Software encoded on a computer-readable medium when executed performs a method for assessing the performance of a company. The method includes receiving financial data about the company; calculating a Total Economic Profit (TEP) value based in part on the financial data, the TEP value including a current value component and a future value component, determining at least one business component of the company that drives at least one selected from the group comprising the current value component and the future value component, and assessing the at least one business component based in part on at least one selected from the group comprising the TEP value, the current value component, and the future value component. From this data, a Total Return to Shareholders (TRS) value may be calculated with a data processor. The TRS may be decomposed into components and mapped onto a computer-generated display. The data may also be incorporated in corporate management systems and investment analysis systems, and used to generate a set of supplemental financial reports.

Enhanced business reporting methodology

A computer-implemented method for analyzing the relative performance of a business unit includes: receiving financial data about the business unit; determining NOPLAT, revenue, capital charge, and invested capital values for the business unit at a first time and a second time from the financial data; determining at least two data points including a first component indicative of NOPLAT/revenue and a second component indicative of revenue/capital charge for the business unit, the at least two data points indicative of values determined at one of the first time and the second time, respectively; and displaying the at least two data points, a first indicia for each data point indicative of the capital value, a second indicia indicative of a spread percentage, and a third indicia indicative of a relationship between the at least two data points between the first time and the second time

Total return to shareholder analytics

Purpose – This study compares the associations between Corporate Social Responsibility (CSR) and brand value in the financial services industry in East Asia and the USA.Design/methodology/approach – A sample of 84 major banks in East Asia (China, Hong Kong, Japan, South Korea and Taiwan) and the USA is used to test the links between CSR and brand value using ANOVA and multiple regressions.Findings – Brand value is positively related to CSR for the entire sample, but is associated with distinctively different CSR factors depending on the geographic markets. In Japan and South Korea brand value is associated with a bank's appreciation for its employees, while in China, brand value is linked to a focus on the community. East Asia's culture is rooted in Confucianism, a philosophy that emphasises caring for the “greater good” (i.e. for the community) and for one's subordinates. In contrast, Americans are more concerned with “green” issues, and subsequently caring for the environment is associated with brand va...

Corporate Social Responsibility in financial services : a comparison of Chinese and East Asian banks vis-à-vis American banks

A method for assessing the performance of a company is provided. The method may include receiving financial data about the company and determining a future value of the company. Next, the future value is decomposed into a plurality of future value components, where the plurality of future value components includes an economy component that defines an implied amount of growth of the company attributable to the growth of the economy in general. Finally, the method may include displaying at least one of the future value components to advise a user of the performance of the company relative to the economy in general.

Future value analytics

A computer-implemented method for analyzing corporate investments to measure the performance of a company is provided. The method may include: receiving financial data, the financial data including a plurality of operating investments of the company and a Future Value (FV) of the company; determining with a data processor a plurality of data points from the financial data, each of the plurality of data points indicative of a ratio between one of the plurality of operating investments and the Future Value (FV) of the company; determining a first benchmark and a second benchmark, the first benchmark indicative of a threshold ratio between the FV and the operating investment, the second benchmark indicative of a threshold operating investment; and displaying the data points, the first benchmark, and the second benchmark to advise a user of an effectiveness of the operating investments.

Future value drivers

As of May 2003, $7.6 trillion (or 58%) of the aggregate value of the U.S. stock market represented “future value”–that portion of value that does not depend on current operating performance but rather on anticipated growth. This concept of future growth value is especially important in newer industry sectors and among companies whose value is based heavily on intangible assets, such as brand and proprietary knowledge. But traditional accounting remains focused on tangible assets. And because most executives rely on accounting- based financial data to run their businesses, they end up focusing on current operating results when they should be investing in strategies that optimize future growth. In short, many of the assets that are most responsible for creating value in today's economy are not managed as well as they could be.



As part of its high-performance business initiative, Accenture has developed a comprehensive research database and a set of tools for examining the components and drivers of future value, along with a methodology for applying this research on a companyspecific basis. Accenture's futurevalue analytics can determine the portion of a company's market value that is attributable to future growth, and can help identify the drivers of that future growth value. The development of a viable operational framework will enable executives to translate corporate intangibles into manageable market value.

Future value: the $7 trillion challenge

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Future value: the $7 trillion challenge