TITLE OF THE PAPER:

ECONOMIC VALUE ADDED™

ANALYSIS

AREA OF PRESENTATION:

FINANCIAL MANAGEMENT

NAME OF THE INSTITUTE:

A.J.INSTITUTE OF MANAGEMENT (AJIM)
(TIME)

MANGALORE

EMAIL ID:
Bharathpavenje@gmail.com

AUTHORS NAME:

BHARATH.P
PHONE NO:

+919739459820

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 ABSTRACT:
EVA™ (Economic Value Added) by Stern Stewart is essentially a breakthrough in
field finance especially, increasingly popular corporate performance measure one that
is often used by companies not only for evaluating performance, but also as a basis for
determining incentive pay. It gives the opportunity to identify and isolate the value
creators and value destroyers.

It has emerged as powerful signal to the capital market that the management is
focused on shareholders‟ value maximization. FORTUNE magazine has called EVA
“today‟s hottest idea”. Peter F. Drucker commented in HBR: EVA measures “total
factor productivity”.

Now more and more companies use EVA as valuation method, they use them to
explain in their annual reports to show to shareholders how they are creating value by
being efficient and enhanced performance.

The intention is to evaluate EVA™ as a tool of performance measure and valuation

concept in corporate world. The thesis below focuses on an elaborated explanation of
EVA and its components. It also makes a distinction between MVA (Market Value
Added) and throws some insight on how NPV and EVA are closely related. The paper
also tries to explain the scope and growing application in industry. An attempt is also
made to calculate EVA of one of India‟s prominent and successful company HUL
(Hindustan Unilever Ltd.) and practically derived the application and quantum of
insight that EVA helps to obtain from the firm‟s operations. Finally have critically
analyzed the pros and cons of EVA and has suggested practicality, applicability and
utility of EVA™ in corporations.

KEYWORDS:

Economic Value Added, Market Value Added, Net Present Value, Weighted Average Cost of
Capital

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 TABLE OF CONTENTS

CHAPTER I: INTRODUCTION………………………………….3
DEFINITION………………………………………3
CHAPTER II: REVIEW OF LITERATURE……………………..4
CHAPTER III:
UNDERSTANDING EVA AND ITS COMPONENTS………….5
EVA MODEL………………………………………......................6
EVA V/S NPV…………………………………………………….7
EVA V/S MVA……………………………………………………8
CHAPTER IV: SCOPE OF THE STUDY……………………….9
ADVANTAGES………………………………...9
CHAPTER V: AREAS OF APPLICATION…………………….10
APPLICATION IN HUL…....................................11
CHAPTER VI: CONCLUSION…………....................................12
BIBLIOGRAPHY……………………………………..................13

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 CHAPTER I:

INTRODUCTION
From a commercial standpoint, Economic value added (EVA™) is the most successful
performance metric used by companies and their consultants. Although much of its popularity is
a result of able marketing and deployment by Stern Stewart, owner of the trademark, the metric is
justified by financial theory and consistent with valuation principles, which are important to any
investor's analysis of a company.

Economic Value Added (EVA) is a measure of financial performance based on the concept
that all capital has a cost and that earning more than the cost of capital creates value for
shareholders. It is after-tax net operating profit (NOPAT) minus a capital charge. It is true
economic profit consisting of all costs including the cost of capital. If a company‟s return on
capital exceeds its cost of capital it is creating true value for the shareholder.

The term „Economic Value Added (EVA)‟ is a registered trademark of Stern Stewart &
Co. of New York City (USA). Bennett Stewart in his book, “The Quest for Value”, used the term
EVA with a symbol ™ as super script, which is the normal practice of referring to any registered
trademark whenever the term is used. Thus EVA is actually Stern Stewart & Co.‟s trademark for
a specific method of calculating economic profit. “The Quest for Value” was published in 1991.
Peter Drucker claimed that he discussed EVA in 1964 in his book, “Managing for Results”. It
cannot be denied, however, without going into argument as to who invented EVA first that the
concept became popular only after Stern Stewart & Co. marketed it.

Definition of EVA:
EVA is a financial performance measure based on operating income after taxes, the investment in
assets required to generate that income, and the cost of the investment in assets (or, weighted
average cost of capital).(2) The three elements used in calculating EVA are operating income
after tax, investment in assets, and the cost of capital (Hansen & Mowen, 1997).

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 CHAPTER II:

REVIEW OF LITERATURE

Easton, P. Harris, T. and Ohlson, J (1992) suggested that Economic Value Added (EVA) is an
increasingly popular corporate performance measure one that is often used by companies not
only for evaluating performance, but also as a basis for determining incentive pay. Like other
performance measures, EVA attempts to cope with the basic tension that exists between the need
to come up with a performance measure that is highly co-related with shareholders wealth, but at
the same time somewhat less subject to the random fluctuations in stock prices. This is a difficult
tension to resolve and it explains the relatively low correlation of all accounting based
performance measures with stock returns at least on a year to year basis.

Rice, V.A. (1996) observed that “previously several measurements were used to gauge the
financial outlook from earnings per share to discounted cash flow and return on average assets.
With EVA, one can see a way to meet business objectives and to create a new corporate culture.
It permeates every level from boardroom to the shop floor. Bonuses of all managers are
determined solely by whether variety achieves its EVA targets. In a company every decision and
every action result from analysis that uses EVA principles. One has to focus on ensuring that
every investment produces return that exceeds our cost of capital. It is believed this approach
enables the direct alignment of management and shareholders interest”.

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 CHAPTER III:

UNDERSTANDING EVA AND ITS COMPONENTS

NOPAT is profits derived from a company‟s operations after taxes but before financing costs
and non cash-bookkeeping entries. It is the total pool of profits available to provide a cash return
to those who provide capital to the firm.

Capital is the amount of cash invested in the business, net of depreciation. It can be calculated as
the sum of interest-bearing debt and equity or as the sum of net assets less no interest-bearing
current liabilities.

Capital charge is the cash flow required to compensate investors for the riskiness of the business
given the amount of capital invested.

The cost of capital is the minimum rate of return on capital required to compensate debt and
equity investors for bearing risk. Another perspective on EVA can be gained by looking at a
firm‟s Return on Net Assets (RONA). RONA is a ratio that is calculated by dividing a firm‟s
NOPAT by the amount of capital it employs (RONA = NOPAT/Capital) after making the
necessary adjustments of the data reported by a conventional financial accounting system.

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What is NPV?
The difference between the present value of cash inflows and the present value of cash outflows.
NPV is used in capital budgeting to analyze the profitability of an investment or project

ECONOMIC VALUE ADDED V/S NET PRESENT VALUE

EVA NPV

1.EVA principle refers to accounting figures 1.NPV approach based on market values

2.EVA seems to provide more 2.NPV seems to provide less immediate and
immediateness and incisiveness than NPV incisiveness than EVA

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 What Is MVA?

Market Value Added (MVA) is a measure of wealth a company has created

for its investors. It is a cumulative measure of corporate performance that
looks at how much a company‟s stock has added to (or taken out of)
investors‟ pocketbooks over its life and compares it with the capital those
same investors put into the firm. Maximizing MVA should be the primary
objective for any company that is concerned about its shareholders‟ welfare.

ECONOMIC VALUE ADDED V/S MARKET VALUE ADDED

ANALYSIS
ECONOMIC VALUE ADDED MARKET VALUE ADDED

1) Is a performance measure developed by Stern 1)Is simply the difference between the current
Stewart & Co that attempts to measure the true total market value of a company and the capital
economic profit produced by a company contributed by investors

2)It is a performance metric 2) MVA is not a performance metric like EVA,

but instead is a wealth metric

3) Performance metric is useful for investors who 3) Wealth metric improve the book value of the
wish to determine how well a company has company's shares, and investors will likely bid up
produced value for its investors the prices of those shares in expectation of future
earnings, causing the company's market value to
rise.

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 CHAPTER IV:

SCOPE OF THE STUDY

 Identifying assets and segments on the basis of value creation. It gives the opportunity to
identify and isolate the value creators and value destroyers.

 This way, helping in honing both investment and disinvestment strategies of the firm.

 Motivating the managers. Stern Stewart has experimented with cash bonus schemes in its
clients‟ organizations. The mind set of the managers are to be changed so that they could own
their responsibility and be paid like the owners too.

 Further motivating managers to invest in projects relatively less attractive in with reference to
the existing rate of return in case the new project has the potential to generate positive spread.

 Providing signal to the capital market that the management is focused on „shareholders‟
value maximization.

ADVANTAGES

1) EVA can be calculated for divisions and even projects.

2) EVA is a measure that gauges performance over a period of time rather than a point
of time.EVA is a flow variable and depends on the ongoing and future operations of
the firm or divisions. MVA, on the other hand, is a stock variable.

3) EVA is not bound by Generally Accepted Accounting Principles (GAAP).As we

discuss below, appropriate adjustment are made to calculate EVA. This removes
arbitrariness and scope for manipulations that is quite common in the accounting
based measures.

4) EVA is a measure of the firm‟s economic profit. Hence, it influences and is related
to the firm‟s value.

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 CHAPTER V:

AREAS OF APPLICATION
Example Applications of EVA Analysis: EVA and Growth
EVA is a technique useful in changing organizational behavior and in driving the
decision-making process in a manner that maximizes value to the business. Most
businesses want to grow, and grow rapidly, and several scenarios are possible. In a
sustainable growth condition, for example, the business is generating sufficient cash
to re-invest. To increase a company‟s growth beyond the sustainable growth rate, only
a few options are available and these are certainly recognizable in today‟s
pharmaceutical marketplace. The prudent options are:

a) To increase the financial leverage of the company by using other people‟s

money,

b) To reduce dividends (not very popular),

c) To undertake “profitable pruning”—eliminating marginal business units or

product lines,

d) To outsource,

e) To increase the product price, and

f) To merge.
Through EVA-linked compensation, employees could claim stakes at three
EVA levels - at the organization level, at the business unit and the individual level in
TCS.

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 Application in HUL(Hindustan Unilever Ltd)

Traditional approach to measuring shareholders value creation has used parameters such as
earnings capitalization, market capitalization and present value of estimated future cashflows.
Extensive new research has now established that it is not earnings per se, but VALUE that is
important. A new measure called „Economic value Added‟ (EVA) is increasingly being applied
to understand and evaluate financial performance.

PARTICULARS 2006 2005 2004 2003 2002 2001 2000 1999

COST OF CAPITAL EMPLOYED(COCE)

1.Average Debt 163 360 1588 881 45 50 93 162

2.Average Equity 2515 2200 2116 2899 3351 2766 2296 1908

3.Average Capital employed(1+2) 2678 2560 3704 3780 3396 2816 2389 2070

4.Cost of Debt, post-tax % 5.9 3.38 5.19 4.88 6.45 7.72 8.46 8.61

5.Cost of Equity % 16.38 15.5 14.77 12.96 14.4 16.7 19.7 19.7

6.Weighted Average Cost of Capital 15.74 13.8 10.66 11.07 14.3 16.54 19.27 18.83
%(WACC)
7.COCE(3*6) 421.52 353.28 394.85 418.45 485.63 465.77 460.36 389.78

ECONOMIC VALUE ADDED(EVA)

8.Profit after tax, before exceptional items 1540 1355 1199 1804 1716 1541 1310 1070

9.Add:Interest,after taxes 7 12 82 43 6 5 8 14

10.Net operating profits After Taxes(NOPAT) 1547 1367 1281 1847 1722 1546 1318 1084

COCE ,as per (7) above 421 353 395 418 486 466 460 390

12.EVA:(10-11) 1126 1014 886 1429 1236 1080 858 694

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 CHRONOLOGY OF EVA GROWTH:HLL

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 CHAPTER VI:

CONCLUSION:
Economic profit - otherwise known as "Economic Value Added" (EVA™) is based on classic
financial theory, and, for this reason, is not entirely different from traditional free cash flow
measures. Three conceptual pillars support economic profit: firstly, Cash flows are more reliable
than accruals. Second is that some period expenses are - in economic reality - actually long-term
investments. Lastly, the company does not create value until a threshold level of return is
generated for shareholders.
However, economic profit is an appropriate performance metric for the company to be evaluated
and one can identify the many pros and cons in the process of its application. With only one
single performance number, economic profit is probably the best because it contains so much
information (mathematicians would call it "elegant"): economic profit incorporates balance sheet
data into an adjusted income statement metric. Economic profit works best for companies
whose tangible assets (assets on the balance sheet) correlate with the market value of assets - as
is often the case with mature industrial companies.

In contrary, some proponents argue economic profit is "all you need", it is very risky to depend
on an single metric. The companies least suited for economic profit are high-growth, new-
economy and high-technology companies, for whom assets are 'off balance sheet' or intangible.

But in overall, we can definitely say that EVA™ has emerged as a powerful conceptual
framework and is practically implemented in most of successful corporations across globe. It‟s
likely to stay as widely accepted concept because of its practical application and in depth insights
it throws on performance, efficiency and most importantly how much value has been created to
the shareholders

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 BIBILIOBRAPHY

1. “FINANCIAL MANAGEMENT” INDIAN EDITION BY EUGENE

BRIGHAM AND MICHEAL EHRHARDT 104-112

2. PANDEY I M “FINANCIAL MANAGEMENT” VIKAS PUBLISHING

HOUSE,PP 733-748

3. DAVID S YOUNG AND F.O.BYRNE STEPHEN “EVA AND VALUE

BASED MANAGEMENT” MCGRAW-HILL

4. PETER C.BREWER,GYAN CHANDRA,CLATON A.HOCK, “SAM

ADVANCED MANAGEMENT” JOURNAL,VOL.64 1999

5. http://www.dma.unive.it/mmef/2007/Modesti_2_1_2007.pdf-19th
Sept 2009

6. http://www.investopedia.com/terms/e/eva.asp-15th Sept 2009

7. http://www.investopedia.com/ask/answers/06/economicvsmarketv
alueadded.asp - 14th Sept 2009

8. http://www.contractpharma.com/articles/2004/01/eva-api-
management-practic-15th Sept 2009

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