MEASURING THE PERFORMANCE OF INVESTMENT CENTERS

Posted on | By Kalyan Bora

Measuring the Performance of Investment Centers

What is an Investment Center?

  • An investment center is a division or unit within an organization that has control over its own resources and is responsible for making investment decisions to generate returns.

How is the Performance of Investment Centers Measured?

  • Return on Investment (ROI): One of the primary metrics used to evaluate the performance of investment centers is ROI. It measures the profitability of investments relative to their costs, providing insight into the efficiency of capital utilization.
    • Formula: ROI=(NetProfitCostofInvestment)×100%ROI=(CostofInvestmentNetProfit​)×100%

What are Some Other Performance Metrics Used?

  • Residual Income (RI): RI assesses the income generated by an investment center after deducting a charge for the use of capital. It focuses on the absolute dollar amount of income generated rather than the return relative to the investment.
    • Formula: RI=NetIncome−(MinimumRequiredRateofReturn×Investment)RI=NetIncome−(MinimumRequiredRateofReturn×Investment)
  • Economic Value Added (EVA): EVA measures the value created by an investment center by subtracting the cost of capital from the net operating profit after taxes. It emphasizes value creation for shareholders by considering both profitability and capital efficiency.
    • Formula: EVA=NetOperatingProfitAfterTaxes−(CostofCapital×TotalCapital)EVA=NetOperatingProfitAfterTaxes−(CostofCapital×TotalCapital)
  • Profit Margin: Profit margin evaluates the percentage of revenue that translates into profit. It assesses the investment center’s ability to control costs and generate profits from its operations.
    • Formula: ProfitMargin=(NetProfitRevenue)×100%ProfitMargin=(RevenueNetProfit​)×100%

How Can Investment Centers Improve Performance?

  • Strategic Investments: Identify and prioritize investments that offer high potential returns and align with organizational objectives. Allocate resources to projects or initiatives with the greatest impact on profitability.
  • Cost Control: Implement measures to minimize expenses and optimize resource utilization within the investment center. Continuously evaluate cost structures and identify areas for efficiency improvements.
  • Risk Management: Assess and mitigate risks associated with investment decisions to safeguard the financial health of the investment center. Implement risk management strategies to protect against potential losses.
  • Performance Monitoring: Regularly monitor key performance metrics and benchmarks to track progress and identify areas for improvement. Use performance data to make informed decisions and adjust strategies as needed.
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See also  SPECIFIC ORDER COSTING

  1. RI (RESIDUAL INCOME)
  2. RESPONSIBILITY CENTERS
  3. STANDARD COSTING
  4. CONCEPTS, USES, SETTING OF STANDARD COST ACCOUNTING METHODS
  5. COMPUTATION OF SIMPLE COST VARIANCES
  6. RELATIONSHIP WITH BUDGETARY CONTROL
  7. REASONS FOR VARIATION IN COSTS
  8. ROI (RETURN ON INVESTMENT)
  9. KAIZEN
  10. MARGINAL COSTING VS. ABSORPTION COSTING
  11. COST-VOLUME-PROFIT ANALYSIS
  12. BREAK-EVEN ANALYSIS AND ITS LIMITATIONS
  13. BUDGETING
  14. BREAK-EVEN ANALYSIS AND ITS LIMITATIONS
  15. BUDGETING CYCLE
  16. NATURE, ADMINISTRATION, EFFECTIVENESS
  17. SERVICE OR OPERATING COSTING
  18. UNIT COSTING AND MULTIPLE COSTING
  19. JOB, BATCH, AND CONTRACT COSTING
  20. ADMINISTRATION, SELLING, AND DISTRIBUTION OVERHEADS: ANALYSIS, ACCOUNTING, CONTROL
  21. DIRECT EXPENSES: NATURE, COLLECTION, CLASSIFICATION
  22. MATERIAL COST: PRICING ISSUES AND ACCOUNTING
  23. COST ACCOUNTING
  24. SPECIFIC ORDER COSTING
  25. OVERHEADS: NATURE, COLLECTION, CLASSIFICATION
  26. DIFFERENCES FROM MANAGEMENT AND COST ACCOUNTING
  27. COST CONCEPTS AND CLASSIFICATION
  28. COST CENTRE AND COST UNIT
  29. ELEMENTS OF COST
  30. COST DETERMINATION: COST SHEET
  31. MANAGEMENT ACCOUNTING
Category: MANAGEMENT ACCOUNTING AND CONTROL
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