This work determines the extend to which analysts use strategic performance measures in addition to traditional financial measures and in what intensity their use in a developing economy is influenced not only by the capacity to predict the value contained in information divulged by companies, but also by its ease of acquisition. The result of the survey was similar to the values obtained in the United States, referring to the predominance of traditional financial indicators, observing a trend for dependence on these indicators alone to change. The results obtained in the analyst's view of strategic measures recommended by the balanced scorecard related to product quality, customer satisfaction and human resource management were not as high as expected. On the other hand corporate governance and process efficiency demonstrated a superior performance, which was not the case of social responsibility categories, which were among those with the worst performance. A communication gap between companies and investors was found and should be overcome by the dialogue between investment analysts and companies with the disclosure of non-financial measures.
value creation; performance measures; value drivers
