Selected operating data for two divisions of Outback Brewing, Ltd., of Australia are given below:
Division | ||||
Queensland | New South Wales | |||
Sales | $ | 936,000 | $ | 1,972,000 |
Average operating assets | $ | 520,000 | $ | 580,000 |
Net operating income | $ | 98,280 | $ | 147,900 |
Property, plant, and equipment (net) | $ | 249,000 | $ | 199,000 |
Required:
1. Compute the rate of return for each division using the return on investment (ROI) formula stated in terms of margin and turnover.
2. Which divisional manager seems to be doing the better job?
Explanation
1.
ROI computations:
ROI = | Net operating income | × | Sales |
Sales | Average operating assets |
Queensland Division:
ROI = | $98,280 | × | $936,000 | = 10.5% × 1.8 = 18.90% |
$936,000 | $520,000 |
New South Wales Division:
ROI = | $147,900 | × | $1,972,000 | = 7.5% × 3.4 = 25.50% |
$1,972,000 | $580,000 |
2.
The manager of the New South Wales Division seems to be doing the better job. Although the New South Wales Division’s margin is 3 percentage points lower than the margin of the Queensland Division, its turnover is higher (a turnover of 3.4, as compared to a turnover of 1.8 for the Queensland Division). The greater turnover more than offsets the lower margin, resulting in a 25.5% ROI, as compared to an 18.9% ROI for the other division.
Notice that if you look at margin alone, then the Queensland Division appears to be the stronger division. This fact underscores the importance of looking at turnover as well as at margin in evaluating performance in an investment center.
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