This case explores using EVA--economic useful--methodology at Asahi Glass. EVA is probably the changes started through the CEO targeted at changing Asahi Glass from the traditional Japanese company to some global firm. Other changes incorporated a company reorganization into worldwide business groups, the appointment of non-Japanese managers to key positions, and company governance reforms. The EVA methodology was brought to improve resource allocation across Asahi's numerous companies all over the world and also to assess the managing performance of top professionals. It examines how the organization calculated EVA and, particularly, the way it calculated the weighted average price of capital because of its different companies in various nations. Is Asahi Glass attaining advantages of the EVA methodology, and will it lead towards the transformation of Asahi Glass right into a truly worldwide firm?
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