Dupont Analysis

1. Dupont Analysis Adapted by P. V. Viswanath with permission from http://marriottschool.net/teacher/swinyard/Retailing/

2. The Du Pont Identity • ROA = NI/ TA • ROA = (NI/ Sales)*(Sales / TA) • ROA = (Net Profit Margin)*(Asset Turnover) • ROE = NI / TE • ROE = (NI/Sales)*(Sales/TA)*(TA/TE) • = Net Profit Margin*Asset Turnover*Equity Multiplier • Net Profit margin is a measure of the firm’s operating efficiency – how well it controls costs • Total asset turnover is a measure of the firm’s asset use efficiency – how well it manages its assets • Equity multiplier is a measure of the firm’s financial leverage. • Let’s first look at the ROA identity – a firm could have a high volume/low margin strategy, which would be reflected in high asset turnover but low profit margins or the reverse. P.V. Viswanath

3. ROA: Turnover vsMargin High Turnover Unattainable High Margin Low Margin Failure Low Turnover Two of the four segments might be unattainable or undesirable. But how should a manager improve the firm’s positioning in the other two segments?

4. Illustrations of the Dupont Identity • The Dupont identity is fairly well known as an accounting identity. Accountants use it as a model for managerial control and as a basis for firm valuation. • However, it can also be the basis for alternative marketing strategies. • Let us see how this works, as reflected in the practices of some US corporations. • We first look at Provo Bakery and Zales Jewelry, two firms in two different industries.

5. Return on Assets Net Profit X Asset = Return on Margin Turnover Assets Provo Bakery 10% X 9 times = 90% Zales Jewelry 90% X 1 time = 90% • Both firms have the same ROA, but different combinations of profit margin and asset turnover. Perhaps the different approaches simply reflects the difference in industries? • Q: What kinds of industries would have higher profit margins? • What kinds of industries would have higher asset turnover? • Let’s now look at two firms in the same industry: Tiffany, a jewelry retail firm and Walmart, which is another jewelry retail firm – and, according to its website, the world’s largest – but quite different.(http://walmartstores.com/sustainability/9137.aspx)

6. Income Statements: Wal-Mart vs Tiffany(2013, in millions) Wal-Mart Tiffany Net sales $ 469,162 $ 3,794 Less: Cost of goods sold $ 352,488 $ 1,631 Gross margin $ 116,674 $ 2,163 Less: Operating expense $ 88,873 $ 1,466 Less: Interest expense $ 2064 $ 59 Total expense $ 90,937 $ 1525 Other Income, Net - $ 5 Net profit, pretax $ 25,737 $ 644 Less: Taxes* $ 7,981 $ 227 Tax rate 31.01%35.34% Net profit after tax $ 17,756 $ 416 * Effective tax rates often differ among corporations due to different tax breaks and advantages. Which has the higher net margin? Source: Wal-Mart Stores Inc (WMT) Annual Report (10K) 2013 Tiffany & Co. (TIF) Annual Report (10K) 2013

7. Profit Margin Model: Wal-Mart vsTiffany(2013, in millions) Net Sales $469,162 $3,794 Gross margin $116,674 (24.9%) $2,163 (57%) Top Number = Wal-Mart Bottom Number = Tiffany - Cost ofgoods sold $352,488 $1,631 Net profit before tax $25,737 $638+5 - Net profit after taxes $17,756 $417 Operating expenses $88,873 $1,466 - Net profitmargin 3.78% 10.96% Totalexpenses $90,937 $1,525 Taxes $7,981 $227 / + Net sales $469,162 $3,794 Interestexpenses $2,064 $59

8. Profit Margins • Clearly, Tiffany has the larger profit margin (gross margins 57% vs 24.9%; net margins (10.96% vs 3.78%)%. • The model in the previous slide also shows exactly where the profit margin comes from. • The focus in this approach is on the numerator of the profit margin ratio, viz. on Net Profit After Taxes (NPAT). • It behooves the savvy manager to look at the components of NPAT as a fraction of sales. • Is it possible to improve cost of goods sold and operating expenses as a fraction of sales – but without affecting sales? • How are these being used to improve sales?

9. Asset Turnover Model: Wal-Mart vs Tiffany(2013, in millions) The sales $ generatedby each $ of assets Accountsreceivable $6,768 $174 Top Number = Wal-Mart Bottom Number = Tiffany What does thisrepresent? + Merchandiseinventory $43,803 $2,234 From income statement Net sales $466,114 $3,794 Total currentassets $59,940 $3,152 Assetturnover 2.29 0.82 + / Cash $7,781 $504 Total assets $203,105 $4,631 + From balance sheet + Fixed assets $143,165 $1,479 Other currentassets $1,588 $238

10. Asset Turnover • Clearly, Walmart has the larger asset turnover. • The model in the previous slide also shows exactly what is the source of the higher asset turnover. • The focus in this approach is on the denominator of the asset turnover ratio, viz. on Total Assets. • It behooves the savvy manager to look at the components of total assets in terms of how they contribute to sales. • Is it possible to reduce accounts receivable and merchandise turnover and other assets – but without affecting sales? • How are these assets being used to improve sales?

11. Dupont Analysis: Wal-Mart vs Tiffany(2000, in millions) Although Walmart and Tiffany clearly have different marketing/merchandising strategies, they end up with approximately the same ROA! In principle, this approach could be extended to look at ROE and include leverage choices as part of the mix. The next slide shows how different firms have made different choices in terms of net profit margin, asset turnover and leverage.

12. Asset Turnover Net Profit Margin x Net Sales Total Assets Net Profit Net Sales The $ salesgeneratedby each $ of assets The net profitgeneratedby each $ of sales Financial Objectives:The Strategic Profit Model (SPM) Return on Assets Return on Investment Leverage Ratio x = Net Profit Net Worth Net Profit Total Assets Total Assets Net Worth Return on Assets = Net Profit Total Assets and so ...

13. SPM Examples Asset Turnover Return on Equity Investment Net Profit Margin % Leverage Ratio = x x Big Lots:24.6% 13.1 1.5 1.2 Albertson’s:18.9% 2.1 4.2 2.1 The Dress Barn:32.4% 7.4 2.9 1.5 Land’s End:40.2% 6.8 3.1 1.9 The Limited:32.3% 6.7 2.2 2.2 The Gap:25.5% 6.6 2.4 1.6 1998 data

14. SPM Examples Asset Turnover Return on Equity Investment Net Profit Margin % Leverage Ratio = x x Target:25.5% 3.9 1.8 3.65 Nike:17.4%5.31.62.3 Burlington:202.6% 6.2 2.3 9.52 Skechers:17.9% 6.5 1.6 1.47 Adidas:27.6% 7.8 1.5 2.45 2020 (ANTA):27.4%17.01.11.47 2018/2019 data

15. Net Sales Gross margin Income Statement Balance Sheet Strategic Profit Model Cost of goods sold Net profit Variable expenses Net profit margin Total expenses Net Sales Fixed expenses Return on assets Inventory Return on Net Worth Net sales Asset turnover Financial Leverage Total current assets Accounts receivable Total assets Other current assets Fixed assets ROI Model, IncludingThe Strategic Profit Model Which is … the income statement? Balance sheet? SPM? Net Sales Gross margin - Cost of goods sold - Net profit Variable expenses Net profit margin Total expenses + Net Sales Fixed expenses Return on assets x Inventory Return on Net Worth x = Net sales + Asset turnover Financial Leverage Total current assets Accounts receivable Total assets + + Other current assets Fixed assets

16. Retail Strategies Look at some of these firms and figure out their strategy http://marriottschool.net/teacher/swinyard/Retailing/retail_links.htm As the previous slide points out, the two arms of the Dupont ROA identity could be thought of as reflecting alternatives focusing on the income statement (profit margin) versus on the balance sheet (volume). However, both approaches really reflect different uses of a company’s assets/capabilities. The next two slides show how Walmart has worked on one aspect of its balance sheet, while the remaining slides look at how Tiffany’s marketing focus on profit margin is reflected in its asset choices.

17. Walmart’s focus on efficient asset use Wal-Mart's strategy for catching up was a point-of-sale system, a computerized system that identifies each item sold, finds its price in a computerized database, creates an accurate sales receipt for the customer, and stores this item-by-item sales information for use in analyzing sales and reordering inventory. Aside from handling information efficiently, effective use of this information helps Wal-Mart avoid overstocking by learning what merchandise is selling slowly.  (WIT, 2013)     Wal-Mart use telecommunications to link directly from its stores to its central computer system and from that system to its supplier's computers. Knowing exactly what is selling well and coordinating closely with suppliers permits Wal-Mart to tie up less money in inventory than many of their competitors.  (WIT, 2013)       Aside from computers and telecommunications equipment, the technical basis of the point-of-sale system is the bar code scanner. Bar code scanners make it possible to record the sale of each item and make that information available immediately for both reordering and sales analysis.  (WIT, 2013)

18. Walmart’s focus on efficient asset use Wal-Mart's e-commerce system is based on a B2C or business to consumer e-commerce. This system is based on the relationship between the Wal-Mart business and the consumers who want to buy. The use of technology helps stimulate the process of sales via internet. All the same products and services that are advertised in the stores are also provided on the internet; sometimes for a lower price. The company also advertises the same price match advantage for competing companies. There is no need for evidence, Wal-Mart takes the customer word as it is. https://sites.google.com/a/email.vccs.edu/bus100j/home/information-technology Wal-Mart Social Media Guidelines. (2013, August 23). Retrieved from Walmart Web site: http://corporate.walmart.com/social-media-guidelines What is the focus on, here? Increasing profit margin or volume?

19. Burlington Stores Our store sales area is organized by merchandise category with flexibility to quickly expand or contract category offerings in response to changes in consumer preferences. Our typical store features open sight lines, bright overhead lighting and clear signage to promote easy navigation through the store. We highlight the best brands and freshest product in four way fixtures along the aisles with additional merchandise arranged by size in H-racks. We believe our clean, organized merchandise presentation highlights the brands, value, selection and sizing within assortments and promotes a self- service, treasure hunt experience for our customers. Our store managers are accountable for the sales and profitability of their stores. The store leadership team is comprised of a store manager and one or more assistant managers. The stores are led by their regional team, consisting of a regional vice president and regional managers in operations, human resources and loss prevention. The regional vice president sets the priorities for the team and ensures the stores are supported in their overall mission to grow sales and profitability. Store Expansion and Real Estate Strategy We continue to explore expansion opportunities both within our current market areas and in other regions. We believe that our ability to find satisfactory locations for our stores is essential for the continued growth of our business. The opening of stores generally is contingent upon a number of factors, including the availability of desirable locations with suitable structures and the negotiation of acceptable lease terms. What is the focus on, here? Increasing profit margin or volume? Burlington Industries 10K, March 20, 2019

20. Financial Information Do you see a difference in the strategies of the three firms? Tiffany, in particular, has a low asset turnover compared to Whitehall and Zales, particularly in the later years. Let’s see why..

21. Bergdorf Goodman Stores Look at a video of a Bergdorf Goodman store and then compare it to a Tiffany store https://www.youtube.com/watch?v=_Sj0-31uiMU

22. The Tiffany Approach In the following video, consider Tiffany’s asset use and think of our previous discussion. https://www.youtube.com/watch?v=VXsG8CGabWI Let’s now look at how Tiffany’s management considers the issue in its 10K report.

23. Tiffany Brand Strategy • Tiffany focuses on the profit margin. To do this, it needs to spend more on certain assets than Walmart. • The TIFFANY & CO. brand is the single most important asset of Tiffany. The strength of the Brand goes beyond trademark rights and is derived from consumer perceptions of the Brand. Management monitors the strength of the Brand through focus groups and survey research. • Management believes that consumers associate the Brand with high-quality gemstone jewelry, particularly diamond jewelry; excellent customer service; an elegant store and online environment; upscale store locations; “classic” product positioning; distinctive and high-quality packaging materials (most significantly, the TIFFANY & CO. blue box); and sophisticated style and romance. • Intangible Assets consist primarily of Product Rights and Trademarks (about $10m. in 2010)

24. Tiffany Brand Strategy • Tiffany’s business plan includes many expenses and strategies to maintain the strength of the Brand. Stores must be staffed with knowledgeable professionals to provide excellent service. • Elegant store and online environments increase capital and maintenance costs. • Display practices require sufficient store footprints and lease budgets to enable Tiffany to showcase fine jewelry in a retail setting consistent with the Brand’s positioning. • Stores in the best “high street” and luxury mall locations are more expensive and difficult to secure, but reinforce the Brand’s luxury connotations through association with other luxury brands.

25. Tiffany Brand Strategy • The classic positioning of Tiffany’s product line supports the Brand, but limits the display space that can be afforded to fashion jewelry. Tiffany’s packaging practices support consumer expectations with respect to the Brand and are more expensive. • Some advertising is done primarily to reinforce the Brand’s association with luxury, sophistication, style and romance, while other advertising is primarily intended to increase demand for particular products. • Maintaining its position within the high-end of the jewelry market requires Tiffany to invest significantly in diamond and gemstone inventory and accept reduced overall gross margins; it also causes some consumers to view Tiffany as beyond their price range.

26. The Walmart and Costco Stores In the following videos, look at Walmart and Costco’s asset use and think of our previous discussion. How does it differ from Tiffany? Walmart Stores http://www.youtube.com/watch?v=RJphoRD1w0I http://projects.flowingdata.com/walmart/ Costco Store https://www.youtube.com/watch?v=Z-j3u5xYgyc

27. Crafting strategy post Dupont • Once we look at the firm’s Dupont and other ratios (such as Sales/GSA Expense ratio), we might want to suggest that the firm move in the direction of increasing profit margin or in the direction of increasing volume. • This decision has to be taken, keeping in mind the capabilities and resources that the firm possesses. It is also necessary to look at the competitive environment. If there are many competing brands, then it might not be a valuable strategy to create a new brand, ab initio, in the same space. All the other Porter framework forces have to be considered. • If the decision is to move in the direction of higher profit margin, then the firm has to think of a better brand. It might want to look at the ratio of Sales to advertising expenses. • It might want to increase trade promotion efforts, as well. • If it pursues the goal of higher volume, then a lower price and all that it entails is indicated. However, this may be achieved through different strategies, e.g. coupons or other off-price methods. Better credit terms may also be an option.