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12-1 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Operations Management: Financial Dimensions RETAIL MANAGEMENT: A STRATEGIC.

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Presentation on theme: "12-1 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Operations Management: Financial Dimensions RETAIL MANAGEMENT: A STRATEGIC."— Presentation transcript:

1 12-1 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Operations Management: Financial Dimensions RETAIL MANAGEMENT: A STRATEGIC APPROACH 11th Edition BERMAN EVANS

2 12-2 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Chapter Objectives  To define operations management  To discuss profit planning  To describe asset management, including the strategic profit model, other key business ratios, and financial trends in retailing  To look at retail budgeting  To examine resource allocation

3 12-3 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Operations Management Operations management Operations management involves the efficient and effective implementation of the policies and tasks necessary to satisfy the firm’s customers, employees, and management (and stockholders, if a public company). This has a major impact on both sales and profits.

4 12-4 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Profit Planning  Profit-and-loss (income) statement Summary of a retailer’s revenues and expenses over a given period of time Review of overall and specific revenues and costs for similar periods and profitability

5 12-5 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Major Components of a Profit-and-Loss Statement Net Sales Cost of Goods Sold Gross Profit (Margin) Operating Expenses Taxes Net Profit After Taxes Net Sales$330,000 CGS$180,000 Gross Profit$150,000 Operating Expenses$ 95,250 Other Costs$ 20,000 Total Costs$115,250 Net Profit before Taxes $ 34,750 Taxes$ 15,500 Net Profit after Taxes$ 19,250

6 12-6 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Asset Management  The Balance Sheet Assets Liabilities Net Worth Net Profit Margin Asset Turnover Return on Assets Financial Leverage

7 12-7 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall

8 12-8 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Figure 12-1: The Strategic Profit Model

9 12-9 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Other Key Business Ratios  Quick ratio—cash plus accounts receivable divided by total current liabilities (due within one year).  Current ratio—total current assets divided by total current liabilities.  Collection period—accounts receivable divided by net sales and then multiplied by 365.  Accounts payable to net sales—accounts payable divided by annual net sales.  Overall gross profit—net sales minus the cost of goods sold and then divided by net sales.

10 12-10 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Financial Trends in Retailing  Slow growth in U.S. economy  Funding sources  Mergers, consolidations, spinoffs  Bankruptcies and liquidations  Questionable accounting and financial reporting practices

11 12-11 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Funding Sources  Mortgage refinance (due to low interest rates)  REIT (retail-estate investment trust) to fund construction Company dedicated to owning and operating income-producing real estate  Initial public offering (IPO)

12 12-12 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Figure 12-2: The Demise of Linens ‘n Things

13 12-13 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Budgeting  Budgeting outlines a retailer’s planned expenditures for a given time based on expected performance.  Costs are linked to satisfying target market, employee, and management goals.

14 12-14 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Figure 12-3: The Retail Budgeting Process

15 12-15 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Benefits of Budgeting  Expenditures are related to expected performance.  Costs can be adjusted as goals are revised.  Resources are allocated to the right areas.  Spending is coordinated.  Planning is structured and integrated.  Cost standards are set.  Expenditures are monitored during a budget cycle.  Planned budgets versus actual budgets can be compared.  Costs/performance can be compared with industry averages.

16 12-16 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Preliminary Budgeting Decisions 1) Specify budgeting authority 2) Define time frame 3) Determine budgeting frequency 4) Establish cost categories 5) Set level of detail 6) Prescribe budget flexibility

17 12-17 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Cost Categories  Capital expenditures  Fixed costs  Direct costs  Natural account expenses

18 12-18 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Ongoing Budgeting Process  Set goals  Specify performance standards  Plan expenditures in terms of performance goals  Make actual expenditures  Monitor results  Adjust budget

19 12-19 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Cash Flow  Cash flow relates the amount and timing of revenues received to the amount and timing of expenditures for a specific time.  In cash flow management, the usual intention is to make sure revenues are received before expenditures are made.  If cash flow is weak, short-term loans may be needed or profits may be tied up in inventory and other expenses.  For seasonal retailers, erratic cash flow may be unavoidable.

20 12-20 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Table 12-6: The Effects of Cash Flow

21 12-21 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Resource Allocation Capital Expenditures Capital Expenditures  Long-term investments in fixed assets Operating Expenditures Operating Expenditures  Short-term selling and administrative costs in running a business

22 12-22 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Enhancing Productivity  A firm can improve employee performance, sales per foot of space, and other factors by upgrading training programs, increasing advertising, etc.  It can reduce costs by automating, having suppliers do certain tasks, etc.

23 12-23 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.


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