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

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

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

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

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

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

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

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

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

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