Chapter 14: Business Unit Performance Measurement

We described the organization of the firm in Chapter 12 by referring to responsibility centers: cost centers, profit centers, and investment centers. In this chapter, we develop and analyze performance measures for investment centers. Recall that in an investment center, managers have responsibility for asset deployment in addition to revenue and cost responsibilities.

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Business Unit Performance MeasurementChapter 14Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/IrwinAccounting IncomeL.O. 1 Evaluate divisional accounting income as a performance measure. Divisional Income: Division revenues minus division costs Investors use accounting income to assess a firm's performance. Firms use a division’s income to assess divisional performance.14 - * Divisional IncomeLO1Mustang FashionsDivisional Income StatementsFor Year 1 ($000)SalesCost of salesGross marginAllocated corporate overheadLocal advertisingOther general and administrativeOperating incomeTax expense (@ 30%)After-tax income$5,200.0 2,802.0$2,398.0 468.0 1,200.0 250.0$ 480.0 144.0$ 336.0$2,800.0 1,515.0$1,285.0 252.0 500.0 227.0$ 306.0 91.8$ 214.2$8,000.0 4,317.0$3,683.0 720.0 1,700.0 477.0$ 786.0 235.8$ 550.2WesternDivisionEasternDivisionTotal14 - *Some Simple Financial RatiosLO1Gross margin percentageOperating marginProfit marginGross margin ÷ salesOperating income ÷ SalesAfter-tax income ÷ Sales46.12% 9.23% 6.46%45.89%10.93% 7.65%WesternDivisionEasternDivisionDefinitionRatioMustang FashionsSelected Financial RatiosFor Year 114 - *Return on InvestmentL.O. 2 Interpret and use return on investment (ROI). Return on Investment (ROI): Ratio of profits to investment in the asset that generates those profits Provides a comparison of different size divisions.14 - *Return on InvestmentLO2Mustang FashionsBalance SheetsJanuary 1, Year 1Assets Cash Accounts receivable Inventory Total current assets Fixed assets (net)Total assetsLiabilities and Equities Accounts payable Other current liabilities Total current liabilities Long-term debtTotal liabilitiesTotal shareholders equityTotal liabilities and equities$ 250,000 225,000 250,000$ 725,000 775,000$1,500,000$ 125,000 227,000$ 352,000 -0- $ 352,000 1,148,000$1,500,000$ 150,000 250,000 150,000$ 550,000 350,000$ 900,000$ 95,000 280,000$ 375,000 -0- $ 375,000 525,000$ 900,000$ 400,000 475,000 400,000$1,275,000 1,125,000$2,400,000$ 220,000 507,000$ 727,000 -0- $ 727,000 1,673,000$2,400,000WesternDivisionEasternDivisionTotal14 - *Return on InvestmentLO2After-tax income from income statementDivisional investment from balance sheetROI (After-tax income ÷ Divisional investment)$ 336,000$1,500,000 22%$ 214,200$ 900,000 24%WesternDivisionEasternDivisionMustang FashionsROI for Western and Eastern DivisionsFor Year 114 - *Residual Income MeasuresL.O. 3 Interpret and use residual income (RI). Residual Income (RI): This is the excess of actual profit over the cost of invested capital in the unit.14 - *Economic Value Added (EVA)L.O. 4 Interpret and use economic value added (EVA). EVA is the annual after-tax (adjusted) divisional income minus the total annual cost of (adjusted) capital. It makes adjustments to after-tax income and capital to “eliminate accounting distortions.”14 - *Measuring the Investment BaseL.O. 5 Explain how historical cost and net book value-based accounting measures can be misleading in evaluating performance. Performance measures use divisional assets or investments in the calculation. How should divisional assets be measured? – Gross book value versus net book value – Historical cost versus current cost – Beginning, ending, or average balance 14 - *Gross Book Value versus Net Book Value ExampleLO5 Profits before depreciation (all in cash flows at end of year): $100 each year for 3 years Asset cost at beginning of year 1, $500 Depreciation: Ten year life, straight-line, no salvage value Amounts are in thousand of dollars.14 - *Gross Book Value versus Net Book Value ExampleLO5ROI= $50c $500=10%Year===ROI= $50c $500=10%ROI= $50c $500=10%Net Book ValueGross Book Value$100a – (0.1 × $500)b$500d – (0.1 × $500)e11.1%ROI=12$100a – (0.1 × $500)b$450d – (0.1 × $500)e12.5%ROI=3$100a – (0.1 × $500)b$400d – (0.1 × $500)e14.3%ROI=a The first term in the numerator is the annual cash profit.b The second term in the numerator is depreciation for the year.c Net income = $50 = $100 – ($500 × 0.1)d The first term in the denominator is the beginning-of-the-year asset value.e The second term in the denominator reduces the beginning-of-the-year value of the asset by the amount of current year's depreciation14 - *Historical Cost versus Current CostLO5 Current cost: Cost to replace or rebuild an existing asset Historical cost: Original cost to purchase or build an asset14 - *Historical Cost versus Current CostLO5 Operating profits before depreciation (all in cash flows at end of year): Year 1, $100; Year 2, $120; Year 3, $144 Annual rate of price changes is 20 percent. Asset cost at beginning of year 1 is $500. Amounts are in thousand of dollars. Straight-line depreciation is used; the straight-line rate is 10% per year14 - *Historical Cost versus Current CostLO5Year=Historical Cost$100a – (0.1 × $500)b$500c – (0.1 × $500)11.1%ROI=1=2$120a – (0.1 × $500)b$500c – (0.2 × $500)17.5%ROI==3$144a – (0.1 × $500)b$500c – (0.3 × $500)26.9%ROI=Year=Current Cost$100a – (0.1 × $600)b$600d – (0.1 × $600)e7.4%ROI=1=2$120a – (0.1 × $720)b$720f – (0.2 × $720)e8.3%ROI==3$144a – (0.1 × $864)b$864g – (0.3 × $864)e9.5%ROI=Year=Historical Cost$100a – $50b$500c10.0%ROI=1=2$120a – $50b$500c14.0%ROI==3$144a – $50b$500c18.8%ROI=Year=Current Cost$100a – $60b$600d6.7%ROI=1=2$120a – $72b$720f6.7%ROI==3$144a – $86.4b$864g6.7%ROI=Net Book ValueGross Book Valuea Annual operating profit before depreciation. b Depreciation for the year.c Beginning-of-the-first-year value of the assets used in the investment base. d Current cost of asset ($500 × 120%)e Accumulated depreciation at the end of the year. f Current cost of asset ($600 × 120%)g Current cost of asset ($720 × 120%)14 - *Beginning, Ending, or Average Balance?LO5 Managers can manipulate purchases and disposition based on which balance is being used in evaluations.14 - *End of Chapter 14LO1Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
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