Vyaderm Essay

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Case study preparation by Stipe Chosen case: Vyaderm Pharmaceuticals History overview: • Founded in 1945. HQ in Seatle Washington • By 1996. $ 2.7 billion revenue; 17.500 employees, 15 subsidiaries worldwide • Product portfolio. 75% generic pharmaceuticals; 25% patent protected & branded products • In 1997. Thomas E. Finn retires (CEO for 18 years) • Maurice Vedrine takes over, 41 years old, president of European division Problems to face: - little or no sharing of best practice among subsidiaries - little interest in helping build synergies to support corporate strategy - no horizontal communication between business - reduced profitability Vedrine implements EVA (Economic Value Added) as the sole financial measure at Vyaderm (instead of Finns focus on earnings per share). EVA (according to consultants Stern Stewart & Company) holds managers accountable for the capital provided by investors and that makes it the best way to align the interests of divisional managers, the company and shareholders. Formula: EVA = NET OPER. PROFIT AFTER TAXES – (CAPITAL x COST OF CAPITAL) EVA is a tool which simply yet effectively combines the income statement and balance sheet into one number, by subtracting from earnings a charge for the utilization of assets employed in generating those earnings. With EVA only investment with a positive economic return (higher than cost of capital) were likely to be pursued. EVA Incentive program: Under the old system of compensation cca 1.000 managers received annual bonus which was based 50% on objective operating result (sales result, earnings, asset management) and 50% on subjective evaluation of performance. Vedrine wanted to drive more objectively into the performance evaluation and compensation system and EVA was to be centrepiece of bonus compensation. EVA program,

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