evaluation and control - portland state university home评价和控制-波特兰州立大学的家

Evaluation and Control,Which measures to use to assess performance depends on:the company you are looking at and the objectives to be achieved.,Evaluation and Control,In consideration of the companyhow big is the company?how diversified is the company?how competitive is the companys industry?what is the strategic approach of the company?,Evaluation and Control,In consideration of objectives:focused on cost efficiency in processing, inbound and outbound logistics, etc.focused on maintaining strong brand identityattempting to increase market penetrationtrying to fill one or two small market nichesfocused on rapidly introducing new product generations,Evaluation and Control,Balanced Scorecard - Some ThoughtsShould the company include non-financial measures to determine overall performance?Market-based: market share, brand identity, etc.Society-based: environmental policies and reporting, human resource policiesHow important are these factors to the companys long term viability?,Evaluation and Control,Triple Bottom Line Performance - Adding Social and Environmental Issues“Measures” of Social Performance:Employee Safety InjuriesHealth Care programHours of Employee TrainingDay CareMaternity and Paternity LeaveCommunity Engagement activities,Evaluation and Control,Triple Bottom Line Performance - Adding Social and Environmental Issues“Measures” of Social Performance:HP and Global Citizenship Awards,Evaluation and Control,Triple Bottom Line Performance - Adding Social and Environmental Issues“Measures” of Environmental Performance:Number of Toxic/Hazardous waste spills and incidentsAmount of and changes in pollutants to air, water and landEnvironmental product design awardsNumber of manufacturing operations certified according to ISO 14001,Evaluation and Control,Triple Bottom Line Performance - Adding Social and Environmental Issues“Measures” of Environmental Performance:Dell and Emissions,Evaluation and Control,Financial Performance - Profitability RatiosMargin RatiosGross margin = gross profit/sales x 100%Operating margin = operating income/sales x 100%Profit margin = net income/sales x 100%changes can be early warning of serious problems (down 1 or 2% can be the difference between healthy profits or a loss in many industries),Evaluation and Control,Financial Performance - Profitability RatiosReturn on Investment RatiosReturn on Assets = Net Income/Total Assetsgood for evaluating divisional managers (how well did they utilize the assets entrusted to them) but not so good for evaluating overall firm performanceReturn on Equity = Net Income/Stockholders Equitygood for evaluating overall firm performance (how well did the firms top management use the resources provided by owners) but not for evaluating divisional managers,Evaluation and Control,Financial Performance - Efficiency RatiosInventory turnover ratio= cost of goods sold/average inventory balanceDays to sell inventory= 365/inventory turnoverlarge inventory incurs excessive interest, warehousing, property tax and spoilage costssmall inventory risks lost sales or production line stoppage due to stock outs of finished goods or raw materials, respectively,Evaluation and Control,Financial Performance - Liquidity RatiosTo little liquidity raises possibility of default to much implies long term investments w/ greater profitability have been missed.Current ratio = current assets/current liabilitiesvaries by industry - airline industry (receivables & inventory are low), manufacturing industry (receivables & inventory fairly high), distillery (inventories quite high) Quick ratio = (dont worry about this one),Evaluation and Control,How do you find out what financial data you should include in your report.Look at annual reports. What performance measurements do the chairman, president, or other top management often make reference to?Look at industry analyst reports: What performance measurements do industry analysts often make reference to when discussing companies in this industry?,Evaluation and Control,Looking at a Company: InFocusLooking at a Company: Dell ComputersUse Research Insight (Compustat) to find financial information on your company and its competitors. Available on business computing lab PCs.,Evaluation and Control,Responsibility CentersStandard Cost Centers: primarily manufacturing; efficiency costs per unit produced; compare expected and actual production costsRevenue Centers: generally sales; effectiveness sales generated; compare previous years/projected to actual sales.Expense Centers: generally administration, service indirect contribution to revenues.,Evaluation and Control,Responsibility CentersProfit Centers: SBU or division controls expenses and revenues, perhaps based on product line.Investment Centers: generally facility-based; return on investment; revenue generated compared to value of facility,John V. HarkerChairman of the Board, President andChief Executive OfficerBrian K. UnruhVice President, Corporate Controller,Income Statement Q3 2001,$ = Millions,Revenue Breakout Q3 2001,By Geography,By Channels,Strong Balance Sheet- with Opportunities to Improve,Strong historical working capital managementSolid Cash and Marketable Securities Position$80M Balance at end of Q3Majority of balance invested in tax-exempt securitiesNo Debt,Worldwide Branded Market Share- Q1 2001 Update,Source: IDC, June 2001,Second Half of 2001- New Product Flow is Strong!,Comprehensive Array of Critical Engineering Skills/tools,Optical systems and lens designMultiple display device technology Electrical design and custom ASICsThermal analysis and system designEmbedded control and software interfacesIndustrial designDesign for reliability, safety and manufacturabilityAudio systems,Patents - 100 issued and over 20 pending,Strategic Partners,Image Devices / Illumination / Networking,Expand the Market: OEM Business- 9 Percent of Revenues in Q3 2001,Thin Label Products,Minor cosmetic changesColor, splash screen, labeling, packaging,Customized Products,Major feature/function changesIndustrial Design, Optical, Electronics, Software, Hardware,Business maintains greater than 10% operating margins,Changes the model for producing, distributing, storing, and recording multiple dialects of the same filmAccommodates several language texts on a single CD-ROMCost savings to film distributors of approximately $500K per film,Expand the Market: Film Subtitling,InFocus Projection Enabled Film Subtitling,InFocus and DTS have taken large screen cinema technology to the next step with the DTS-CSS Cinema Subtitling System . projecting “overlaid” subtitles directly onto the screen instead of etching them onto the film itself,Note: DTS (Digital Theatre Systems) is a leading provider of Theatre Audio Technology,Expand the Market: Video conferencing,Video capabilities of projectors are improving dramaticallyAll projectors are Digital to start, many are HDTV readyBrightness and resolution actually exceed televisionTechnology has dramatically improved with DLPLower cost,Value added dealers are beginning to report significant increase in demand post Sept. 11 disaster, Home Entertainment,Andwe are entering an exciting new, incremental business opportunity late in 2001,InFocus Strategic Competitive Advantages- Home Entertainment,Best video image qualityLeverage excellence in DLP technologyDigital and HDTV is available in projectors today!Integration and “ease of use” is key to success Elegant, furniture-like solutionSmall form factorUse projection link / ”one cable” connectivity schemesBest price performanceFirst to offer truly complete, affordable solutionImage size from 5 diagonal, up to 12 Ability to leverage partnerships,Home Entertainment Segmentation,3 segmentsHigh EndProsumerRetail / Consumer,Pro CRT, 3 chip DLP $20KTrue 1080i HDImage is key,Prosumer$1.5K 20KSpecification is key,ConsumerResolution-less$1.5KPrice is key,Americas HTRG, PMAEMEA DTCAsiaPac Fuji-Kimera, Toshiba data,Disruptive low cost product can drive increased volume,2001 2005 Unit Forecast,OEM relationships established with three partners:Toshiba, the #1 television brand in the world, with world-wide distribution channels Runco, the market leader in state-of-the-art home theater projection systemsGradiente, one of the largest manufacturers of electronic consumer goods in the Brazilian marketAdditional OEMs will followInFocus Branded ProductsPrimary Channels - AV Independent Retailers and Home Theatre Installers,Home Entertainment- Go To Market with OEM & InFocus Brand,Expand the Market - - All end-user markets have significant growth opportunities for InFocus:- Corporate (3% attach rate to notebooks)- Education (Price points are now attractive, professors/teachers more comfortable with computers)- Government (Larger, high