/*! This file is auto-generated */ .wp-block-button__link{color:#fff;background-color:#32373c;border-radius:9999px;box-shadow:none;text-decoration:none;padding:calc(.667em + 2px) calc(1.333em + 2px);font-size:1.125em}.wp-block-file__button{background:#32373c;color:#fff;text-decoration:none} Problem 17 Hilton Hotels Corp. provides lod... [FREE SOLUTION] | 91Ó°ÊÓ

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Hilton Hotels Corp. provides lodging services around the world. The company is separated into three major divisions: \- Hotel ownership: Hotels owned and operated by Hilton. \- Managing and franchising: Hotels franchised to others or managed for others. \- Timeshare: Resort properties managed for timeshare vacation owners. Financial information for each division, from a recent annual report, is as follows (in millions): $$ \begin{array}{lrrr} & \begin{array}{c} \text { Hotel } \\ \text { Ownership } \end{array} & \begin{array}{c} \text { Managing and } \\ \text { Franchising } \end{array} & \text { Timeshare } \\ \hline \text { Revenues } & \$ 2,388 & \$ 342 & \$ 320 \\ \text { Income from operations } & 470 & 290 & 86 \\ \text { Total assets } & 4,542 & 668 & 333 \end{array} $$ a. Use the DuPont formula to determine the return on investment for each of the Hilton business divisions. Round to four digits after the decimal place. b. Determine the residual income for each division, assuming a minimum acceptable income of 15% of total assets. c. Interpret your results.

Short Answer

Expert verified
Managing and Franchising has the best financial performance (highest ROI and residual income), while Hotel Ownership is underperforming.

Step by step solution

01

Calculate Return on Investment (ROI) using the DuPont Formula

The DuPont formula for Return on Investment (ROI) is given by: \( \text{ROI} = \frac{\text{Income from Operations}}{\text{Total Assets}} \). For each Hilton division, the ROI is calculated as follows:- **Hotel Ownership**: \( \frac{470}{4542} = 0.1035 \)- **Managing and Franchising**: \( \frac{290}{668} = 0.4341 \)- **Timeshare**: \( \frac{86}{333} = 0.2583 \)These results indicate that the ROI is highest for the Managing and Franchising division and lowest for the Hotel Ownership division.
02

Calculate Residual Income for Each Division

Residual income is calculated using the formula \( \text{Residual Income} = \text{Income from Operations} - (\text{Minimum Acceptable Income Rate} \times \text{Total Assets}) \).The minimum acceptable income rate is 15%.Calculate residual income for each division:- **Hotel Ownership**: \( 470 - (0.15 \times 4542) = 470 - 681.3 = -211.3 \)- **Managing and Franchising**: \( 290 - (0.15 \times 668) = 290 - 100.2 = 189.8 \)- **Timeshare**: \( 86 - (0.15 \times 333) = 86 - 49.95 = 36.05 \)Hotel Ownership has negative residual income, indicating it didn't meet the minimum acceptable income.
03

Interpret the Results

From the calculations, the Managing and Franchising division has the highest ROI and significant positive residual income, indicating strong financial performance. The Timeshare division also has a substantial ROI but much lower residual income compared to Managing and Franchising. Hotel Ownership has the lowest ROI and negative residual income, suggesting it is underperforming compared to the required benchmark.

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Key Concepts

These are the key concepts you need to understand to accurately answer the question.

Return on Investment
The concept of Return on Investment (ROI) is essential in financial analysis because it indicates how well a company is using its assets to generate income. ROI is calculated by dividing the **income from operations** by the **total assets** involved. It tells you how much profit is generated for every dollar invested in assets.

ROI serves as a useful measurement for comparing the efficiency and profitability of various divisions within a company. In Hilton Hotels Corp, for instance, the Managing and Franchising division shows the highest ROI, suggesting that it is highly efficient in using its resources to generate income.
  • **High ROI** signifies an effective use of assets.
  • **Low ROI** could indicate inefficiencies, as seen with Hotel Ownership.
A high ROI isn't just appealing to investors; it also means the division is contributing well to overall company profitability.
Residual Income
Residual Income differs from ROI as it considers the cost of capital or the minimum acceptable income for the assets used. It is calculated by subtracting the product of the minimum acceptable rate and the total assets from the income from operations.

In Hilton's case, the minimum acceptable income rate is 15%. This measure gives insight into whether a division is producing more than the benchmark income required to justify the asset investment. If the residual income is positive, the division is generating more profit than the set benchmark.
  • **Positive Residual Income**: Indicates financial success beyond expectations, as with Managing and Franchising.
  • **Negative Residual Income**: Suggests underperformance, like in Hotel Ownership.
This metric helps managers identify problem areas and make informed decisions on where improvements are necessary or further investments might be profitable.
DuPont Formula
The DuPont Formula is a detailed approach to calculate ROI by breaking it down into its components. It shows how different factors affect profitability and asset efficiency. The formula calculates ROI as the product of Profit Margin, Asset Turnover, and Equity Multiplier.

Each part of the formula offers unique insights:
  • **Profit Margin**: Reflects profitability as a percentage of sales. Higher margins mean better control of costs relative to revenues.
  • **Asset Turnover**: Measures how effectively a company uses its assets to generate sales. Higher turnover indicates more efficient use of assets.
  • **Equity Multiplier**: Provides a sense of financial leverage. A higher equity multiplier means more assets are funded by equity, suggesting potential financial pressure.
For Hilton's divisions, using the DuPont Formula can help pinpoint why ROI figures differ and illuminate areas for improvement or investment.

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Most popular questions from this chapter

Several years ago, United Parcel Service (UPS) believed that the Internet was going to change the parcel delivery market and would require UPS to become a more nimble and customer-focused organization. As a result, UPS replaced its old measurement system, which was \(90 \%\) oriented toward financial performance, with a balanced scorecard. The scorecard emphasized four "point of arrival" measures, which were: 1\. Customer satisfaction index-a measure of customer satisfaction. 2\. Employee relations index-a measure of employee sentiment and morale. 3\. Competitive position-delivery performance relative to competition. 4\. Time in transit-the time from order entry to delivery. a. Why did UPS introduce a balanced scorecard and nonfinancial measures in its new performance measurement system? b. Why do you think UPS included a factor measuring employee sentiment?

Entertainment Electronics Company has two divisions, Video and Audio, and two corporate service departments, Computer Support and Accounts Payable. The corporate expenses for the year ended December 31,2006 , are as follows: The other corporate administrative expenses include officers' salaries and other expenses required by the corporation. The Computer Support Department charges the divisions for services rendered, based on the number of computers in the department, and the Accounts Payable Department charges divisions for services, based on the number of checks issued. The usage of service by the two divisions is as follows: \(\begin{array}{lll}\text { Video Division } & 180 \text { computers } & 4,200 \text { checks } \\ \text { Audio Division } & \underline{120} & \underline{7,800} \\ \text { Total } & \underline{\underline{300}} \text { computers } & \underline{12,000} \text { checks }\end{array}\) The service department charges of the Computer Support Department and the Accounts Payable Department are considered controllable by the divisions. Corporate administrative expenses are not considered controllable by the divisions. The revenues, cost of goods sold, and operating expenses for the two divisions are as follows: \begin{tabular}{lrr} & \multicolumn{1}{c}{ Video } & \multicolumn{1}{c}{ Audio } \\ \hline Revenues & \(\$ 4,000,000\) & \(\$ 3,400,000\) \\ Cost of goods sold & \(2,100,000\) & \(1,600,000\) \\ Operating expenses & 750,000 & 700,000 \end{tabular} Prepare the divisional income statements for the two divisions.

Sierra Sporting Goods Co. operates two divisions—the Camping Equipment Division and the Ski Equipment Division. The following income and expense accounts were provided from the trial balance as of June 30, 2006, the end of the current fiscal year, after all adjustments, including those for inventories, were recorded and posted: Sales—Camping Equipment Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . \(380,000 Sales—Ski Equipment Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 575,000 Cost of Goods Sold—Camping Equipment Division . . . . . . . . . . . . . . . . . . . . . . . . . . 205,000 Cost of Goods Sold—Ski Equipment Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 275,000 Sales Expense—Camping Equipment Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60,000 Sales Expense—Ski Equipment Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82,000 Administrative Expense—Camping Equipment Division . . . . . . . . . . . . . . . . . . . . . . . 38,800 Administrative Expense—Ski Equipment Division . . . . . . . . . . . . . . . . . . . . . . . . . . . 51,200 Advertising Expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25,800 Transportation Expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20,140 Accounts Receivable Collection Expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11,620 Warehouse Expense . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60,000 The bases to be used in allocating expenses, together with other essential information, are as follows: a. Advertising expense—incurred at headquarters, charged back to divisions on the basis of usage: Camping Equipment Division, \)11,200; Ski Equipment Division, \(14,600. b. Transportation expense—charged back to divisions at a transfer price of \)3.80 per bill of lading: Camping Equipment Division, 2,400 bills of lading; Ski Equipment Division, 2,900 bills of lading. c. Accounts receivable collection expense—incurred at headquarters, charged back to divisions at a transfer price of $2.80 per invoice: Camping Equipment Division, 1,800 sales invoices; Ski Equipment Division, 2,350 sales invoices. d. Warehouse expense—charged back to divisions on the basis of floor space used in storing division products: Camping Equipment Division, 10,000 square feet; Ski Equipment Division, 5,000 square feet. Prepare a divisional income statement with two column headings: Camping Equipment Division and Ski Equipment Division. Provide supporting schedules for determining service department charges.

The condensed income statement for the New England Division of Eastern Gas Co. is as follows (assuming no service department charges): $$ \begin{array}{lr} \text { Sales } & \$ 700,000 \\ \text { Cost of goods sold } & 320,000 \\ \text { Gross profit } & \$ 380,000 \\ \text { Administrative expenses } & 222,500 \\ \hline \text { Income from operations } & \$ 157,500 \\ \hline \end{array} $$ The manager of the New England Division is considering ways to increase the rate of return on investment. a. Using the DuPont formula for rate of return on investment, determine the profit margin, investment turnover, and rate of return on investment of the New England Division, assuming that \(1,250,000 of assets have been invested in the New England Division. b. If expenses could be reduced by \)39,375 without decreasing sales, what would be the impact on the profit margin, investment turnover, and rate of return on investment for the New England Division?

Harris Corporation, a manufacturer of electronics and communications systems, uses a service department charge system to charge profit centers with Computing and Communications Services \((\mathrm{CCS})\) service department costs. The following table identifies an abbreviated list of service categories and activity bases used by the CCS department. The table also includes some assumed cost and activity base quantity information for each service for March. \begin{tabular}{llcc} & & & Assumed Activity \\ CCs Service Category & \multicolumn{1}{c}{ Activity Base } & Assumed Cost & Base Quantity \\ \hline Help desk & Number of calls & \(\$ 33,600\) & 1,050 \\ Network center & Number of devices monitored & 273,000 & 4,200 \\ Electronic mail & Number of user accounts & 23,800 & 2,800 \\ Local voice support & Number of phone extensions & 56,550 & 3,900 \end{tabular} One of the profit centers for Harris Corporation is the Communication Systems (COMM) sector. Assume the following information for the COMM sector: \- The sector has 1,800 employees, of whom \(50 \%\) are office employees. \- All the office employees have a phone, and \(80 \%\) of them have a computer on the network. \- Ninety percent of the employees with a computer also have an e-mail account. \- The average number of help desk calls for March was \(0.40\) calls per individual with a computer. \- There are 200 additional printers, servers, and peripherals on the network beyond the personal computers. a. Determine the service charge rate for the four CCS service categories for March. b. Determine the charges to the COMM sector for the four CCS service categories for March.

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