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Chapter Twenty: Mcgraw-Hill/Irwin
Chapter Twenty: Mcgraw-Hill/Irwin
McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
Identify and explain the types of management
compensation
20-2
Learning Objectives (continued)
Describe the role of tax planning and financial
reporting in management compensation planning
20-3
Management Compensation
Recruiting, motivating, rewarding, and retaining
effective managers is critical to the success of all
firms
Management compensation = policies and
procedures for compensating managers; they include
one or more of the following:
A fixed payment (called salary)
A bonus (based on the achievement of performance goals for
the period)
Benefits (also referred to as perks, such as travel,
membership in a fitness club, medical benefits, and other
extras paid for by the firm) 20-4
The Strategic Role of
Management Compensation
Top management should consider the specific
strategic conditions facing the firm as a basic
consideration in developing the compensation plan
and making changes as strategic conditions change
Top management can manage risk aversion
effectively by carefully choosing the mix of salary and
bonus in total compensation
There is concern that executive pay is high compared
to that of lower-level employees
20-5
Management Compensation
and the Sales Life Cycle
Sales
Life Cycle Phase Salary Bonus Benefits
Product
Introduction High Low Low
Growth Low High Competitive
Maturity Competitive Competitive Competitive
Decline High Low Competitive
20-6
The Objectives of
Management Compensation
... are consistent with the three objectives of
management control presented in Chapter 18:
20-15
EasyKleen: Additional Performance Data
EasyKleen
EasyKleen has
has three
three CSFs:
CSFs:
1)
1) Return
Return onon total
total assets
assets
(financial
(financial performance)
performance)
2)
2) Number
Number of of quality
quality defects
defects
(business
(business processes)
processes)
3)
3) Number
Number of of training
training hours
hours
for
for plant
plant workers
workers
(human
(human resources)
resources)
20-16
BSC Performance Analysis for EasyKleen
EasyKleen Company
Balanced Scorecard
For the Year Ended December 31, 2010
Category CSF Target Perf.
Financial Operations Return on total assets 22%
Operations Quality defects 300 ppm
Human Resources Training hours 32 hrs/employee
Current ratio
Quick ratio
Cash-flow ratios for operating cash flows and free cash flow 20-18
Financial Ratio Analysis
(continued)
Key profitability ratios are:
20-19
Financial Ratio Analysis for EasyKleen
For the Year Ended December 31, 2010
Percent
Ratio Benchmark Actual Achievement
Liquidity Ratios
A/R turnover 7 5.56 79% unmet
Inventory turnover 8 9.09 114% met
Current ratio 2 4 200% met
Quick ratio 1 3 300% met
Cash Flow Ratios
Cash flow ratio 3 2.2 88% unmet
Free cash flow ratio 2 0.6 40% met
Profitability Ratios
Gross margin % 35% 50% 143% met
Return on assets 22% 25.3% 115% met
Return on equity 44% 60.6% 138% met
Earnings per share $2.15 $2.00 93% unmet 20-20
Economic Value Added (EVA®)
EVA® is a business unit’s income after taxes and after
deducting the cost of capital
EVA® approximates a firm’s “economic profits”
20-26
Enterprise Value (EV)
Enterprise value (EV) is another measure of what the
market says a company is worth, but this time in an
acquisition
20-31
Chapter Summary (continued)
• Business valuation examines the value of a company,
to come up with a single dollar figure of worth