1. Performance Measurement, Compensation, and Multinational Considerations
Chapter 23

2. nonfinancial perspective.
Learning Objective 1
Measure performance
from a financial and a
nonfinancial perspective.

3. Financial and Nonfinancial Performance Measures
Companies are supplementing internal financial
measures with measures based on:
External financial information
Internal nonfinancial information
External nonfinancial information

4. Financial and Nonfinancial Performance Measures
Some organizations present financial and
nonfinancial performance measures for
their subunits in a single report
– the balanced scorecard.
Most scorecards include:
– profitability measures
– customer-satisfaction measures

5. Financial and Nonfinancial Performance Measures
– internal measures of efficiency, quality, and time
– innovation measures
Some performance measures have
a long-run time horizon.
Other measures have a short-run time horizon.

6. Design an accounting-based
Learning Objective 2
Design an accounting-based
performance measure.

7. Accounting-Based Performance Measure
Step 1:
Choose performance measures that align
with top management’s financial goal(s).
Step 2:
Choose the time horizon of each
performance measure in Step 1.
Step 3:
Choose a definition for each.

8. Accounting-Based Performance Measure
Step 4:
Choose a measurement alternative for
each performance measure in Step 1.
Step 5:
Choose a target level of performance.
Step 6:
Choose the timing of feedback.

9. Accounting-Based Performance Measure Example
Relax Inns owns three small hotels –
one each in Boston, Denver, and Miami.
At the present, Relax Inns does not
allocate the total long-term debt of
the company to the three separate hotels.

10. Accounting-Based Performance Measure Example
Boston Hotel
Current assets $350,000
Long-term assets 550,000
Total assets $900,000
Current liabilities $ 50,000
Revenues $1,100,000
Variable costs ,000
Fixed costs ,000
Operating income $ 166,000

11. Accounting-Based Performance Measure Example
Denver Hotel
Current assets $ 400,000
Long-term assets ,000
Total assets $1,000,000
Current liabilities $ 150,000
Revenues $1,200,000
Variable costs ,000
Fixed costs ,000
Operating income $ 240,000

12. Accounting-Based Performance Measure Example
Miami Hotel
Current assets $ 600,000
Long-term assets 5,000,000
Total assets $5,600,000
Current liabilities $ 300,000
Revenues $3,200,000
Variable costs ,000
Fixed costs 1,166,000
Operating income $1,152,000

13. Accounting-Based Performance Measure Example
Total current assets $1,350,000
Total long-term assets 6,150,000
Total assets $7,500,000
Total current liabilities $ 500,000
Long-term debt ,800,000
Stockholders’ equity 2,200,000
Total liabilities and equity $7,500,000

14. Approaches to Measuring Performance
Three approaches include a measure of investment:
Return on investment (ROI)
Residual income (RI)
Economic value added (EVA®)
A fourth approach, return on sales (ROS),
does not measure investment.

15. Analyze return on investment (ROI) using the DuPont method.
Learning Objective 3
Analyze return on investment
(ROI) using the DuPont method.

16. Return on Investment Return on investment (ROI) is an
accounting measure of income
divided by an accounting
measure of investment.
Return on investment (ROI)
= Income ÷ Investment

17. What is the return on investment for each hotel?
Boston Hotel: $166,000 Operating income
÷ $900,000 Total assets = 18%
Denver Hotel: $240,000 Operating income
÷ $1,000,000 Total assets = 24%
Miami Hotel: $1,152,000 Operating income
÷ $5,600,000 Total assets = 21%

18. DuPont Method The DuPont method of profitability analysis
recognizes that there are two basic
ingredients in profit making:
1. Using assets to generate more revenues
2. Increasing income per dollar of revenues

19. DuPont Method Return on sales = Income ÷ Revenues
Investment turnover = Revenues ÷ Investment
ROI = Return on sales × Investment turnover

20. DuPont Method How can Relax Inns attain a 30% target
ROI for the Denver hotel?
Present situation: Revenues ÷ Total assets
= $1,200,000 ÷ $1,000,000 = 1.20
Operating income ÷ Revenues
= $240,000 ÷ $1,200, = 0.20
1.20 × 0.20 = 24%

21. DuPont Method Alternative A: Decrease assets, keeping
revenues and operating income per
dollar of revenue constant.
Revenues ÷ Total assets
= $1,200,000 ÷ $800,000 = 1.50
1.50 × 0.20 = 30%

22. DuPont Method Alternative B: Increase revenues, keeping
assets and operating income per dollar
of revenues constant.
Revenues ÷ Total assets
= $1,500,000 ÷ $1,000,000 = 1.50
Operating income ÷ Revenues
= $300,000 ÷ $1,500, = 0.20
1.50 × 0.20 = 30%

23. DuPont Method Alternative C: Decrease costs to increase
operating income per dollar of revenues,
keeping revenues and assets constant.
Revenues ÷ Total assets
= $1,200,000 ÷ $1,000,000 = 1.20
Operating income ÷ Revenues
= $300,000 ÷ $1,200, = 0.25
1.20 × 0.25 = 30%

24. Use the residual-income (RI)
Learning Objective 4
Use the residual-income (RI)
measure and recognize
its advantages.

25. Residual Income Residual income (RI) = Income
– (Required rate of return × Investment)
Assume that Relax Inns’ required
rate of return is 12%.
What is the residual income from each hotel?

26. Residual Income Boston Hotel: Total assets $900,000 × 12% = $108,000
Operating income $166,000 – $108,000
= Residual income $58,000
Denver Hotel = $120,000
Miami Hotel = $480,000

27. Describe the economic value
Learning Objective 5
Describe the economic value
added (EVA®) method.

28. Economic Value Added Economic value added (EVA®)
= After-tax operating income
– [Weighted-average cost of capital
× (Total assets – current liabilities)]

29. Economic Value Added Total assets minus current liabilities
can also be computed as:
Long-term assets + Current assets
– Current liabilities, or…
Long-term assets + Working capital

30. Economic Value Added Economic value added (EVA®) substitutes the
following specific numbers in the RI calculations:
1. Income equal to after-tax operating income
2. A required rate of return equal to the
weighted-average cost of capital
3. Investment equal to total assets minus
current liabilities

31. Economic Value Added Example
Assume that Relax Inns has two sources of
long-term funds:
1. Long-term debt with a market value and
book value of $4,800,000 issued at an
interest rate of 10%
2. Equity capital that also has a market value of
$4,800,000 and a book value of $2,200,000
Tax rate is 30%.

32. Economic Value Added Example
What is the after-tax cost of capital?
0.10 × (1 – Tax rate) = 0.07, or 7%
Assume that Relax Inns’ cost of
equity capital is 14%.
What is the weighted-average cost of capital?

33. Economic Value Added Example
WACC = [(7% × Market value of debt)
+ (14% × Market value of equity)]
÷ (Market value of debt + Market value of equity)
WACC = [(0.07 × 4,800,000)
+ (0.14 × 4,800,000)] ÷ $9,600,000
WACC = $336,000 + $672,000 ÷ $9,600,000
WACC = 0.105, or 10.5%

34. Economic Value Added Example
What is the after-tax operating income for each hotel?
Boston Hotel:
Operating income $166,000 × 0.7 = $116,200
Denver Hotel:
Operating income $240,000 × 0.7 = $168,000
Miami Hotel:
Operating income $1,152,000 × 0.7 = $806,400

35. Economic Value Added Example
What is the investment?
Boston Hotel: Total assets $900,000
– Current liabilities $50,000 = $850,000
Denver Hotel: Total assets $1,000,000
– Current liabilities $150,000 = $850,000
Miami Hotel: Total assets $5,600,000
– Current liabilities $300,000 = $5,300,000

36. Economic Value Added Example
What is the weighted-average cost of capital
times the investment for each hotel?
Boston Hotel: $850,000 × 10.5% = $89,250
Denver Hotel: $850,000 × 10.5% = $89,250
Miami Hotel: $5,300,000 × 10.5% = $556,50

37. Economic Value Added Example
What is the economic value added?
Boston Hotel: $116,200 – $89,250 = $26,950
Denver Hotel: $168,000 – $89,250 = $78,750
Miami Hotel: $806,400 – $556,500 = $249,900
The EVA® charges managers for the cost
of their investments in long-term assets
and working capital.

38. Return on Sales The income-to-revenues (sales) ratio, or return
on sales (ROS) ratio, is a frequently used
financial performance measure.
What is the ROS for each hotel?
Boston Hotel: $166,000 ÷ $1,100,000 = 15%
Denver Hotel: $240,000 ÷ $1,200,000 = 20%
Miami Hotel: $1,152,000 ÷ $3,200,000 = 36%

39. Comparing Performance
Hotel ROI RI EVA® ROS
Boston 18% $ 58,000 $ 26, %
Denver 24% $120,000 $ 78, %
Miami 21% $480,000 $249, %

40. Comparing Performance
Methods Ranking
Hotel ROI RI EVA® ROS
Boston
Denver
Miami

41. Contrast current-cost and historical-cost asset
Learning Objective 6
Contrast current-cost and
historical-cost asset
measurement methods.

42. Choosing the Time Horizon
The second step of designing accounting-based
performance measures is choosing the time
horizon of each performance measure.
Many companies evaluate subunits on the basis
of ROI, RI, EVA®, and ROS over multiple years.

43. Choosing Alternative Definitions
The third step of designing accounting-based
performance measures is choosing a definition
for each performance measure.
Definitions include the following:
1. Total assets available – includes all assets,
regardless of their particular purpose.

44. Choosing Alternative Definitions
2. Total assets employed – includes total assets
available minus the sum of idle assets and
assets purchased for future expansion.
3. Total assets employed minus current liabilities
– excludes that portion of total assets employed
that are financed by short-term creditors.

45. Choosing Alternative Definitions
4. Stockholders’ equity – using in the Resorts Inns
example requires allocation of the long-term
liabilities to the three hotels, which would then
be deducted from the total assets of each hotel.

46. Choosing Measurement Alternatives
The fourth step of designing accounting-based
performance measures is choosing a measurement
alternative for each performance measure.
The current cost of an asset is the cost now of
purchasing an identical asset to the one
currently held.
Historical-cost asset measurement methods
generally consider the net book value of the asset.

47. Choosing Measurement Alternatives
The fifth step of designing accounting-based
performance measures is choosing a target
level of performance.
Historical cost measures are often inadequate for
measuring economic returns on new investments
and sometimes create disincentives for expansion.

48. Choosing Measurement Alternatives
The sixth step of designing accounting-based
performance measures is choosing the timing
of feedback.
Timing of feedback depends largely on how
critical the information is for the…
…success of the organization.
…specific level of management involved.
…sophistication of the organization.

49. Indicate the difficulties when comparing the performance
Learning Objective 7
Indicate the difficulties when
comparing the performance
of divisions operating
in different countries.

50. Multinational Companies Example
Assume that Relax Inns
invests in a hotel in
Acapulco, Mexico.
The exchange rate at the
time of the investment on
December 31, 2002, is
8 pesos = 1 dollar.

51. Multinational Companies Example
During 2003, the Mexican peso suffers
a decline in value.
The exchange rate on December 31, 2003,
is 12 pesos = 1 dollar.
What is the average exchange rate during 2003?
(8 + 12) ÷ 2 = 10 pesos = 1 dollar

52. Multinational Companies Example
The investment (total assets) in Acapulco
= 32,000,000 pesos.
The operating income of the Acapulco
Hotel in 2003 is 6,200,000 pesos.
What is the return on investment in pesos?
6,200,000 ÷ 32,000,000 = 19.4%

53. Multinational Companies Example
What is the return on investment in dollars?
6,200,000 ÷ 10 = $620,000 operating income
32,000,000 ÷ 8 = $4,000,000 investment
$620,000 ÷ $4,000,000 = 15.5%
This is lower than the Boston ROI of 18%.

54. salaries and incentives when rewarding managers.
Learning Objective 8
Recognize the role of
salaries and incentives
when rewarding managers.

55. The Basic Trade-off Most often, a manager’s total
compensation includes some
combination of salary and a
performance-based incentive.

56. Describe the management accountant’s role in helping
Learning Objective 9
Describe the management
accountant’s role in helping
organizations design better
incentive systems.

57. Intensity of Incentives
How large should the incentive component
be relative to salary?
Preferred performance measures are ones
that are sensitive to, or change significantly,
with the manager’s performance.

58. Benchmarks Owners can use benchmarks to evaluate performance.
Benchmarks representing best
practice may be available inside
or outside the organization.

59. Measuring Obtaining performance measures that are more
sensitive to employee performance is critical
for implementing strong incentives.
Many management accounting practices, such
as the design of responsibility centers and the
establishment of financial and nonfinancial
measures, have as their goal better
performance evaluation.

60. End of Chapter 23