Performance Measurement Chapter 23. Financial and Nonfinancial Performance Measures Some...
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Transcript of Performance Measurement Chapter 23. Financial and Nonfinancial Performance Measures Some...
![Page 1: Performance Measurement Chapter 23. Financial and Nonfinancial Performance Measures Some organizations present financial and nonfinancial performance.](https://reader036.fdocuments.net/reader036/viewer/2022062407/56649dab5503460f94a9a1b4/html5/thumbnails/1.jpg)
Performance Measurement
Chapter 23
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Financial and NonfinancialPerformance Measures
Some organizations present financial andnonfinancial performance measures for
their subunits in a single report– the balanced scorecard.
Most scorecards include:
– profitability measures
– customer-satisfaction measures
– internal measures of efficiency, quality, and time
– learning and growth (innovation) measures
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Management Control Systems
A management control system is a means ofgathering and using information to coordinate
the planning and control functions of thecompany.
It guides the behavior of managers towardsattaining the goals shown in the Balanced
Scorecard.
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Evaluating ManagementControl Systems
Motivation Goal congruence Effort
Lead to rewards
Monetary Nonmonetary
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Organization Structure
Total centralization
Total decentralization
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Benefits of Decentralization
Allows for greater responsiveness to local needs
Leads to gains from quicker decision making
Increases motivation of subunit managers
Assists management development and learning
Allows top management to focus on strategy
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Costs of Decentralization
Suboptimal decision making may occur
Focuses the manager’s attention on the subunitrather than the organization as a whole
Lack of coordination among autonomous managers
Results in duplication of activities
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Responsibility Centers
Costcenter
Revenuecenter
Investmentcenter
Profitcenter
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Measuring Managers Performance
Cost/RevenueCenter
Standard Cost/FlexibleBudget Variances
ProfitCenter
Budgeted incomestatement
InvestmentCenter
Return on investment,residual income and EVA
Evaluation Tool
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Accounting-Based PerformanceMeasure Example
Relax Inns owns three small hotels – one each in Boston, Denver, and Miami.
At present, Relax Inns does notallocate the total long-term debt of
the company to the three separate hotels.
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Denver Hotel
Current assets $ 400,000Long-term assets 600,000Total assets $1,000,000Current liabilities $ 150,000
Revenues $1,200,000Variable costs 310,000Fixed costs 650,000Operating income $ 240,000
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Relax Inns Balance Sheet
Total current assets $1,350,000Total long-term assets 6,150,000Total assets $7,500,000Total current liabilities $ 500,000Long-term debt 4,800,000Stockholders’ equity 2,200,000Total liabilities and equity $7,500,000
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Approaches toMeasuring Performance
Three approaches include a measure of investment:
Return on investment (ROI)
Residual income (RI)
Economic value added (EVA®)
A fourth approach, return on sales (ROS),does not measure investment.
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Return on Investment
Return on investment (ROI) is anaccounting measure of income
divided by an accountingmeasure of investment.
Return on investment (ROI)= Income ÷ Investment
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What is the return on investment for the Denver Hotel?
Return on Investment
Denver Hotel: $240,000 Operating income÷ $1,000,000 Total assets = 24%
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The DuPont method of profitability analysisrecognizes that there are two basic
ingredients in profit making:
DuPont Method
1. Using assets to generate more revenues
2. Increasing income per dollar of revenues
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DuPont Method
Investment turnover = Revenues ÷ Investment
Return on sales = Income ÷ Revenues
ROI = Return on sales × Investment turnover
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DuPont Method
How can Relax Inns attain a 30% targetROI for the Denver Hotel?
Present situation: Revenues ÷ Total assets= $1,200,000 ÷ $1,000,000 = 1.20
Operating income ÷ Revenues= $240,000 ÷ $1,200,000 = 0.20
1.20 × 0.20 = 24%
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DuPont Method
Alternative A: Decrease assets, keepingrevenues and operating income per
dollar of revenue constant.
Revenues ÷ Total assets= $1,200,000 ÷ $800,000 = 1.50
1.50 × 0.20 = 30%
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DuPont Method
Alternative B: Increase revenues, keepingassets and operating income per dollar
of revenues constant.
Revenues ÷ Total assets= $1,500,000 ÷ $1,000,000 = 1.50
1.50 × 0.20 = 30%
Operating income ÷ Revenues= $300,000 ÷ $1,500,000 = 0.20
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DuPont Method
Alternative C: Decrease costs to increaseoperating income per dollar of revenues,
keeping revenues and assets constant.
Revenues ÷ Total assets= $1,200,000 ÷ $1,000,000 = 1.20
1.20 × 0.25 = 30%
Operating income ÷ Revenues= $300,000 ÷ $1,200,000 = 0.25
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Residual Income
Residual income (RI)= Income
– (Required rate of return × Investment)
Assume that Relax Inns’ requiredrate of return is 12%.
What is the residual income from the Denver hotel?
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Residual Income
Denver Hotel:Residual Income = $240,000 - ($1,000,000 X 12%)
= $120,000
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Economic Value Added
Economic value added (EVA®)
= After-tax operating income
– [Weighted-average cost of capital
× (Total assets – current liabilities)]
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Economic Value Added
Total assets minus current liabilitiescan also be computed as:
Long-term assets + Current assets– Current liabilities, or…
Long-term assets + Working capital
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Economic Value Added
Economic value added (EVA®) substitutes thefollowing specific numbers in the RI calculations:
1. Income equal to after-tax operating income
2. A required rate of return equal to theweighted-average cost of capital
3. Investment equal to total assets minuscurrent liabilities
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Economic Value Added Example
Assume that Relax Inns has two sources oflong-term funds:
1. Long-term debt with a market value andbook value of $4,800,000 issued at aninterest rate of 10%
2. Equity capital that also has a market value of$4,800,000 and a book value of $2,200,000
Tax rate is 30%.
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Economic Value Added Example
What is the after-tax cost of debt?
0.10 × (1 – Tax rate) = 0.07, or 7%
Assume that Relax Inns’ cost ofequity capital is 14%.
What is the weighted-average cost of capital?
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Economic Value Added Example
WACC = [(7% × Market value of debt)+ (14% × Market value of equity)]
÷ (Market value of debt + Market value of equity)
WACC = [(0.07 × 4,800,000)+ (0.14 × 4,800,000)] ÷ $9,600,000
WACC = $336,000 + $672,000 ÷ $9,600,000
WACC = 0.105, or 10.5%
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Economic Value Added Example
What is the after-tax operating income for the Denver Hotel?
Denver Hotel:Operating income $240,000 × 0.7 = $168,000
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Economic Value Added Example
What is the investment?
Denver Hotel: Total assets $1,000,000– Current liabilities $150,000 = $850,000
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Economic Value Added Example
What is the weighted-average cost of capitaltimes the investment for Denver?
Denver Hotel: $850,000 × 10.5% = $89,250
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Economic Value Added Example
What is the economic value added?
Denver Hotel: $168,000 – $89,250 = $78,750
The EVA® charges managers for the costof their investments in long-term assets
and working capital.
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Return on Sales
The income-to-revenues (sales) ratio, or returnon sales (ROS) ratio, is a frequently used
financial performance measure.
What is the ROS for the Denver hotel?
Denver Hotel: $240,000 ÷ $1,200,000 = 20%