Dupont

Analysis
/
Eureka!
• In 1914, Brown was asked for a
report on the performance of
several operating departments
at DuPont. It was at this point
that he developed the
procedure now known as the
DuPont formula. Brown
recounted the event in his
memoirs as follows:
• “An event occurred in l914 which proved
to be the turn-ing point of my business
career. The circumstances which led up
to it were accidental, and I have often
wondered what might have been my fate
and fortune in industrial management if I
had not, that summer, hit upon the
mathematical equation
Source: Flesher and (R=T x P)....
Previts: Donaldson Brown
(1885-1965): The power of an individual and his
ideas over time
 Return on Equity

• If this number goes up, it is generally a good sign for the company as
it is showing that the rate of return on the shareholders' equity is
rising.
• The problem is that this number can also increase simply when the
company takes on more debt, thereby decreasing shareholder equity.
• This would increase the company’s leverage, which could be a good
thing, but it will also make the stock riskier.
Du Pont Model

• The basic DuPont Analysis model is a method of breaking

down the original equation for ROE into three components:
• operating efficiency,
• asset efficiency, and
• leverage.
• Operating efficiency is measured by Net Profit Margin and
indicates the amount of net income generated per dollar of
sales.
• Asset efficiency is measured by the Total Asset Turnover
and represents the sales amount generated per dollar of
assets.
• Financial leverage is determined by the Equity Multiplier.
Du Pont Model
Du Pont Analysis – 3 way analysis
ROE = Return on Asset x Financial Leverage

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.

The firm’s marketing (e.g. branding) and other strategies have to be

commensurate
Du Pont Analysis – 5-way analysis
Illustrations of the Dupont Identity

• The Dupont identity is fairly well known as an accounting identity.

• 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 start out looking at Tiffany, a jewelry retail firm and compare
them with 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)
 Income Statements: Wal-Mart vs Tiffany
(2000, in millions)

Wal-Mart Tiffany
Net sales
$
139,208 $ 1,173
Less: Cost of goods sold
$ 108,725 $ 515
Gross margin
$ 30,483
$ 658
Less: Operating expense
$ 22,363 $ 493
Less: Interest expense
$ 950 $ 9
Total expense
* Effective tax rates often differ among corporations due to$different
23,313tax breaks and advantages.
$ 502
Which has the higher net margin?
Net profit, pretax
$ 7,170
Source: Levy & Weitz
$ 156
 Profit Margin Model: Wal-Mart vs Tiffany
(2000, in millions)

Net
NetSales
Sales
$139,208
$139,208
$1,173 Gross
Gross
$1,173
margin Top Number = Wal-Mart
Cost
- margin
$30,493
$30,493 Bottom Number = Tiffany
Costofof $658
$658
goods
goodssold
sold
$108,725 Net
$108,725 Netprofit
profit
$515 before
$515 beforetax
tax
Operating
Operating
- $7,170
$7,170
$156
Net
Netprofit
profit
$156 after
aftertaxes
expenses
expenses
$22,363
$22,363 Total
- $4,430
$4,430
$90
taxes
Net
Netprofit
profit
$493 Total Taxes $90 margin
$493 expenses Taxes margin
+
expenses
$23,313
$23,313
$2,740
$2,740
$66
 3.18%
3.18%
7.68%
Interest $502 $66 Net 7.68%
Interest $502 Netsales
sales
expenses
expenses $139,208
$139,208
$950
$950 $1,173
$1,173
$9
$9
Profit Margins

• Clearly, Tiffany has the larger profit margin.

• 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.
• 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?
Return on Assets

• The next part of the Dupont model is Return on Assets. Before we go back
to the Tiffany/ Walmart contrast, let’s see another example, though this
time in two different industries.
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. Is there something about the industries that these
firms are in that drives these different approaches?
 ROA: Turnover vs Margin

High Turnover

Unattainable

Low High
Margin 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?
Asset Turnover Model: Wal-Mart vs Tiffany
(2000, in millions)

What does this

Accounts
Accounts
receivable represent?
receivable
$1,118
$1,118
$108
$108 Top Number = Wal-Mart
+ Bottom Number = Tiffany
Merchandise
Merchandise
inventory
inventory From income
$17,076 Net
Netsales
sales statement
$17,076 $139,208
$481 Total
Totalcurrent
current $139,208
$481 assets $1,173
assets $1,173 Asset
Asset
+ $21,123 turnover
$21,123 turnover
Cash
Cash
$816
$816  2.78
2.78
1.11
$1,878 Total 1.11
$1,878 Totalassets
assets
$189
$189 + $49,996
$49,996
$1,057
$1,057 From balance sheet
+
Other Fixed
Fixedassets
Othercurrent
current assets
assets
assets $28,864
$28,864
$1,059
$1,059 $241
$241
$37
$37
The sales $ generated
by each $ of assets
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?
 Dupont Analysis: Wal-Mart vs Tiffany
(2000, in millions)

2000 data Net Profit Margin Asset Turnover ROA

Net Income/Net Net Sales/TA
Sales
Walmart 3.18 2.78 8.84

Tiffany’s 7.68 1.11 8.525

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.
 Financial Objectives:
The Strategic Profit Model

Return on Return on Leverage

= Assets
x
Investment Ratio

Net Profit Net Profit Total Assets

Net Worth Total Assets Net Worth

Return on Asset Net Profit

= Turnover
x
Assets Margin

Net Profit Net Sales Net Profit

Total Assets Total Assets Net Sales

The $ sales The net profit

generated generated
by each $ of assets by each $ of sales and so ...
 SPM Examples
Return on Net Profit Asset Leverage
= x Turnover x
Investment Margin % Ratio

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
 ROI Model, Including
The Strategic Profit Model
Which is … the income statement? Balance sheet? SPM?
Net
NetSales
Sales
Gross
- Gross
margin Income Statement
Cost margin
Costofof Balance Sheet
goods
goodssold
sold Strategic Profit Model
- Net
Variable Netprofit
profit
Variable
expenses
expenses
 Net
Netprofit
profit
Total margin
margin
+ Total Net
Fixed expenses
expenses NetSales
Sales
Fixed
expenses
expenses Return
Returnon
on
x assets
assets
Inventory Return
Inventory x = Returnon
on
Net
Netsales
sales Net Worth
+ Asset Net Worth
Financial
Accounts
Accounts
Total
Totalcurrent
current  Asset
turnover
turnover
Financial
Leverage
receivable assets Leverage
receivable assets Total
Total
+ + assets
assets
Other
Othercurrent
current Fixed
Fixed
assets
assets assets
assets
Du Pont
Chart
(previous slide
– vertical
format)
Du Pont Example
Retail Stratgies

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.
The next slide shows 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.
Walmart’s focus on efficient asset use
The use of information technology has been an essential part of Wal-Mart's
growth. A decade ago Wal-Mart trailed K-Mart, which could negotiate lower
wholesale prices due to its size. Part of 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. Wal-Mart's inventory and distribution system is a
world leader. Over one 5 year period, Wal-Mart invested over $600 million in
information systems.
Wal-Mart use telecommunications to link directly from its stores to its central
computer system and from that system to its supplier's computers. This allows
automatic reordering and better coordination. 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. At its computerized warehouses, many
goods arrive and leave without ever sitting on a shelf. Only 10% of the floor space
in Wal-Mart stores is used as an inventory area, compared to the 25% average for
the industry.
http://www.prenhall.com/divisions/bp/app/alter/student/useful/ch1walmart.html
Financial Information
Tiffany 2004 2003 2002 2001 2000
Net Sales/Cash from Sales 0.993 0.995 1.003 1.006 0.991
Net Sales/Net A/R 15.153 15.095 16.306 15.591 12.33
Net Sales/Inventory 2.296 2.331 2.627 2.559 2.915
Asset Turnover 0.836 0.887 0.985 1.064 1.095
Net Income/Sales 9.90% 11.43% 10.81% 11.13% 10.78%
ROA 9.01% 9.87% 10.64% 9.87% 9.01%
ROE 11.84% 12.25% 9.75% 15.72% 14.68%

Whitehall 2004 2003 2002 2001 2000

Net Sales/Cash from Sales 1.003 1.001 0.999 0.995 1
Net Sales/Net A/R 99.84 252.54 285.04 210.39 135.48
Net Sales/Inventory 2.14 1.99 1.95 1.73 1.67
Asset Turnover 1.454 1.404 1.343 1.252 1.201

Zales 2004 2003 2002 2001 2000

Net Sales/Cash from Sales 1 1 1 1 1
Net Sales/Net A/R N/A N/A N/A N/A N/A
Net Sales/Inventory 2.91 2.88 2.8 2.77 1.57
Asset Turnover 1.338 1.496 1.472 1.709 1.007
 Tiffany Brand Strategy
•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)
 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.
 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.
Tiffany and Walmart Stores

In the following videos, see how Tiffany and

Walmart differ in their asset use and relate them to
the previous discussion.

http://www.youtube.com/watch?v=tbG0btCu1S4&f
eature=related

http://www.trendhunter.com/trends/tiffany-co-to-l
aunch-70-new-stores

Walmart Stores
http://www.youtube.com/watch?v=RJphoRD1w0I