LEAD STORYVALUE CREATIONThe valuecreation equationThe mantra of shareholder value gained sway years ago. Butwhich companies have embraced the concepts behindmanaging for shareholder value? And how do you measure itanyway? Working with global consultant Stern Stewart, CF hasendeavoured <strong>to</strong> find out. Tabitha Neville reports.Business journalists,from their first dayon the job, are <strong>to</strong>ld <strong>to</strong>leave their prejudicesat the door ofthe office. Justbecause a reporter’scar isn’t workingdoesn’t mean he can lay in<strong>to</strong> Ford nexttime its results are released.Nevertheless it was with a certaindegree of schadenfreude that I spoke <strong>to</strong>Chaith Kondragunta, co-managingdirec<strong>to</strong>r of Stern Stewart Europe, twoweeks before we published this issue.He calls me <strong>to</strong> talk <strong>about</strong> CF andStern Stewart’s survey of the <strong>to</strong>p 25companies in Europe, the US, andJapan. At the same time, I’m on hold onmy mobile phone <strong>to</strong> Vodafone, theworld’s largest mobile telecomcompany. Having switched over <strong>to</strong> theirnetwork a week before, I’m already onmy third call <strong>to</strong> cus<strong>to</strong>mer service.“You should have asked them <strong>about</strong>their poor MVA performance,” jokesKondragunta.“I don’t think cus<strong>to</strong>mer serviceworry <strong>about</strong> such things,” I reply.“No, but their management will.”The schadenfreude resulted from therevelation that Vodafone is ranked 25in CF’s survey of the <strong>to</strong>p 25 corporatesin Europe by market value added (MVA)performance.To be fair, coming bot<strong>to</strong>m of a <strong>to</strong>p 25poll is still <strong>something</strong> of an achievement– they beat many othercompanies, of course. But Vodafone’slack of attentiveness in cus<strong>to</strong>mer serviceseemed – <strong>to</strong> me at least – <strong>to</strong> be areasonable metaphor for a negativeMVA figure of 142,865 – well belowWhat is...»MVAMathematically MVA isthe difference betweenmarket value –calculated as the sum ofthe market value ofequity, debt and themarket value ofoutstanding s<strong>to</strong>ckoptions – and thecompany’s investedcapital – the cashinves<strong>to</strong>rs, both equityanddebt-holders,contributed <strong>to</strong> thecompany’s operations. Ahigh MVA indicates thecompany has createdsubstantial wealth forshareholders. MVA isequivalent <strong>to</strong> the presentvalue of all futureexpected EVAs. Apositive MVA indicatesthat inves<strong>to</strong>rs expect thecompany <strong>to</strong> generatesignificant amounts ofEVA in the future. Acompany with a negativeEVA but positive MVAcan mean one of severalthings: the marketexpects it <strong>to</strong> turnaround;that it may be a potentialtakeover candidate; orthat it is following abusiness cycle.»EVAEconomic value added(EVA) is an estimate oftrue “economic” profit,or the amount by whichearnings exceed or fallVivendi Universal’s negative MVA of37,963, which is ranked at 24. Kondraguntadoesn’t seem surprised byVodafone’s ranking. “The only surprisewould have been if Vodafone hadn’tbeen at the bot<strong>to</strong>m of the list.”As global consultants, Stern Stewarthelps companies develop a systematicshort of the requiredminimum rate of returnthat shareholders andlenders could get byinvesting in securities ofcomparable risk. In itssimplest form it’s acompany’s trading profit– net operating profitafter taxes paid (NOPAT)minus a capital chargefor both debt and equity.Stern Stewart has madechanges in thecaluculation of profitand capital <strong>to</strong> make theresult more realistic. Itcapitalises investmentsin intangible assetsplacing them on thebalance sheet wherethey belong.22 cf March 2004 corporatefinancemag.com
Top 25 Japan (by market value)Company Name Industry MVA Market Value Capital EVA NOPAT ROCE1 NTT DoCoMo Inc Communications 56,603 95,349 38,746 915 3,310 8.54%2 Takeda Chemical Inds Pharmaceuticals 20,097 30,871 10,774 1,512 1,834 19.52%3 Toyota Mo<strong>to</strong>r Transport Equipment 19,277 132,370 113,092 2,784 6,683 6.74%4 Canon Electrical Machinery 15,386 30,337 14,950 658 1,515 10.24%5 East Japan Railway Land Transport 7,993 30,335 22,343 1,074 1,690 7.46%6 Tokyo Electric Power Electric Power and Gas 7,662 84,747 77,085 246 2,149 2.65%7 Nissan Mo<strong>to</strong>r Transport Equipment 6,742 49,083 42,341 2,082 3,306 7.84%8 Sony Electrical Machinery 6,570 37,262 30,692 (1,446) 813 2.54%9 Honda Mo<strong>to</strong>r Transport Equipment 5,385 47,738 42,353 1,856 3,076 8.14%10 KDDI Communication 3,736 22,612 18,877 (468) 670 3.41%11 Chubu Electric Power Electric Power and Gas 2,972 40,111 37,139 431 1,315 3.46%12 Kansai Electric Power Electric Power and Gas 2,570 40,886 38,316 365 1,294 3.30%13 Kyushu Electric Power Electric Power and Gas 626 23,434 22,808 197 747 3.12%14 Tohoku Electric Power Electric Power and Gas 600 22,510 21,910 319 852 3.71%15 Toshiba Electrical Machinery 155 21,722 21,567 (507) 455 2.05%16 I<strong>to</strong>chu Wholesale (817) 25,317 26,134 (194) 616 2.27%17 Mitsui Wholesale (935) 35,421 36,356 (176) 675 1.87%18 Mitsubishi Wholesale (1,013) 41,283 42,297 (134) 861 2.04%19 Nippon Steel Steel Products (1,155) 22,259 23,414 (245) 441 1.84%20 Nippon Telg. and Tel. Communication (1,580) 113,082 114,662 (277) 4,796 4.14%21 Marubeni Wholesale (2,481) 23,778 26,259 (128) 492 1.68%22 Sumi<strong>to</strong>mo Wholesale (2,844) 28,639 31,483 (350) 479 1.71%23 Fujitsu Electrical Machinery (6,209) 20,101 26,311 (1,309) 190 0.73%24 Hitachi Electrical Machinery (10,567) 37,477 48,043 (1,778) 593 1.21%25 Matsushita Electrical Electrical Machinery (12,622) 26,789 39,411 (953) 642 1.62%Market value as of 31 March 2003Capital as of 31 March 2003, year-end operating capitalExchange rate as of 31 March 2003, EUR per JPY 0.00776, source BloombergExcludes banks, insurance and other financial institutionsSOURCE: STERN STEWARTfocus on creating shareholder valuethrough its MVA/EVA (see box)performance ratios. The firm was theperfect choice <strong>to</strong> help CF create aranking of <strong>to</strong>p performing companies.Both MVA and EVA are value-basedmetrics, which have grown inpopularity as traditional accountingmetrics have been proven <strong>to</strong> be unreliable.MVA is the difference between themarket value of a company (both equityand debt) and the capital entrusted <strong>to</strong>it. Put simply it is the differencebetween ‘cash in’ (what inves<strong>to</strong>rs havecontributed) and ‘cash out’ (what theycould get by selling at <strong>to</strong>day’s prices).CFOS LEADING JAPANNTT DoCoMo Keiji TachikawaTakeda Chemical Hiroshi TakaharaToyota Mo<strong>to</strong>r Fujio ChoCanon Toshizo TanakaEast Japan RailwayMasatake MatsudaTokyo Electric PowerShigemi TamuraNissan Mo<strong>to</strong>r Carlos GhosnSony Nobuyuki IdeiThe true aim of a company should be <strong>to</strong>maximise MVA rather than the value ofthe company – as this can be easilyachieved by investing increasingamounts of capital.EVA essentially reflects the differencebetween a company’s achievednet operating profit (NOPAT) in anygiven year and the net operating profitit needed <strong>to</strong> achieve in that year inorder <strong>to</strong> compensate shareholders forthe cost of capital.Show me the moneyFinance executives have been spoutingplatitudes <strong>about</strong> shareholder value forHonda Mo<strong>to</strong>r Takeo FukuiKDDI Tadashi OnoderaChubu Electric PowerTaka<strong>to</strong>shi FujitaniKansai Electric PowerHiroshi Morimo<strong>to</strong>Kyushu Electric PowerMichisada KamataTohoku Electric PowerYasumasa MakutaToshiba Tadashi OkamuraI<strong>to</strong>chu Sumitaka Fujitaas long as most business consultantscan remember. As a consequence ofthis familiarity, there is a sizeablecontingent of detrac<strong>to</strong>rs – not leastbecause many companies only appear<strong>to</strong> pay lip service <strong>to</strong> it.The faith that the market had inshareholder value, and the methods ofachieving it, has taken a severe beatingover the past five years. Corporate governancescandals, endless downgradesand executives massaging figures dominatedthe headlines and underminedconfidence further.But the happy consequence of theserather distasteful events has beenMitsui Tasuku KondoMitsubishi Ichiro MizunoNippon Steel Akira ChihayaNippon Telg. and Tel.Toyohiko TakabeMarubeni Nobuo KatsumataSumi<strong>to</strong>mo Mo<strong>to</strong>yuki OkaFujitsu Hiroaki KurokawaHitachi Takashi MiyoshiMatsushita ElectricalKunio Nakamuracorporatefinancemag.com March 2004 cf 23