Financial performance measures
12 important questions on Financial performance measures
What are the pros and cons of market measures
PROS
- the closest/direct measure of firm value (congruent)
- available and accurate
- less manipulable
- understandable
- cost efficient
CONS
- not available for private firms
- not controllable for employees
- do not reflect realized performance but expectations
- may not always perfectly reflect firm value
What are the pros and cons of accounting measures?
- ratio terms: ROI, ROA, ROE
- accounting profit measures: EVA, EBITDA, residual income
Disaggregated financial measures
- revenue and expenses
PRO
- more controllable
- can be measures on timely basis
- precises and objective
- understandable
- cost efficient
CONS
- can be imperfect bc of conservative accounting rules of immediate expenses and slow recognition of revenues
- ignores value that cannot be measured
- profit depends on choise of measurement methods
- focus on past: ignores risk and changes in risk
What are the DuPont equations?
ROE = Net income/Sales * Sales/Total Assets * Total Assets/Shareholders Equity
ROE = profit * asset turnover * financial leverage
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What are pros and cons of return ratios?
Underinvestment: opting for leasing instead of purchasing to reduce the denominator
What other accounting measures are there?
capital invested = total asset - current liabilities
RI = what remains of the organization after it remunerates, pays andreturns financial resources consumed.
Total assets - current liabilites = assets employed or invested capital
Total assets - liabilities = Shareholders Equity
EVA = NOPATadjusted - WACC*Invested Capital(adjusted)
WACC = E/(E+D)*Re + (D/(E+D)*Rd)*(1-Tc)
NOPAT = operating revenue - costs of goods sold - operating expenses - depreciation - amortization
What adjustments are made to EVA?
Amortized vs expensed:
- R&D
- Marketing costs
- Restructuring costs
Amortization = capitalizing the value asset over time. The value of asset is reduced over time, the benefit of an asset realized over time and thus minimizing the underinvestment incentive
What is a responsibility center?
Financial control through
- assiging responsibility
- setting targets, measuring results, reporting variances
Types of centers:
- revenue
- expense or cost
- profit
- investment
What are revenue centers?
They are often responsible for costs which directly incur notably sales costs.
e.g. Sales agencies, salesmanagers, fundraising
Decisions: sale elements
What are cost centers?
e.g. HR department, IT service
Decisions: managers often choose quantity or/and quality of inputs used in a cost center
Perf. Measures: total cost for a fixed output/average production cost/ output for a fixed budget
TWO TYPES
1. Standard:
- relation between input and output isknown and both are easy to measure
- evaluation: comparison of standard costs and actual costs = variance analysis
2. Discretionary
- output is difficult to measure in monetary terms and relation with inputs is unknown or uncertain (universities, R&D, etc)
- evaluation: is very subjective
What are profit centers?
Measurement: actual profits, net or compared to budget
2 versions
1. Sales focused: chared standard costs of products sold
2. Cost focused: are assigned revenues based on simple function of costs
KEY CHALLENGES
1. How to set appropriate transfer prices between organization
2. How to allocate corporate overhead to centers
3. Profit centers can be egoistic and affect rest organization
FIX
A) incentives only if it benefits whole org
B) use non financial perf measures for evaluation
What are investment centers?
Measured: ROI, ROCE (cap employed), RI, EVA
Lots of decision rights. They ratify and monitor decisions of cost and profit centers. Decide about the amount of capital invested or disposed and where to invest
Why responsibility centers?
2) managers should be held accountable for what they can control
+: keeping individuals motivated, if they cannot affect the results, they lose their motivation.
-: no incentives to take action that can reduce the effects of uncontrollable events. No incentive to sign up for insurance or hedge risks. Not being responsible for overhead costs does not motivate managers to reduce them
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