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Measuring shareholder value has become crucial in the current economic environment, especially following the consistent pressure from institutional shareholders on companies to create shareholder value in an adverse economic environment. Maximizing the company's value will make the company less appealing to hostile takeovers. Takeovers are a capital market mechanism designed to control the conflicts of interest between shareholders and managers of the company. In this study, we will examine the best methods used in measuring shareholder value and, furthermore, explore the process of shareholder value creation in the years prior and following the creeping takeover of Ivanhoe Mines by Rio Tinto Plc. We have based our study on data and ratio analytics from ThomsonONE (Reuters), information that is publicly available through press releases, analyst coverage, and financial news. Our study includes an in-depth analysis of the creeping takeover of Ivanhoe Mines by Rio Tinto Plc. Ivanhoe Mines' discovery of Oyu Tolgoi Project will leave a most impressive legacy to the Mongolian people. Ever since the discovery of Oyu Tolgoi, the city of Ulan Bator has been growing and Mongolia has posted increasing annual gross domestic product with a growth rate of 11.50 percent for the year 2013 alone.

Stockholder wealth. --- Aĭvenkhou Maĭnz Mongolia, Ink. --- Rio Tinto PLC. --- added shareholder value --- cost of equity --- created shareholder value --- equity market value --- Ivanhoe Mines --- optimal capital structure --- Oyu Tolgoi --- required return --- Rio Tinto Plc --- shareholder return --- valuation using multiples

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Corporations --- Investments. --- Investor relations. --- Investing --- Investment management --- Portfolio --- Finance --- Disinvestment --- Loans --- Saving and investment --- Speculation --- Investor relations with corporations --- Shareholder relations with corporations --- Stockholders --- Shareholder relations --- Public relations

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"Managers of multinational organizations are struggling to win the strategic competition for the hearts and minds of external stakeholders. These stakeholders differ fundamentally in their worldview, their understanding of the market economy and their aspirations and fears for the future. Their collective opinions of managers and corporations will shape the competitive landscape of the global economy and have serious consequences for businesses that fail to meet their expectations. This important new book argues that the strategic management of relationships with external stakeholders - what the author calls "Corporate Diplomacy"--Is not just canny PR, but creates real and lasting business value. Using a mix of colourful examples, practically relevant tools and considered perspectives, the book hones in on a fundamental challenge that managers of multinational corporations face as they strive to compete in the 21st century. As falling communication costs shrink, the distance between external stakeholders and shareholder value is increasingly created and protected through a strategic integration of the external stakeholder facing functions. These include government affairs, stakeholder relations, sustainability, enterprise risk management, community relations and corporate communications. Through such integration, the place where business, politics and society intersect need not be a source of nasty surprises or unexpected expenses. Most of the firms profiled in the book are now at the frontier of corporate diplomacy. But they didn't start there. Many of them were motivated by past failings. They fell into conflicts with critical stakeholders - politicians, communities, NGO staffers, or activists - and they suffered. They experienced delays or disruptions to their operations, higher costs, angry customers, or thwarted attempts at expansion. Eventually, the managers of these companies developed smarter strategies for stakeholder engagement. They became corporate diplomats. The book draws on their experiences to take the reader to the forefront of stakeholder engagement and to highlight the six elements of corporate diplomacy."--Provided by publisher.

Corporations --- Business networks. --- Investor relations. --- Business networking --- Networking, Business --- Networks, Business --- Investor relations with corporations --- Shareholder relations with corporations --- Shareholder relations --- Social networks --- Industrial clusters --- Strategic alliances (Business) --- Stockholders --- Public relations --- Business networks --- Investor relations --- E-books

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Im Rahmen des Shareholder-Value-Konzepts soll durch erfolgsabhängige Entlohnungsverträge sichergestellt werden, dass Führungskräfte ihre Handlungen und Entscheidungen trotz Informationsvorsprüngen und Interessendivergenzen am Ziel der Unternehmenswertsteigerung ausrichten. Als Bemessungsgrundlage für die variable Entlohnung wählen dabei viele Unternehmen Erfolgskennzahlen des Rechnungswesens. In dieser Arbeit wird untersucht, wie der Periodenerfolg zu definieren ist, damit rechnungswesenbasierte Entlohnungsverträge Anreize für optimale Investitionsentscheidungen bieten. Hierbei werden neben «normalen» Investitionen auch Projekte mit Optionscharakter betrachtet, bei denen flexible Investitionsstrategien zu entwerfen und zu bewerten sind.

Analyse --- Anreizsystem --- Berücksichtigung --- Crasselt --- Entgeltsystem --- Führungskraft --- Gabriel --- Investitionsentscheidung --- Investitionssteuerung --- Managemententlohnung --- Nils --- Realoption --- Realoptionen --- Roland --- Shareholder-Value-Analyse --- Unternehmensrechnung --- Wertorientierte

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Im Rahmen des Shareholder-Value-Konzepts soll durch erfolgsabhängige Entlohnungsverträge sichergestellt werden, dass Führungskräfte ihre Handlungen und Entscheidungen trotz Informationsvorsprüngen und Interessendivergenzen am Ziel der Unternehmenswertsteigerung ausrichten. Als Bemessungsgrundlage für die variable Entlohnung wählen dabei viele Unternehmen Erfolgskennzahlen des Rechnungswesens. In dieser Arbeit wird untersucht, wie der Periodenerfolg zu definieren ist, damit rechnungswesenbasierte Entlohnungsverträge Anreize für optimale Investitionsentscheidungen bieten. Hierbei werden neben «normalen» Investitionen auch Projekte mit Optionscharakter betrachtet, bei denen flexible Investitionsstrategien zu entwerfen und zu bewerten sind.

Analyse --- Anreizsystem --- Berücksichtigung --- Crasselt --- Entgeltsystem --- Führungskraft --- Gabriel --- Investitionsentscheidung --- Investitionssteuerung --- Managemententlohnung --- Nils --- Realoption --- Realoptionen --- Roland --- Shareholder-Value-Analyse --- Unternehmensrechnung --- Wertorientierte