By George T. Friedlob, Lydia L. F. Schleifer, Franklin J. Plewa Jr.
Indicates how managers can constitution their actions and funding base to procure the top attainable ROI.
* Examines crucial options of ROI, together with the benefits of utilizing sure recommendations and the restrictions linked to them.
* exhibits how one can calculate and use EVA, MVA and different residual measures.
* indicates techniques to judge ROIT and different high-tech funding options.
* Written in a straightforward type with many real-world examples and most sensible practices
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Extra info for Essentials of Corporate Performance Measurement
2A F O R D ’ S I N C O M E S TAT E M E N T CONTINUED TOTAL COMPANY Income before income taxes Provision for income taxes (Note 10) Income before minority interests Minority interests in net income of subsidiaries Income from continuing operations Income from discontinued operation (Note 2) Loss on spin-off of discontinued operation (Note 2) Net income Income attributable to Common and Class B Stock after Preferred Stock dividends (Note 1) Average number of shares of Common and Class B Stock outstanding (Note 1) AMOUNTS PER SHARE OF COMMON AND CLASS B STOCK (Note 1) Basic income Income from continuing operations Net income Diluted income Income from continuing operations Net income Cash dividends Ford Motor Company Segmental ROI Analysis Even within a particular company that has different segments, there can be a difference in the use of assets.
A company can improve asset turnover by increasing sales or selling off nonproductive assets. Increasing the asset turnover and/or increasing the profit margin will increase the ROI. From the stockholders’ point of view, the return on equity (ROE) is a useful measure of performance. If a company increases its debt relative to its equity, the company’s leverage increases. This may have the 53 ESSENTIALS of Corporate Per formance Measurement effect of increasing the company’s risk, but it also will cause the company’s ROE to be greater than its ROI, as long as it generates enough income to cover additional interest expense.
The other two stores (B and C) were built two years ago. All three stores are identical, but due to inflation, Stores B and C each cost $600,000 to build. All the stores carry an average furniture inventory costing 51 Team-Fly® ESSENTIALS of Corporate Per formance Measurement $200,000. The investment in the credit-granting segment consists of $100,000 in office equipment and computers in rented offices. Each of the stores earned a profit of $80,000 for the year and the Credit Office earned $6,000.