Matches in SemOpenAlex for { <https://semopenalex.org/work/W3124353494> ?p ?o ?g. }
Showing items 1 to 81 of
81
with 100 items per page.
- W3124353494 startingPage "40" @default.
- W3124353494 abstract "The paper addresses the issue of valuating a company. The enterprise value consists of different part-values: the value of its estates, its machines, etc. According to Aaker David (1991), an absolutely important asset to be included is the value of the enterprise's brand. This paper intends to demonstrate how to value the brand by its future cash flows, and it takes a closer look at the meaning of brand value for a company's performance. Parallel to the enterprise value, we show how to measure brand equity with price premium. The goal of this paper is also to pose two important questions for every brand manager: I a branded company? and drives my cash flow, the operative business or my brand? These questions can be answered by using two brand performance indicators: Brand Caused Earnings (BCE) and growth rate of BCE (b).(ProQuest: ... denotes formulae omitted.)IntroductionThe ultimate goal of management and business strategies is to maximize the value of a company for its shareholders (Rappaport, 1986), provided that it is subject to important constraints that are executed in a legal, ethical, and socially responsible manner (Aaker David, 2001). What drives the value of an enterprise? James Anderson would answer: the right action of the 'value merchants' (Anderson James et al., 2007). In this work, we will not focus on what these actions may be, but on the measuring of the results of the actions. The main drivers are profitability, measured by the company's Return On Invested Capital (ROIC), and the current and future growth rate of profits, g (Copeland, 2000; and Baldwin Carliss, 2004).The total value of companies as business units consists of different components. One of the important value components is brand equity (Aaker David, 1991; Keller Kevin, 2003; and Kotier and Pfoertsch, 2006). Both, the company and the brand value, are driven by the same forces: profitability and growth (Shocker Allan and Srivastava Rajendra, 1991; and Shocker Allan et al., 1994). Together with the stability or predictability of changes in these components, they determine the value of the company and the brand, respectively.To manage your company and your brand, you need information about the success of your brand strategy. We will show how to develop the company's brand profitability and growth with a model which describes your brand position in your market in relation to your competitors.This model can be used to answer the following questions:* Am I a branded company?* What drives my cash flow, the operative business or my brand?These questions are answered from a financial point of view, although it is acknowledged that the other perspectives are also necessary for brand management.Effect of BrandsBefore we develop a mathematical model to answer the questions, it is helpful to review the effects a brand has on a company. A brand is present as a name, term, sign, symbol, or design, or a combination of these, intended to identify the goods or services of one seller or group of sellers and to differentiate them from those of competitors (Kotler and Keller, 2006; and Kotler and Pfoertsch, 2006). For companies, there are many reasons why brands make it easier for them to contact their customers (Kotler and Keller, 2006). First, they simplify product handling or tracing, and help to organize inventory and accounting records. Second, a brand offers firm legal protection for the products' unique features. Third, brands signal a certain level of quality that prompts satisfied buyers to choose the product again (Erdem and Swait, 1998). Brand loyalty provides predictability and security of demand for the company and creates barriers to entry that makes it difficult for the other firms to enter the market (Franzen et al., 1994).All these advantages of a brand can in the end translate into two values: a price premium or quantity premium (Kotier and Pfoertsch, 2007). …" @default.
- W3124353494 created "2021-02-01" @default.
- W3124353494 creator A5017710433 @default.
- W3124353494 date "2012-03-01" @default.
- W3124353494 modified "2023-09-24" @default.
- W3124353494 title "Assessing Management Performance with Brand Caused Earnings (BCE)" @default.
- W3124353494 hasPublicationYear "2012" @default.
- W3124353494 type Work @default.
- W3124353494 sameAs 3124353494 @default.
- W3124353494 citedByCount "1" @default.
- W3124353494 countsByYear W31243534942016 @default.
- W3124353494 crossrefType "journal-article" @default.
- W3124353494 hasAuthorship W3124353494A5017710433 @default.
- W3124353494 hasConcept C10138342 @default.
- W3124353494 hasConcept C119857082 @default.
- W3124353494 hasConcept C120757647 @default.
- W3124353494 hasConcept C121955636 @default.
- W3124353494 hasConcept C129361004 @default.
- W3124353494 hasConcept C144133560 @default.
- W3124353494 hasConcept C162324750 @default.
- W3124353494 hasConcept C162853370 @default.
- W3124353494 hasConcept C163428354 @default.
- W3124353494 hasConcept C169824061 @default.
- W3124353494 hasConcept C202552767 @default.
- W3124353494 hasConcept C205971072 @default.
- W3124353494 hasConcept C23032112 @default.
- W3124353494 hasConcept C2776291640 @default.
- W3124353494 hasConcept C2779093199 @default.
- W3124353494 hasConcept C2781426361 @default.
- W3124353494 hasConcept C39389867 @default.
- W3124353494 hasConcept C41008148 @default.
- W3124353494 hasConcept C57375061 @default.
- W3124353494 hasConceptScore W3124353494C10138342 @default.
- W3124353494 hasConceptScore W3124353494C119857082 @default.
- W3124353494 hasConceptScore W3124353494C120757647 @default.
- W3124353494 hasConceptScore W3124353494C121955636 @default.
- W3124353494 hasConceptScore W3124353494C129361004 @default.
- W3124353494 hasConceptScore W3124353494C144133560 @default.
- W3124353494 hasConceptScore W3124353494C162324750 @default.
- W3124353494 hasConceptScore W3124353494C162853370 @default.
- W3124353494 hasConceptScore W3124353494C163428354 @default.
- W3124353494 hasConceptScore W3124353494C169824061 @default.
- W3124353494 hasConceptScore W3124353494C202552767 @default.
- W3124353494 hasConceptScore W3124353494C205971072 @default.
- W3124353494 hasConceptScore W3124353494C23032112 @default.
- W3124353494 hasConceptScore W3124353494C2776291640 @default.
- W3124353494 hasConceptScore W3124353494C2779093199 @default.
- W3124353494 hasConceptScore W3124353494C2781426361 @default.
- W3124353494 hasConceptScore W3124353494C39389867 @default.
- W3124353494 hasConceptScore W3124353494C41008148 @default.
- W3124353494 hasConceptScore W3124353494C57375061 @default.
- W3124353494 hasIssue "1" @default.
- W3124353494 hasLocation W31243534941 @default.
- W3124353494 hasOpenAccess W3124353494 @default.
- W3124353494 hasPrimaryLocation W31243534941 @default.
- W3124353494 hasRelatedWork W10092576 @default.
- W3124353494 hasRelatedWork W1549235511 @default.
- W3124353494 hasRelatedWork W169923933 @default.
- W3124353494 hasRelatedWork W178300536 @default.
- W3124353494 hasRelatedWork W2022136561 @default.
- W3124353494 hasRelatedWork W2057023890 @default.
- W3124353494 hasRelatedWork W2085118715 @default.
- W3124353494 hasRelatedWork W2469358875 @default.
- W3124353494 hasRelatedWork W2476565000 @default.
- W3124353494 hasRelatedWork W2594311931 @default.
- W3124353494 hasRelatedWork W2625143727 @default.
- W3124353494 hasRelatedWork W2783851353 @default.
- W3124353494 hasRelatedWork W2991854366 @default.
- W3124353494 hasRelatedWork W3009922281 @default.
- W3124353494 hasRelatedWork W3125851035 @default.
- W3124353494 hasRelatedWork W3126108646 @default.
- W3124353494 hasRelatedWork W3180315643 @default.
- W3124353494 hasRelatedWork W592857209 @default.
- W3124353494 hasRelatedWork W1906279914 @default.
- W3124353494 hasRelatedWork W2903741701 @default.
- W3124353494 hasVolume "9" @default.
- W3124353494 isParatext "false" @default.
- W3124353494 isRetracted "false" @default.
- W3124353494 magId "3124353494" @default.
- W3124353494 workType "article" @default.