative to its competitors. It further indicated how the airline could move market preferences towards areas in which it had competitive advantage. The Jetstar market share went from 14.0 % to 18.1 % during the first five quarterly waves of the research, while profits went from US $ 79 million 2006 / 07, before the study was commissioned, to US $ 124 million in 2008 / 09. Today, Jetstar remains the only successful low-cost offshoot of a full service airline in terms of shareholder returns

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