Return on Investment and Residual Income Managerial Accounting Prepared by Diane Tanner University of North Florida Chapter 25.

Slides:



Advertisements
Similar presentations
© The McGraw-Hill Companies, Inc., 2002 McGraw-Hill/Irwin Rewarding Business Performance Chapter 24.
Advertisements

Chapter 15: Performance Evaluation and Compensation
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Investment Centers and Transfer Pricing Investment Centers and.
Investment Centers and Transfer Pricing
© The McGraw-Hill Companies, Inc., 2002 McGraw-Hill/Irwin Decision Making is pushed down. Delegation of Decision Making (Decentralization) Decentralization.
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Investment Centers and Transfer Pricing Investment Centers and.
Other Capital Budgeting Issues Managerial Accounting Prepared by Diane Tanner University of North Florida Chapter 19.
2-1 CHAPTER 2 Financial Statements, Cash Flow, and Taxes Balance sheet Income statement Statement of cash flows Accounting income vs. cash flow MVA and.
3-1 CHAPTER 3 Financial Statements, Cash Flow, and Taxes Balance sheet Income statement Statement of cash flows Accounting income vs. cash flow EVA Federal.
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 18 Organizational Design, Responsibility Accounting, and Evaluation.
Accounting Mechanics Using Financial Statements to Assess Performance.
Evaluation of Investment Centers Managerial Accounting Prepared by Diane Tanner University of North Florida Chapter 24.
Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1999 Financial Statement Analysis © The McGraw-Hill Companies, Inc., Part One: Financial Accounting.
© The McGraw-Hill Companies, Inc., 2005 McGraw-Hill/Irwin 25-1 REWARDING BUSINESS PERFORMANCE Chapter 25.
RESPONSIBILITY ACCOUNTING
Chapter 12 Decentralization and Performance Evaluation
The McGraw-Hill Companies, Inc. 2008McGraw-Hill/Irwin CHAPTER 9 Responsibility Accounting.
UNLOCKING THE MAGIC OF NUMBERS UNLOCKING THE MAGIC OF NUMBERS 2 = DR. GEORGE WEBSTER EXECUTIVE EDUCATION PHARMACEUTICAL MARKETING.
McGraw-Hill /Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 10 Decentralization.
Performance Measurement in Decentralized Organizations
The Financial Statements
© 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.
Business Unit Performance Measurement Chapter 14 Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.
Financial Statements, Cash Flows, and Taxes
ROI, Residual Income, and Economic Value Added
ADVANCED MANAGEMENT ACCOUNTING
Managerial Accounting by James Jiambalvo Chapter 10: Decentralization and Performance Evaluation Slides Prepared by: Scott Peterson Northern State University.
Segment Reporting and Decentralization Chapter Twelve.
Cash Flows in Capital Budgeting Decisions Managerial Accounting Prepared by Diane Tanner University of North Florida Chapter 17.
1 Copyright © 2008 Thomson South-Western, a part of the Thomson Corporation. Thomson, the Star logo, and South-Western are trademarks used herein under.
©2002 Prentice Hall, Inc. Business Publishing Accounting, 5/E Horngren/Harrison/Bamber Financial Statement Analysis Chapter 18.
RESPONSIBILITY ACCOUNTING. Responsibility Center Types  Underlying the accounting classifications of responsibility centers is the concept of controllability:
Operating Leverage Managerial Accounting Prepared by Diane Tanner University of North Florida Chapter 10.
© The McGraw-Hill Companies, Inc., 2008 McGraw-Hill/Irwin Financial & Managerial Accounting The Basis for Business Decisions FOURTEENTH EDITION Williams.
Part 6 Financing the Enterprise © 2015 McGraw-Hill Education.
Copyright © 2003 Pearson Education Canada Inc. Slide Chapter 24 Performance Measurement, Compensation, and Multinational Considerations.
Measuring Financial Performance 1 ENTREPRENEURIAL FINANCE.
Copyright © 2003 McGraw-Hill Ryerson Limited, Canada 9-1 Responsibility Centers A responsibility center is the point in an organization where the control.
©The McGraw-Hill Companies, Inc. 2006McGraw-Hill/Irwin Chapter Nine Responsibility Accounting.
1- 1 Corporate Finance and Applications – Review of Financial Topics for Case Studies Fall 2015 Dr. Richard Michelfelder.
Finance and Accounting Lecture 2 Fall, /21/2015FINA4330 Corporate Finance1 Corporate Finance Ronald F. Singer FINA 4330.
1- 1 Financial Management Princeton PMBA Program August 22, 2015 to November 24, 2015 Dr. Richard Michelfelder.
Financial Statement Analysis
Accounting 4310 Chapter 14 Business Unit Performance.
RESPONSIBILITY ACCOUNTING CHAPTER 22 & Decentralization  Decentralization is the freedom for managers at lower levels of the organization to make.
Contemporary accounting problems The first topic THE PART 2 Responsibility Accounting.
Chapter 3 - Evaluating a Firm’s Financial Performance  2005, Pearson Prentice Hall.
Discount Rates Managerial Accounting Prepared by Diane Tanner University of North Florida Chapter 13.
© John Wiley & Sons, 2005 Chapter 15: Performance Evaluation and Compensation Eldenburg & Wolcott’s Cost Management, 1eSlide # 1 Cost Management Measuring,
Evaluating a Firm’s Financial Performance Evaluating a Firm’s Financial Performance , Prentice Hall, Inc.
9-1 Fundamental Managerial Accounting Concepts Thomas P. Edmonds Bor-Yi Tsay Philip R. Olds Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights.
Organizational Design, Responsibility Accounting and Evaluation of Divisional Performance Chapter 18.
10-1 Decentralization: Responsibility Accounting, Performance Evaluation, and Transfer Pricing 10.
Chapter Thirteen Financial Statement Analysis McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Finance and Accounting Lecture 2 Fall, /28/2015FINA4330 Corporate Finance1 Corporate Finance Ronald F. Singer FINA 4330.
Investment Centers and Transfer Pricing CHAPTER 13 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without.
Decentralization Chapter 10. © The McGraw-Hill Companies, Inc., 2002 Irwin/McGraw-Hill 2 Decentralization in Organizations Benefits of Decentralization.
Finance 206 Evaluating a firm’s Financial Performance.
Performance Evaluation Chapter 15 Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
10-1 Division Performance Measurement Prepared by Douglas Cloud Pepperdine University Prepared by Douglas Cloud Pepperdine University 10.
Chapter 10 Decentralization Chapter 10: Decentralization.
Chapter Fifteen Performance Evaluation © 2015 McGraw-Hill Education.
FINANCIAL INDICATORS PRESENTED BY GROUP 8 吴亦凡 朱忠明 朱英蕾 盛洁.
Chapter 13 Financial performance measures for investment centres and reward systems.
Segment Reporting, and Decentralization
REWARDING BUSINESS PERFORMANCE
Investment Centers and Transfer Pricing
Decentralization and Performance Evaluation
Decentralization and Performance Evaluation
PERFORMANCE MEASURES AND MULTINATIONAL CONSIDERATIONS
Presentation transcript:

Return on Investment and Residual Income Managerial Accounting Prepared by Diane Tanner University of North Florida Chapter 25

Performance Evaluation of Investment Centers  Investment center is  A segment or area of responsibility in which a manager controls revenues, costs, and the assets invested in that segment  Evaluation of investment center managers based on all three components for which these managers are responsible  Three primary quantitative evaluation methods  Return on investment  Residual income  Economic value added 2

Return on Investment  A primary tool for evaluating the performance of investment centers and their managers  Managers are able to control revenues, costs, and assets  A broader measurement than income  Focuses on income and investment  Removes the bias of larger investments over smaller investments  Indicates the percentage of every dollar of assets invested that is returned as profit 3 Segment “Profit” Assets invested in the segment =

Measuring Segment Profit  Various measurements possible  Net income  EBIT – earnings before interest and taxes  Does not hold managers responsible for interest or taxes  EBITDA – earnings before interest, taxes, depreciation, and amortization  Operating income before taxes  Net operating profit after taxes  The best and commonly used measurement  Referred to as NOPAT  Does not hold managers responsible for items beyond their control  Interest = a financing cost 4

Measuring Investment Center Assets  Cost of financing assets  All assets (left side of accounting equation) are financed by either liabilities or equity (right side of the equation)  Not all assets have financing costs  Assets with free financing  Those financed with non-interest bearing current liabilities  Includes accounts payable, income taxes payable, accrued liabilities, etc.  Measurement of ‘assets’  Invested capital  Represents the amount of assets that have a financing cost attached to them  Total assets less NIBCL  Where NIBCL = non-interest bearing current liabilities 5

ROI and its Two Components ROI = × 6 NOPAT Invested Capital Sales Invested Capital NOPAT Sales × = Profit Margin How much of each sales dollar is generated as profit Profit Margin How much of each sales dollar is generated as profit Investment Turnover How much sales is generated out of each dollar of assets invested Investment Turnover How much sales is generated out of each dollar of assets invested Return on investment is Can be drilled down into two components Provides information on what causes changes in ROI from period to period

Controlling ROI Three ways to improve ROI...  Increase Sales  Reduce Expenses  Reduce Assets 7 NOPAT Invested Capital

Problems with Performance Evaluation Based on Profit 8  Managers that are evaluated on profit are more willing to invest in assets  Because every investment that generates even $1 of profit improves performance Example  AB Division has profit of $10,000 based on assets of $100,000: ROI = $10,000/$100,000 = 10%  AB proposes an investment in a project that will cost $14,000 and generate $280 of profit: ROI = 2%  If the manager accepts the investment, profit increases by $280 making the manager look good, even though the ROI is very low

Problems with Performance Evaluation Based on ROI  The denominator, invested capital  Based on historical costs net of depreciation  Annual depreciation decreases book value  Causes ROI to increase  Often causes managers to defer new equipment acquisitions  Managers unwilling to invest if project will decrease current ROI, even if greater than RRR 9

Problems with ROI As division manager at Winston, Inc., your compensation package includes a salary plus bonus based on your division’s ROI -- the higher your ROI, the bigger your bonus. The company requires an ROI of 15% on all new investments. Your division has been producing an ROI of 30%. You have an opportunity to invest in a new project that will produce an ROI of 25%. Invest or not? As division manager, I won’t invest in that project because it will lower my bonus! I thought we were supposed to do what was best for the company! 10

Residual Income  Used to measure performance  Measures the shareholder value added to the parent company by a segment  Shareholder value is the net worth of a company  Defined as the income that exceeds the cost of financing the invested assets  Encourages managers to make profitable investments that would be rejected by managers using ROI  Objective is to maximize the contribution to shareholder wealth RI = NOPAT – [CC% × Invested capital]

Divisional Comparison  Bigger segments are expected to have more residual income than a smaller division  Why? Simply because they are bigger  Not because of better management 12 ROI = 12.00% 16.00% Which Division is the better candidate for expansion? Which Division contributed more to shareholder wealth?

ROI Example Sales $980,000 Non-interest-bearing current liabilities 21,000 Interest expense 17,000 Interest-bearing current liabilities 45,000 Assets 664,000 Net income 36, AB Inc. compiled the following for its East Division for 2018: The income tax rate is 30%, the cost of capital is 5.4%, and the required rate of return is 7%. ROI = NOPAT = $36,500 + [$17,000 x (1 - 30%)] = 7.53% Invested capital $664,000 - $21,000 Residual income = NOPAT - (Cost of capital) x (Invested capital) = $36,500 + [$17,000 x (1 - 30%)] - (5.4% x ($664,000 - $21,000)) = $13,678 East Division generated about 7.53 cents on every dollar of invested assets. East Division contributed $13,678 to AB’s shareholder’ equity.

14 The End