Financial Retail Strategy km11
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Chapter 6
Financial Strategy
McGraw-Hill/Irwin Retailing Management, 7/e
© 2008 by The McGraw-Hill Companies, All rights reserved.
Retailing Strategy Human Resource Management
Retail Locations Chapters 7,8
Chapter 9 Retail Market Strategy Chapter 5 Financial Strategy Chapter 6
Information and Distribution Systems Chapter 10
Customer Relationship Management Chapter 11 6-2
Questions ■ How is a retail strategy reflected in retailers’ financial objectives? ■ How do retailers need to evaluate their performance? ■ What is the strategic profit model, and how is it used? ■ What measures do retailers use to assess their performance?
6-3
Retailer Objectives Financial – not necessarily profits, but return on investment (ROI) – primary focus Societal – helping to improve the world around us Personal – self-gratification, status, respect
6-4
Strategic Profit Model: Financial Tradeoff Made by Retailers to Increase ROI Outlines Tradeoff Between Margin Management Asset (Inventory Management)
Net Profit Margin
Asset Turnover
6-5
Components of the Strategic Profit Model
6-6
The Strategic Profit Model: An Overview
Profit Margin x
Asset turnover
= Return on assets
Net profit x Net sales (crossed out)
Net sales (crossed out) = Net profit Total assets Total assets
Net Profit Margin: reflects the profits generated from each dollar of sales Asset Turnover: assesses the productivity of a firm’s investment in its assets
6-7
The Strategic Profit Model: Profit Management Sales Gross Margin
Net Profit Net Profit Margin
15%
15
40 -
Sales
Total Expenses
100
25
100 -
Cost of Goods Sold
60
6-8
The Strategic Profit Model: Asset Management Inventory
5
Sales Asset Turnover
2.5
100 Total Assets
40
+
Current Assets
s Receivable
10
4
+
+
Fixed Assets
Other Current Assets
30
1
6-9
The Strategic Profit Model: Return on Assets Net Profit
15
Net Profit Margin
÷
15%
(
Return on Assets
Net Profit Net Sales
)
)
-
-
Cost Goods Sold
Sales
Total Exp.
100
25
Asset Turnover
100
2.5
Total Assets
Net Profit
Net Sales Total Assets
÷
Net Sales
40
)
Net Profit =
Net Sales x
60
Inventory
5
Sales
( Total Assets
40
Current Assets
10 +
+
A/R
4 +
Fixed Assets
Other Current Assets
30
1
Asset Management
Net Profit Total Assets
100
Times
37.5%
(
Gross Mar
Profit Management
Sales
Total Assets 6-10
The Strategic Profit Model: Return on Assets Net Profit
15
Net Profit Margin
÷
15%
(
Return on Assets
Net Profit Net Sales
)
)
-
-
Cost Goods Sold
Sales
Total Exp.
100
25
Asset Turnover
100
2.5
Total Assets
Net Profit
Net Sales Total Assets
÷
Net Sales
40
)
Net Profit =
Net Sales x
60
Inventory
5
Sales
( Total Assets
40
Current Assets
10 +
+
A/R
4 +
Fixed Assets
Other Current Assets
30
1
Asset Management
Net Profit Total Assets
100
Times
37.5%
(
Gross Mar
Profit Management
Sales
Total Assets 6-11
Financial Implications of Strategies Used By a Bakery and Jewelry Store
6-12
Income Statements for Macy’s and Costco
6-13
Profit Management Path for Macy’s and Costco
6-14
Margin Management ■ Net Sales = Gross Sales + Promotional Allowances - Return ■ Cost of Good Sold (COGs) ■ Gross Margin (GM) = Net Sales - COGs ■ Expense
Variable (e.g.. sales commissions) Fixed (rent, depreciation, staff salaries)
■ Net Profit = Net Sales – COGS - Expenses
6-15
Components of Gross Margin Gross Sales Less Returns Plus Promotional Allowances
Gross Margin
Net Sales COGS
Gross Margin (Gross Profit) : profit made on merchandise sales without considering the operating expenses and corporate overhead expenses.
6-16
Maintaining/Increasing Margins ■ Pay a Lower Price to Vendor ■ Charge Customers a Higher Price ■ Reduce Price Competition
Exclusive Merchandise Brand Variants
■ Reduce Retailer Costs -- Direct Product Profitability (DPP), Activity Based Costing
Floor Ready Merchandise, Vendor Source Tagging Packaging -- Shipping, Display
6-17
Gross Margin for Macy’s and Costco Gross Gross Margin Margin Net NetSales Sales
==
Gross Gross Margin Margin% %
Macy’s: Macy’s:
$$ 10,773 10,773 $15,630 $15,630
==
39.9% 39.9%
Costco: Costco:
$$7,406 7,406 $60,151 $60,151
==
12.3% 12.3%
Why does Macy’s have higher margins than Costco? Does the higher margins mean Macy’s is more profitable? 6-18
Operating Expenses = Selling, general and istrative expenses (SG&A) + depreciation + amortization of assets Includes costs other than the cost of merchandise
Operating Expenses = Operating Expenses % Net Sales Macy’s:
$8,937 = 33.1% $26,970
Costco:
$5,781 = 9.6% $60,151
6-19
Types of Retail Operating Expenses
Selling expenses
=
Sales staff salaries + Commissions + Benefits
General expenses
=
Rent + Utilities + Miscellaneous expenses
istrative expenses
=
Salaries of all employees other than salespeople + Operations of buying offices + Other istrative
expenses
6-20
Net Operating Income ■ Before interest expenses/income, taxes, and extraordinary expenses ■ A commonly used overall profit measure due to the lack of control over taxes, interest, and extraordinary expenses ■ Allows for a comparison of financial performance across companies or divisions within companies Gross Margin – Operating Expenses = Net Operating Income % Net Sales Macy’s:
$10,773 – 8,937 = 6.81% $26,970
Costco:
$7,406 - $5,781 = 2.70% $60,151 6-21
Net Profit (after taxes) Net Profit = Gross Margin – Operating Expenses – Net Interest - Taxes
Net profit after taxes = Net Profit % after taxes Net sales Macy’s:
Costco:
$995 = 3.70% $26,970 $1,103 $60,151
= 1.83%
6-22
Asset Management ■ Assets:
Economic Resources (e.g., inventory, buildings, computers, store fixtures) owned or controlled by a firm Current Asset and Fixed Asset
■ Current Assets = Inventory + Cash + Receivable ■ Fixed Assets = Fixture, Stores (owned) ■ Asset Turnover = Sales/Total Assets ■ Inventory Turnover = COGS/Avg. Inventory (cost)
6-23
Asset Information from Macy’s and Costco’s Balance Sheet
6-24
Asset Management Path for Macy’s and Costco
6-25
Inventory Turnover
6-26
Inventory Turnover ■ A Measure of the Productivity of Inventory:
It is used to evaluate how effectively retailers utilize their investment in inventory
■ Shows how many times, on average, inventory cycles through the store during a specific period of time (usually a year) Inventory Turnover = COGS/avg inventory (cost) Inventory Turnover = Sales/ avg inventory (retail)
6-27
Importance of stock turnover rate ■ Inventory turnover rate differs by
Industry Product categories
■ Most retailers that are having problems achieving adequate profits have a poor Inventory Turnover Rate. Example: Kmart vs. Wal-mart
6-28
Inventory Turnover Rate of Three Retailers in 2000 7.3 times per year
Wal-Mart Stores, Inc. 1
2
3
4
5
6
7
Target Corporation 1
2
3
4
6.3times per year 5
6
K-Mart 1 Jan
Mar
3
2 Jun
Sep
3.6 times per year Dec 6-29
Inventory Turnover of Apparel Retailers ■ Zara (Spain’s fashion specialty store chain)
Three times faster than Saks Fifth Avenue or Abercrombie & Fitch 1.5 times faster than H & M
6-30
Inventory Turnover
Cost of Goods = Average inventory
Inventory Turnover
Macy’s:
$16,197 $5,317
= 3.04
Costco:
$52,746 = 11.54 $4,569
6-31
Importance of Inventory turnover ■ How do retailers increase Inventory Turnover?
Increase Sales Decrease Inventory • Decrease delivery lead-time • Drive waist out
■ It’s important to have an efficient turnover rate: not so slow that things seem stale and shopworn, yet not so fast that the floor looks half-empty. 6-32
Asset Turnover Net Sales = Asset Turnover Total Assets Macy’s: $26,970 = 0.91 $29,550 Costco: $60,151 = 3.44 $17,494
6-33
Return on Assets
Net Profit Margin x Asset Turnover = Return on Assets
Macy’s: Costco:
3.70% 1.80%
x x
0.95 3.44
= =
3.37% 6.19%
Return on Assets is a very important performance measure because it shows how much money the retailer is making on its investment 6-34
Evaluation of Financial Path: Macy’s and Costco Macy’s
Costco
Higher net profit margin
Higher asset turnover
■ Retailers (and investors) need to consider
both net profit margin and asset turnover when evaluating their financial performance the implications of strategic decisions on both components of the strategic fit model • EX: Increasing prices => gross margin, net profit margin sales, asset turnover
6-35
Strategic Profit Model Ratios for Selected Retailers
6-36
Income Statement for Gifts to Go
6-37
Profit Margin Management Path: Gross Margin Percent Gross Margin = Gross Margin Percent Net Sales Stores:
$350,000 $700,000
=
50%
Gifts-to-Go.com $220,000 $440,000
=
50%
6-38
Operating Expense Percent
Operating Expenses Net Sales Stores:
= Operating Expenses %
$250,000 $700,000
GiftstoGo.com: $150,000 $440,000
=
35.7%
=
34.1%
6-39
Net Profit Percentage
Net Profit = Net Profit Percentage Net Sales Stores:
$ 59,800 $700,000
=
8.5%
Gifts-to-Go.com:
$ 45,500 $440,000
=
10.3%
6-40
Balance Sheet Information for Gifts to Go and Proposed Internet Channel
6-41
Asset Turnover Management Path: Inventory Turnover
Cost of Goods = Average Inventory
Inventory Turnover
Stores:
$350,000 $175,000
=
2.0
Gifts-to-Go.com:
$220,000 $70,000
=
3.1
6-42
Asset Turnover Net Sales = Total Assets Stores:
Asset Turnover
$700,000 $380,000
= 1.84
Gifts-to-Go.com: $440,000 $211,000
= 2.09
6-43
Return on Assets
Net Profit Margin x Asset Turnover = Return on Assets
Stores: 8.54 Gifts-to-Go.com 10.3
x x
1.84 2.09
= 15.7% = 21.3%
6-44
The Strategic Profit Model Net Sales
Cost of goods sold
Gross margin
Variable expenses
+ Fixed expenses
Total expenses
Profit Management
Net profit
÷
Net profit margin
Net Sales
x Inventory Net sales
+ s receivable
Total current assets
÷
+
+
Total assets
Other current assets
Fixed assets
Return on assets
Asset turnover
Asset Management 6-45
Setting and Measuring Performance Objectives Retailers will be better able to gauge performance if it has specific objectives in mind to compare performance. Should include: • numerical index of performance desired • time frame for performance • necessary resources to achieve objectives
6-46
Setting Objectives in Large Retail Organizations Top-Down Planning Corporate Developmental Strategy
Category, Departments and sales associates implement strategy 6-47
Setting Objectives in Large Retail Organizations
Corporate
Bottom-Up Planning Buyers and Store managers estimate what they can achieve
Operation managers must be involved in objective setting process
6-48
Productivity Measures
Input Measures – assess the amount of resources or money used by the retailer to achieve outputs such as sales Output measures – asses the results of a retailer’s investment decisions Productivity measure – determines how effectively retailers use their resource – what return (e.g., profits) they get on their investments (e.g., expenses)
6-49
Financial Performance of Retailers Outputs – Performance
Inputs Used by Retailers
■ ■ ■ ■ ■
■ ■ ■ ■
Sales Profits Cash flow Growth in sales, profits Same store sales growth
Inventory ($) Real Estate (sq. ft.) Employees (#) Overhead (Corporate Staff and Expenses) ■ Advertising ■ Energy Costs ■ MIS expenses
6-50
Productivity: Outputs/Input ■ Corporate Level ROA = Profits/Assets Comparable store sales growth (same-store sales growth) ■ Buyers (Inventory, Pricing, Advertising) Gross Margin % = Gross Margin/Sales Inv Turnover = COGS/ Avg. Inventory (cost) GMROI = Gross Margin/Average Inventory Advertising as % of sales ■ Stores (Real Estate, Employees) Sales/Square Feet Sales/Employee inv. Shrinkage/sales Average Transaction (sales/# of transactions) Items Per Ticket (total items sold/total transactions) Conversion Rate (total transactions/total traffic)
6-51
Examples of Performance Measures Used by Retailers
6-52
Examples of Performance Measures Used by Retailers Level of
Output
Input
Organization
Productivity (Output/Input)
Corporate Net sales (measures of entire corporation) Net profits
Growth in sales, profits
Square feet of store space
Return on assets
Number of employees
Asset turnover
Inventory
Sales per employee
Advertising expenditures
Sales per square foot
6-53
Examples of Performance Measures Used by Retailers Level of
Output
Input
Organization Merchandise management (measures for a merchandise category)
Productivity (Output/Input)
Net sales
Inventory level
Gross Margin Return on Investment (GMROI)
Gross margin
Markdowns
Inventory turnover
Growth in sales
Advertising expenses
Advertising as a percentage of sales *
Cost of merchandise
Markdown as a percentage of sales*
* These productivity measures are commonly expressed as an input/output. 6-54
Examples of Performance Measures Used by Retailers Level of
Output
Input
Organization Store operations (measures for a store or department within a store)
Productivity (Output/Input)
Net sales
Square feet of selling areas
Net sales per square foot
Gross margin
Expenses for utilities
Net sales per sales associate or per selling hour
Growth in sales
Number of sales associates
Utility expenses as a percentage of sales *
* These productivity measures are commonly expressed as an input/output. 6-55
Illustrative Productivity Measures Used by Retailing Organizations Level of
Output
Input
Organization
Productivity (Output/Input)
Corporate (chief executive officer)
Net profit
Owners’ equity
Net profit / owners’ equity = return on owners’ equity
Merchandising (merchandise manager and buyer)
Gross margin
Inventory *
Gross margin / inventory* = GMROI
Square foot
Net sales / square foot
Store operations Net sales (director of stores, store manager) *Inventory = Average inventory at cost
6-56
Evaluating Financial Performance ■ Growth in Stockholder Value – Stock Price
ing Measures – ROA (Risk adjusted)
■ Benchmark
Improvement Over Time • Compare performance indicator for three years Performance Relative to Comparable Firms • Compare performance indicators with major competitors for one year, most recent
6-57
Sources of Information ■ Balance Sheet (Snap Shot at One Time)
Asset Management
■ Income Statement (Summary Over Time)
Margin Management
■ Annual Reports/ SEC Filings
http://www.sec.gov/edgar/searchedgar/companysearch.htm
6-58
Macy’s and Costco’s Financial Performance Over Three Years
6-59
Financial Performance of Macy’s and Other National Department Store Chains
6-60
Evaluating Investment Opportunities ■ ROI – Discounted Cash Flow
Considers time value of money, cost of capital
■ Breakeven Analysis
How much do we have to sell to breakeven (recover investment)?
6-61
Income Statement Net Sales $ 1,000,000 COGS 800,000 Gross Margin 200,000
80% 20%
Operating Expenses Variable 100,000 Fixed 80,000
10% 8%
Profit
20,000
2%
6-62
Variable and Fixed Operating Expenses Variable Wages & Salaries Manager Salespeople Clerical Rent Maintenance Total
20,000 60,000 20,000
100,000
Fixed 20,000 20,000 10,000 20,000 10,000 80,000
6-63
Break Even Analysis Profit = Sales - COGS-Var Cost - Fixed Cost 0 = Sales - COGs% x Sales - VC% x Sales - FC Break-even Sales x (1-COGS% -VC%) = FC Break-even Sales = FC/(1-COGS% -VC%) Break-even Sales = FC/(GM%-VC%) = $80,000/(.2-.1) = $800,000
6-64
Three Business Decisions Is the Breakeven Going to Increase or Decrease?
1. Breakeven Sales if Retailer Moves To New Location with Rent = $50,000 Fixed 2. Breakeven Sales if Retailer Reduces Prices By 5% 3. Sales if Retailer want to make a profit of $100,000
6-65
Break-even Sales = FC/(GM%-VC%) Breakeven Sales if Retailer Moves To New Location with Rent = $50,000 Fixed =(60,000+50,000)/(.2-.1) = $1,100,000 Breakeven Sales if Retailer Reduces Prices By 5% Sales if Retailer want to make a profit of $100,000
6-66
Break-even Sales = FC/(GM%-VC%) ■ Breakeven Sales if Retailer Moves To New Location with Rent = $50,000 Fixed =(80,000+30,000)/(.2-.1) = $1,100,000 ■ Breakeven Sales if Retailer Reduces Prices By 5% = 80,000/(.15-.10) = 1,600,000 ■ Sales if Retailer want to make a profit of $100,000 =(80,000+100,000)/(.2-.1) = 1,800,000 6-67
Financial Strategy
McGraw-Hill/Irwin Retailing Management, 7/e
© 2008 by The McGraw-Hill Companies, All rights reserved.
Retailing Strategy Human Resource Management
Retail Locations Chapters 7,8
Chapter 9 Retail Market Strategy Chapter 5 Financial Strategy Chapter 6
Information and Distribution Systems Chapter 10
Customer Relationship Management Chapter 11 6-2
Questions ■ How is a retail strategy reflected in retailers’ financial objectives? ■ How do retailers need to evaluate their performance? ■ What is the strategic profit model, and how is it used? ■ What measures do retailers use to assess their performance?
6-3
Retailer Objectives Financial – not necessarily profits, but return on investment (ROI) – primary focus Societal – helping to improve the world around us Personal – self-gratification, status, respect
6-4
Strategic Profit Model: Financial Tradeoff Made by Retailers to Increase ROI Outlines Tradeoff Between Margin Management Asset (Inventory Management)
Net Profit Margin
Asset Turnover
6-5
Components of the Strategic Profit Model
6-6
The Strategic Profit Model: An Overview
Profit Margin x
Asset turnover
= Return on assets
Net profit x Net sales (crossed out)
Net sales (crossed out) = Net profit Total assets Total assets
Net Profit Margin: reflects the profits generated from each dollar of sales Asset Turnover: assesses the productivity of a firm’s investment in its assets
6-7
The Strategic Profit Model: Profit Management Sales Gross Margin
Net Profit Net Profit Margin
15%
15
40 -
Sales
Total Expenses
100
25
100 -
Cost of Goods Sold
60
6-8
The Strategic Profit Model: Asset Management Inventory
5
Sales Asset Turnover
2.5
100 Total Assets
40
+
Current Assets
s Receivable
10
4
+
+
Fixed Assets
Other Current Assets
30
1
6-9
The Strategic Profit Model: Return on Assets Net Profit
15
Net Profit Margin
÷
15%
(
Return on Assets
Net Profit Net Sales
)
)
-
-
Cost Goods Sold
Sales
Total Exp.
100
25
Asset Turnover
100
2.5
Total Assets
Net Profit
Net Sales Total Assets
÷
Net Sales
40
)
Net Profit =
Net Sales x
60
Inventory
5
Sales
( Total Assets
40
Current Assets
10 +
+
A/R
4 +
Fixed Assets
Other Current Assets
30
1
Asset Management
Net Profit Total Assets
100
Times
37.5%
(
Gross Mar
Profit Management
Sales
Total Assets 6-10
The Strategic Profit Model: Return on Assets Net Profit
15
Net Profit Margin
÷
15%
(
Return on Assets
Net Profit Net Sales
)
)
-
-
Cost Goods Sold
Sales
Total Exp.
100
25
Asset Turnover
100
2.5
Total Assets
Net Profit
Net Sales Total Assets
÷
Net Sales
40
)
Net Profit =
Net Sales x
60
Inventory
5
Sales
( Total Assets
40
Current Assets
10 +
+
A/R
4 +
Fixed Assets
Other Current Assets
30
1
Asset Management
Net Profit Total Assets
100
Times
37.5%
(
Gross Mar
Profit Management
Sales
Total Assets 6-11
Financial Implications of Strategies Used By a Bakery and Jewelry Store
6-12
Income Statements for Macy’s and Costco
6-13
Profit Management Path for Macy’s and Costco
6-14
Margin Management ■ Net Sales = Gross Sales + Promotional Allowances - Return ■ Cost of Good Sold (COGs) ■ Gross Margin (GM) = Net Sales - COGs ■ Expense
Variable (e.g.. sales commissions) Fixed (rent, depreciation, staff salaries)
■ Net Profit = Net Sales – COGS - Expenses
6-15
Components of Gross Margin Gross Sales Less Returns Plus Promotional Allowances
Gross Margin
Net Sales COGS
Gross Margin (Gross Profit) : profit made on merchandise sales without considering the operating expenses and corporate overhead expenses.
6-16
Maintaining/Increasing Margins ■ Pay a Lower Price to Vendor ■ Charge Customers a Higher Price ■ Reduce Price Competition
Exclusive Merchandise Brand Variants
■ Reduce Retailer Costs -- Direct Product Profitability (DPP), Activity Based Costing
Floor Ready Merchandise, Vendor Source Tagging Packaging -- Shipping, Display
6-17
Gross Margin for Macy’s and Costco Gross Gross Margin Margin Net NetSales Sales
==
Gross Gross Margin Margin% %
Macy’s: Macy’s:
$$ 10,773 10,773 $15,630 $15,630
==
39.9% 39.9%
Costco: Costco:
$$7,406 7,406 $60,151 $60,151
==
12.3% 12.3%
Why does Macy’s have higher margins than Costco? Does the higher margins mean Macy’s is more profitable? 6-18
Operating Expenses = Selling, general and istrative expenses (SG&A) + depreciation + amortization of assets Includes costs other than the cost of merchandise
Operating Expenses = Operating Expenses % Net Sales Macy’s:
$8,937 = 33.1% $26,970
Costco:
$5,781 = 9.6% $60,151
6-19
Types of Retail Operating Expenses
Selling expenses
=
Sales staff salaries + Commissions + Benefits
General expenses
=
Rent + Utilities + Miscellaneous expenses
istrative expenses
=
Salaries of all employees other than salespeople + Operations of buying offices + Other istrative
expenses
6-20
Net Operating Income ■ Before interest expenses/income, taxes, and extraordinary expenses ■ A commonly used overall profit measure due to the lack of control over taxes, interest, and extraordinary expenses ■ Allows for a comparison of financial performance across companies or divisions within companies Gross Margin – Operating Expenses = Net Operating Income % Net Sales Macy’s:
$10,773 – 8,937 = 6.81% $26,970
Costco:
$7,406 - $5,781 = 2.70% $60,151 6-21
Net Profit (after taxes) Net Profit = Gross Margin – Operating Expenses – Net Interest - Taxes
Net profit after taxes = Net Profit % after taxes Net sales Macy’s:
Costco:
$995 = 3.70% $26,970 $1,103 $60,151
= 1.83%
6-22
Asset Management ■ Assets:
Economic Resources (e.g., inventory, buildings, computers, store fixtures) owned or controlled by a firm Current Asset and Fixed Asset
■ Current Assets = Inventory + Cash + Receivable ■ Fixed Assets = Fixture, Stores (owned) ■ Asset Turnover = Sales/Total Assets ■ Inventory Turnover = COGS/Avg. Inventory (cost)
6-23
Asset Information from Macy’s and Costco’s Balance Sheet
6-24
Asset Management Path for Macy’s and Costco
6-25
Inventory Turnover
6-26
Inventory Turnover ■ A Measure of the Productivity of Inventory:
It is used to evaluate how effectively retailers utilize their investment in inventory
■ Shows how many times, on average, inventory cycles through the store during a specific period of time (usually a year) Inventory Turnover = COGS/avg inventory (cost) Inventory Turnover = Sales/ avg inventory (retail)
6-27
Importance of stock turnover rate ■ Inventory turnover rate differs by
Industry Product categories
■ Most retailers that are having problems achieving adequate profits have a poor Inventory Turnover Rate. Example: Kmart vs. Wal-mart
6-28
Inventory Turnover Rate of Three Retailers in 2000 7.3 times per year
Wal-Mart Stores, Inc. 1
2
3
4
5
6
7
Target Corporation 1
2
3
4
6.3times per year 5
6
K-Mart 1 Jan
Mar
3
2 Jun
Sep
3.6 times per year Dec 6-29
Inventory Turnover of Apparel Retailers ■ Zara (Spain’s fashion specialty store chain)
Three times faster than Saks Fifth Avenue or Abercrombie & Fitch 1.5 times faster than H & M
6-30
Inventory Turnover
Cost of Goods = Average inventory
Inventory Turnover
Macy’s:
$16,197 $5,317
= 3.04
Costco:
$52,746 = 11.54 $4,569
6-31
Importance of Inventory turnover ■ How do retailers increase Inventory Turnover?
Increase Sales Decrease Inventory • Decrease delivery lead-time • Drive waist out
■ It’s important to have an efficient turnover rate: not so slow that things seem stale and shopworn, yet not so fast that the floor looks half-empty. 6-32
Asset Turnover Net Sales = Asset Turnover Total Assets Macy’s: $26,970 = 0.91 $29,550 Costco: $60,151 = 3.44 $17,494
6-33
Return on Assets
Net Profit Margin x Asset Turnover = Return on Assets
Macy’s: Costco:
3.70% 1.80%
x x
0.95 3.44
= =
3.37% 6.19%
Return on Assets is a very important performance measure because it shows how much money the retailer is making on its investment 6-34
Evaluation of Financial Path: Macy’s and Costco Macy’s
Costco
Higher net profit margin
Higher asset turnover
■ Retailers (and investors) need to consider
both net profit margin and asset turnover when evaluating their financial performance the implications of strategic decisions on both components of the strategic fit model • EX: Increasing prices => gross margin, net profit margin sales, asset turnover
6-35
Strategic Profit Model Ratios for Selected Retailers
6-36
Income Statement for Gifts to Go
6-37
Profit Margin Management Path: Gross Margin Percent Gross Margin = Gross Margin Percent Net Sales Stores:
$350,000 $700,000
=
50%
Gifts-to-Go.com $220,000 $440,000
=
50%
6-38
Operating Expense Percent
Operating Expenses Net Sales Stores:
= Operating Expenses %
$250,000 $700,000
GiftstoGo.com: $150,000 $440,000
=
35.7%
=
34.1%
6-39
Net Profit Percentage
Net Profit = Net Profit Percentage Net Sales Stores:
$ 59,800 $700,000
=
8.5%
Gifts-to-Go.com:
$ 45,500 $440,000
=
10.3%
6-40
Balance Sheet Information for Gifts to Go and Proposed Internet Channel
6-41
Asset Turnover Management Path: Inventory Turnover
Cost of Goods = Average Inventory
Inventory Turnover
Stores:
$350,000 $175,000
=
2.0
Gifts-to-Go.com:
$220,000 $70,000
=
3.1
6-42
Asset Turnover Net Sales = Total Assets Stores:
Asset Turnover
$700,000 $380,000
= 1.84
Gifts-to-Go.com: $440,000 $211,000
= 2.09
6-43
Return on Assets
Net Profit Margin x Asset Turnover = Return on Assets
Stores: 8.54 Gifts-to-Go.com 10.3
x x
1.84 2.09
= 15.7% = 21.3%
6-44
The Strategic Profit Model Net Sales
Cost of goods sold
Gross margin
Variable expenses
+ Fixed expenses
Total expenses
Profit Management
Net profit
÷
Net profit margin
Net Sales
x Inventory Net sales
+ s receivable
Total current assets
÷
+
+
Total assets
Other current assets
Fixed assets
Return on assets
Asset turnover
Asset Management 6-45
Setting and Measuring Performance Objectives Retailers will be better able to gauge performance if it has specific objectives in mind to compare performance. Should include: • numerical index of performance desired • time frame for performance • necessary resources to achieve objectives
6-46
Setting Objectives in Large Retail Organizations Top-Down Planning Corporate Developmental Strategy
Category, Departments and sales associates implement strategy 6-47
Setting Objectives in Large Retail Organizations
Corporate
Bottom-Up Planning Buyers and Store managers estimate what they can achieve
Operation managers must be involved in objective setting process
6-48
Productivity Measures
Input Measures – assess the amount of resources or money used by the retailer to achieve outputs such as sales Output measures – asses the results of a retailer’s investment decisions Productivity measure – determines how effectively retailers use their resource – what return (e.g., profits) they get on their investments (e.g., expenses)
6-49
Financial Performance of Retailers Outputs – Performance
Inputs Used by Retailers
■ ■ ■ ■ ■
■ ■ ■ ■
Sales Profits Cash flow Growth in sales, profits Same store sales growth
Inventory ($) Real Estate (sq. ft.) Employees (#) Overhead (Corporate Staff and Expenses) ■ Advertising ■ Energy Costs ■ MIS expenses
6-50
Productivity: Outputs/Input ■ Corporate Level ROA = Profits/Assets Comparable store sales growth (same-store sales growth) ■ Buyers (Inventory, Pricing, Advertising) Gross Margin % = Gross Margin/Sales Inv Turnover = COGS/ Avg. Inventory (cost) GMROI = Gross Margin/Average Inventory Advertising as % of sales ■ Stores (Real Estate, Employees) Sales/Square Feet Sales/Employee inv. Shrinkage/sales Average Transaction (sales/# of transactions) Items Per Ticket (total items sold/total transactions) Conversion Rate (total transactions/total traffic)
6-51
Examples of Performance Measures Used by Retailers
6-52
Examples of Performance Measures Used by Retailers Level of
Output
Input
Organization
Productivity (Output/Input)
Corporate Net sales (measures of entire corporation) Net profits
Growth in sales, profits
Square feet of store space
Return on assets
Number of employees
Asset turnover
Inventory
Sales per employee
Advertising expenditures
Sales per square foot
6-53
Examples of Performance Measures Used by Retailers Level of
Output
Input
Organization Merchandise management (measures for a merchandise category)
Productivity (Output/Input)
Net sales
Inventory level
Gross Margin Return on Investment (GMROI)
Gross margin
Markdowns
Inventory turnover
Growth in sales
Advertising expenses
Advertising as a percentage of sales *
Cost of merchandise
Markdown as a percentage of sales*
* These productivity measures are commonly expressed as an input/output. 6-54
Examples of Performance Measures Used by Retailers Level of
Output
Input
Organization Store operations (measures for a store or department within a store)
Productivity (Output/Input)
Net sales
Square feet of selling areas
Net sales per square foot
Gross margin
Expenses for utilities
Net sales per sales associate or per selling hour
Growth in sales
Number of sales associates
Utility expenses as a percentage of sales *
* These productivity measures are commonly expressed as an input/output. 6-55
Illustrative Productivity Measures Used by Retailing Organizations Level of
Output
Input
Organization
Productivity (Output/Input)
Corporate (chief executive officer)
Net profit
Owners’ equity
Net profit / owners’ equity = return on owners’ equity
Merchandising (merchandise manager and buyer)
Gross margin
Inventory *
Gross margin / inventory* = GMROI
Square foot
Net sales / square foot
Store operations Net sales (director of stores, store manager) *Inventory = Average inventory at cost
6-56
Evaluating Financial Performance ■ Growth in Stockholder Value – Stock Price
ing Measures – ROA (Risk adjusted)
■ Benchmark
Improvement Over Time • Compare performance indicator for three years Performance Relative to Comparable Firms • Compare performance indicators with major competitors for one year, most recent
6-57
Sources of Information ■ Balance Sheet (Snap Shot at One Time)
Asset Management
■ Income Statement (Summary Over Time)
Margin Management
■ Annual Reports/ SEC Filings
http://www.sec.gov/edgar/searchedgar/companysearch.htm
6-58
Macy’s and Costco’s Financial Performance Over Three Years
6-59
Financial Performance of Macy’s and Other National Department Store Chains
6-60
Evaluating Investment Opportunities ■ ROI – Discounted Cash Flow
Considers time value of money, cost of capital
■ Breakeven Analysis
How much do we have to sell to breakeven (recover investment)?
6-61
Income Statement Net Sales $ 1,000,000 COGS 800,000 Gross Margin 200,000
80% 20%
Operating Expenses Variable 100,000 Fixed 80,000
10% 8%
Profit
20,000
2%
6-62
Variable and Fixed Operating Expenses Variable Wages & Salaries Manager Salespeople Clerical Rent Maintenance Total
20,000 60,000 20,000
100,000
Fixed 20,000 20,000 10,000 20,000 10,000 80,000
6-63
Break Even Analysis Profit = Sales - COGS-Var Cost - Fixed Cost 0 = Sales - COGs% x Sales - VC% x Sales - FC Break-even Sales x (1-COGS% -VC%) = FC Break-even Sales = FC/(1-COGS% -VC%) Break-even Sales = FC/(GM%-VC%) = $80,000/(.2-.1) = $800,000
6-64
Three Business Decisions Is the Breakeven Going to Increase or Decrease?
1. Breakeven Sales if Retailer Moves To New Location with Rent = $50,000 Fixed 2. Breakeven Sales if Retailer Reduces Prices By 5% 3. Sales if Retailer want to make a profit of $100,000
6-65
Break-even Sales = FC/(GM%-VC%) Breakeven Sales if Retailer Moves To New Location with Rent = $50,000 Fixed =(60,000+50,000)/(.2-.1) = $1,100,000 Breakeven Sales if Retailer Reduces Prices By 5% Sales if Retailer want to make a profit of $100,000
6-66
Break-even Sales = FC/(GM%-VC%) ■ Breakeven Sales if Retailer Moves To New Location with Rent = $50,000 Fixed =(80,000+30,000)/(.2-.1) = $1,100,000 ■ Breakeven Sales if Retailer Reduces Prices By 5% = 80,000/(.15-.10) = 1,600,000 ■ Sales if Retailer want to make a profit of $100,000 =(80,000+100,000)/(.2-.1) = 1,800,000 6-67
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