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Measuring and controlling value created in Endesa / Gary M. Cunningham, Scott Eriksen.

By: Contributor(s): Material type: TextSeries: Publisher: London : Institute of Management Accountants, 2008Description: 1 online resource : illustrationsContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781526428417 (ebook) :
Subject(s): DDC classification:
  • 658.15 23
Online resources: As companies move through the decade of the 2000s, creating value for customers, shareholders, and other stakeholders has become an important objective in a globally competitive environment. This case uses the experience of a major multinational company based in Spain to develop a measurement of economic value created (EVC) as a surrogate within its management control system. The focus is not on ENDESA per se, but ENDESA as a vehicle to explore issues related to management control of value. Part A of the case focuses on financial management issues, involving computation of the metric based on cash flow, but also involves invested capital and the weighted average cost of debt and equity capital. Part B focuses on accounting and financial reporting issues and the interaction of management control systems with financial reports. The two parts of the case can be used independently.
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Originally published in Cunningham, G. M., & Eriksen, S. (2008). Measuring and Controlling Value Created in Endesa. IMA Education Case Journal, 1(1), Article 4.

As companies move through the decade of the 2000s, creating value for customers, shareholders, and other stakeholders has become an important objective in a globally competitive environment. This case uses the experience of a major multinational company based in Spain to develop a measurement of economic value created (EVC) as a surrogate within its management control system. The focus is not on ENDESA per se, but ENDESA as a vehicle to explore issues related to management control of value. Part A of the case focuses on financial management issues, involving computation of the metric based on cash flow, but also involves invested capital and the weighted average cost of debt and equity capital. Part B focuses on accounting and financial reporting issues and the interaction of management control systems with financial reports. The two parts of the case can be used independently.

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