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財務績效與競爭策略 Competitive Strategies and Financial Performance-- An Application to Medical Service Industry
陳明賢 教授 台大管理學院 財務金融系
ROE = NI / Equity (manager’s goal)
ROA = NI /TA(operating strategies) ×
Leverage ratio =TA / E = (1+ D/E)(Financial strategy)
×
Asset turnover = Sales / TA(Low cost leadership)
Profit margin = NI / Sales(product differentiation)
The Du Pont System
NI: Net Income, TA: total Assets, D: Debt, E: Equity
The Du Pont System Firm pursues highest shareholders’ wealth (ROE). Firm needs to do good in both operating strategy
(good ROA) and financial strategy. (leverage) Usually Profitability and Asset Turnover have a
negative relation. High profitability shows a firm’s ability in product
differentiation. (product differentiation advantage) High asset turnover reflect a firm’s ability in asset
efficiency. A high TO firm tends to be able to lower its cost and increase demand. (low cost leadership)
Profitability
Asset Turnover
product differentiation
Low cost leadership
ResourcesResources
Distinctive competences
Capabilities
Cost advantageOr
Differentiation
Value Creation
A Model of Competitive Advantage
Competitive Advantage
A competitive advantage exists when an organization is able to deliver the same benefit as competitors’, but at a lower cost; (cost advantage) or deliver benefits that exceed those of competing products. (differentiation advantage)
Resources are the firm specific assets useful for creating a cost or differentiation advantage. Patent and trademark, propriety know-how Installed customer base Reputation and brand equity
Capabilities refers to the firm’s ability to utilize its resources effectively.
The firm’s resources and capabilities together form its distinctive competences. These competences enable innovation, efficiency, quality, and customers responsiveness.
How to improve operating performance?Improve profit margin (product differentiation)
Differentiation: A firm enjoys superior return only if the price premium leading to its differentiation exceeds the extra cost of being unique. Good brand name, utilize the core competence of the
organization. (specialized medical areas) First-mover advantage. The leader of the industry
usually owns highest margin. Foresee the trend of customers’ needs. (old age care, nursing home)
Value added. Identify which specialty will lead to most value added to the organization. (skin care, health management)
Customers loyalty, usually good service leads to Good customers satisfaction. (customer referrals are important in medical service industry)
Product Differentiation
Commonly required skills and resources
Common organizational requirements
Strong marketing abilities Strong R&D functions coordination
Long tradition in unique combination of skills drawn from other business.
Subjective measurement and incentives instead of quantitative measures
Corporate reputation for quality leadership
Amenities to attract highly skilled labor, scientists, or creative people.
Strong capability in basic research
Creative flair
Product engineering
Strong channels cooperation
Structural Analysis of Industry Competition
Industry Competitors
Rivalry Among ExistingCompetitors
Potential Entrants
CustomerBargaining Power
SupplierBargaining Power
Potential Substitutes
Asset turnover = Sales / TA(Low cost leadership)
Profit margin = NI / Sales(product differentiation) ×
Usually, the profit margin will decrease over time due to increase in competition.
The firm then can seek to increase asset turnover, to compensate the loss in margin, in order to maintain a good ROA.
This increase in asset turnover need to be done while firm still has advantage in margin.
How to improve operating performance?Improve asset turnover [Sales / TA]
Low cost leadership: if a firm maintains cost advantage, and command the prices around industry, can achieve a high profit margin, and hence higher rate of return.
Usually firms will lower price and pursue market share growth in order to maximize profit. (increase turnover)
Provide cost efficient new products, and increase customer use per unit of time.
Decrease assets invested. Reduce inventory (via efficient supply chain) Reduce idle assets
Increase efficient use of current assets. Better use of human resource and facilities Increase service channels.
Low Cost Leadership
Commonly required skills and resources
Common organizational requirements
Substantial capital investment and access of capital
Tight cost control
Process engineering skills Frequent detailed control report
Intense supervision of labor Structured organization and responsibility
Product designed for ease in manufacture
Incentive based on meeting quantity targets
Low-cost distribution system
Financial strategy-- Why use debt? What is good in using debt -- If the asset return
is greater than the cost of debt, then the higher debt ratio, the higher ROEROE = ROA + (ROA – Cost of Debt) x Financial Leverage
What is bad in using debt -- Use of debt increases the volatility in ROE (and EPS), and also bankruptcy risk.
Usually when economy is good, a levered firm’s equity would have better return (than it is un-levered); otherwise when economy is poor, a levered firm’s equity would have poorer return (than it is un-levered).
Assets Debt and Equity
Assets (100%)(ROA = 20%)
Debt (50%)Cost of Debt = 10%
Equity (50%)Return on Equity = 30%
Assets Debt and Equity
Assets (100%)(ROA = 20%)
Debt (75%)Cost of Debt = 10%
Equity (25%)Return on Equity = 50%
Un-levered (Equity $175,000 )
50% debt (debt $87,5000, Kd=10%, Equity $87,500)
If Expected EBIT is $35,000 (before tax ROA =20%)
Expected EBIT $35,000 $35,000
Interest Exp. 0 8,750
Profit before Taxes $35,000 $26,250
Income Taxes (40%) 14,000 10,500
Profit after Taxes $21,000 $15,750
Expected ROE $21,000/$175,000=12% $15,750/87,500=18%
If the actual EBIT is ONLY $5,000 (before tax ROA =2.86%)
Actual EBIT $5,000 $5,000
Interest Exp. 0 8,750
Profit before Taxes $5,000 ($3,750)
Income Taxes (40%) 2,000 1,500+
Profit after Taxes $3,000 ($2,250)
Actual ROE $3,000/$175,000=1.7% ($2,250)/87,500=-2.6%
Financial Leverage and EPS
(2.00)
0.00
2.00
4.00
6.00
8.00
10.00
12.00
1,000 2,000 3,000
EP
S
Debt
No Debt
Break-even point
EBIT in dollars, no taxes
Advantage to debt
Disadvantage to debt
A good financial strategy should be integrated with operating environment (risk) Firms with high operating risk, tend to
adopt less financial risk financing (equity financing dominant) alternatives, to avoid high interest payment.
Firms with low operating risk, tend to adopt more financial risk financing (debt financing dominant) alternatives, to increase ROE.
SWOT analysis Strength: factors that give the firm a comparative
advantage in the market place. Such as customer loyalty, innovative R&D, market leadership, or strong financial resources.
Weakness: when competitors have potentially exploitable advantage over the firm.
Opportunities: environmental factors that favor the firm, include a growing market for the form’s products; the exit of a competitor; identification of a new market or product segment.
Threats: are environmental factors that can hinder the firm in achieving its goals. Such as: a slowing domestic economy; an increase in industry competition; threats of entry; buyers and suppliers seek to increase their bargaining power; or new technology that can hurts this industry.
Strategies External Environment
Opportunities Threats
InternalAbilities
Strength Aggressive Expansion Diversify or Respond
Weakness Turnaround Plan Rebuild or Exit
SWOT analysis
Future Trends for Health Care Management Differentiations are usually resulted from unique co
mbination with other industries Engineering: nano-materials Information technology: Business: develop health care products Service industry: Old age care, counseling
Focus: every hospital should develop its own core competence (specialized areas)
Value creation: identify, manage, and execute Spot the trend: every societal change would lead to
new demand in medical service. Find where your clients are, don’t just wait for them!