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Operations Management: Financial Dimensions - Study Guide for Chapter 12 - Prof. Peter Cai, Study notes of Marketing

This study guide provides an overview of the key components of a retailer's profit & loss statement and balance sheet, as well as various financial performance measures. Topics include net sales, cost of goods sold, gross profit margin, operating expenses, taxes, assets, liabilities, net worth, net profit margin, asset turnover, return on assets, financial leverage, and strategic profit model.

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MKT 174 STUDY GUIDE
CHAPTER 12 – OPERATIONS MANAGEMENT: FINANCIAL DIMENSIONS
A profit & loss statement consists of these major components:
oNet sales, p. 356 – “…revenues received by a retailer during a given period after
deducting customer returns, markdowns, & employee discounts.”
oCost of goods sold, p. 356 – “…amount a retailer pays to acquire the
merchandise sold during a given period – based on purchase prices and freight
charges, less all discounts (such as quantity, cash, and promotion).”
oGross profit (margin), p. 356 – “…difference between net sales and the cost of
goods sold.”
oOperating expenses, p. 356 – “…cost of running a retail business.”
oTaxes, p. 356 – “…portion of revenues turned over to the federal, state, and/or
local government.”
oNet profit after taxes, p. 356 – “…profit earned after all costs and taxes have
been deducted.”
Balance sheet, p. 357 – “…itemizes a retailer’s assets, liabilities, and net worth at a
particular time – based on the accounting principle:
assets = liabilities + net worth (owner’s equity).
Assets, p. 357 – “…any items a retailer owns with a monetary value.”
oCurrent assets – cash on hand (or in the bank) and items readily converted to
cash, such as inventory on hand and accounts receivable (amounts owed to the
firm).”
oFixed assets – property, buildings, (a store, warehouse,), fixtures, and equipment
such as cash registers and trucks…used for a long period.”
Hidden assets, p. 358 – “…used to describe depreciated assets, such as buildings and
warehouses that are noted on a retail balance sheet at low values relative to their
actual worth.”
Liabilities, p. 358 – “…financial obligations a retailer incurs in operating a business.”
oCurrent liabilities – payroll expenses payable, taxes payable, accounts payable,
(amounts owed to suppliers), and short-term loans.
oFixed liabilities – mortgages and short-term loans…generally repaid over several
years.
Net worth (owner’s equity), p. 358 – “…computed as assets minus liabilities…
represent the value of a business after deducting all financial obligations.”
Net profit margin, p. 358 – “…a performance measure based on a retailer’s net
profit and net sales.” (see formula on p. 358)
Asset turnover, p. 359 – “…a performance measure based on a retailer’s net sales
and total assets.” (see formula on p. 359)
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MKT 174 STUDY GUIDE

CHAPTER 12 – OPERATIONS MANAGEMENT: FINANCIAL DIMENSIONS

A profit & loss statement consists of these major components: o Net sales , p. 356 – “…revenues received by a retailer during a given period after deducting customer returns, markdowns, & employee discounts.” o Cost of goods sold , p. 356 – “…amount a retailer pays to acquire the merchandise sold during a given period – based on purchase prices and freight charges, less all discounts (such as quantity, cash, and promotion).” o Gross profit (margin) , p. 356 – “…difference between net sales and the cost of goods sold.” o Operating expenses , p. 356 – “…cost of running a retail business.” o Taxes , p. 356 – “…portion of revenues turned over to the federal, state, and/or local government.” o Net profit after taxes , p. 356 – “…profit earned after all costs and taxes have been deducted.”  Balance sheet , p. 357 – “…itemizes a retailer’s assets, liabilities, and net worth at a particular time – based on the accounting principle: assets = liabilities + net worth (owner’s equity). ”  Assets , p. 357 – “…any items a retailer owns with a monetary value.” o Current assets – cash on hand (or in the bank) and items readily converted to cash, such as inventory on hand and accounts receivable (amounts owed to the firm).” o Fixed assets – property, buildings, (a store, warehouse,), fixtures, and equipment such as cash registers and trucks…used for a long period.”  Hi dden assets , p. 358 – “…used to describe depreciated assets, such as buildings and warehouses that are noted on a retail balance sheet at low values relative to their actual worth.”  Liabilities , p. 358 – “…financial obligations a retailer incurs in operating a business.” o Current liabilities – payroll expenses payable, taxes payable, accounts payable, (amounts owed to suppliers), and short-term loans. o Fixed liabilities – mortgages and short-term loans…generally repaid over several years.  Net worth (owner’s equity) , p. 358 – “…computed as assets minus liabilities… represent the value of a business after deducting all financial obligations.”  Net profit margin , p. 358 – “…a performance measure based on a retailer’s net profit and net sales.” (see formula on p. 358)  Asset turnover , p. 359 – “…a performance measure based on a retailer’s net sales and total assets.” (see formula on p. 359)

Return on assets (ROA) , p. 359 – “…a relationship between net profit margin and asset turnover.” (see formulas on p 359)  Financial leverage , p. 359 – “…a performance measure based on the relationship between a retailer’s total assets and net worth.” (see formula on p. 359)  Strategic profit model , p. 360 – “…relationship among net profit margin, asset turnover, and financial leverage.”  Return on net worth (RONW) , p. 360 – “…a performance measure of the strategic profit model.” (see formula on p. 360)  Application of Strategic Profit Model to Selected Retailers (2004 data) – see Table 12-3 , p. 361  Other key business ratios: (pp. 361, 362) o Quick ratio – cash plus accounts receivable divided by total current liabilities, those due within one year…a ratio above 1 to 1 means the firm is liquid and can cover short-term debt. o Current ratio – total current assets (cash, accounts receivable, inventories, and market securities) divided by total current liabilities…a ratio of 2 to 1 or more is good. o Collection period – accounts receivable divided by net sales and then multiplied by 365…a collection period one-third or more over normal terms (e.g., 40.0 for a store with 30-day credit terms) means slow-turning receivables. o Overall gross profit – net sales minus the cost of goods sold and then divided by net sales…this company-wide average includes markdowns, discounts, and shortages.  Median Key Business Ratios for Selected Retailer Categories – see Table 12-4 , p. 362  Real-Estate Investment Trust (REIT) , p. 363 – often used by shopping center developers to fund construction projects…must distribute 90% of taxable income to shareholders annually.  Budgeting , p. 366 – “…outlines a retailer’s planned expenditures for a given time based on expected performance.”  Zero-based budgeting , p. 369 – “…expenditures are planned in terms of performance goals…a firm starts each new budget from scratch and outlines the expenditures needed to reach that period’s goals.”