- Ch. 1 Introduction to Accounting1h 9m
- Ch. 2 Transaction Analysis1h 13m
- Ch. 3 Accrual Accounting Concepts2h 37m
- Accrual Accounting vs. Cash Basis Accounting10m
- Revenue Recognition and Expense Recognition24m
- Introduction to Adjusting Journal Entries and Prepaid Expenses36m
- Adjusting Entries: Supplies12m
- Adjusting Entries: Unearned Revenue11m
- Adjusting Entries: Accrued Expenses12m
- Adjusting Entries: Accrued Revenues6m
- Adjusting Entries: Depreciation15m
- Summary of Adjusting Entries7m
- Unadjusted vs Adjusted Trial Balance6m
- Closing Entries10m
- Post-Closing Trial Balance2m
- Ch. 4 Merchandising Operations2h 30m
- Service Company vs. Merchandising Company10m
- Net Sales28m
- Cost of Goods Sold - Perpetual Inventory vs. Periodic Inventory9m
- Perpetual Inventory - Purchases10m
- Perpetual Inventory - Freight Costs9m
- Perpetual Inventory - Purchase Discounts11m
- Perpetual Inventory - Purchasing Summary6m
- Periodic Inventory - Purchases14m
- Periodic Inventory - Freight Costs7m
- Periodic Inventory - Purchase Discounts10m
- Periodic Inventory - Purchasing Summary6m
- Single-step Income Statement4m
- Multi-step Income Statement17m
- Comprehensive Income2m
- Ch. 5 Inventory1h 55m
- Merchandising Company vs. Manufacturing Company6m
- Physical Inventory Count, Ownership of Goods, and Consigned Goods10m
- Specific Identification7m
- Periodic Inventory - FIFO, LIFO, and Average Cost23m
- Perpetual Inventory - FIFO, LIFO, and Average Cost31m
- Financial Statement Effects of Inventory Costing Methods10m
- Lower of Cost or Market11m
- Inventory Errors14m
- Ch.6 Internal Controls and Reporting Cash1h 16m
- Ch. 7 Receivables and Investments3h 16m
- Types of Receivables8m
- Net Accounts Receivable: Direct Write-off Method5m
- Net Accounts Receivable: Allowance for Doubtful Accounts13m
- Net Accounts Receivable: Percentage of Sales Method9m
- Net Accounts Receivable: Aging of Receivables Method11m
- Notes Receivable25m
- Introduction to Investments in Securities13m
- Trading Securities31m
- Available-for-Sale (AFS) Securities26m
- Held-to-Maturity (HTM) Securities17m
- Equity Method33m
- Ch. 8 Long Lived Assets5h 6m
- Initial Cost of Long Lived Assets42m
- Basket (Lump-sum) Purchases13m
- Ordinary Repairs vs. Capital Improvements10m
- Depreciation: Straight Line32m
- Depreciation: Declining Balance33m
- Depreciation: Units-of-Activity28m
- Depreciation: Summary of Main Methods8m
- Depreciation for Partial Years13m
- Retirement of Plant Assets (No Proceeds)14m
- Sale of Plant Assets18m
- Change in Estimate: Depreciation21m
- Intangible Assets and Amortization17m
- Natural Resources and Depletion16m
- Asset Impairments16m
- Exchange for Similar Assets16m
- Ch.9 Current Liabilities2h 19m
- Ch. 10 Time Value of Money1h 27m
- Ch. 11 Long Term Liabilities2h 45m
- Ch. 12 Stockholders' Equity2h 15m
- Characteristics of a Corporation17m
- Shares Authorized, Issued, and Outstanding9m
- Issuing Par Value Stock12m
- Issuing No Par Value Stock5m
- Issuing Common Stock for Assets or Services8m
- Retained Earnings14m
- Retained Earnings: Prior Period Adjustments9m
- Preferred Stock11m
- Treasury Stock9m
- Dividends and Dividend Preferences17m
- Stock Dividends10m
- Stock Splits9m
- Ch. 13 Statement of Cash Flows2h 24m
- Ch. 14 Financial Statement Analysis5h 25m
- Horizontal Analysis14m
- Vertical Analysis21m
- Common-sized Statements5m
- Trend Percentages7m
- Discontinued Operations and Extraordinary Items6m
- Introduction to Ratios8m
- Ratios: Earnings Per Share (EPS)10m
- Ratios: Working Capital and the Current Ratio14m
- Ratios: Quick (Acid Test) Ratio12m
- Ratios: Gross Profit Rate9m
- Ratios: Profit Margin7m
- Ratios: Quality of Earnings Ratio8m
- Ratios: Inventory Turnover10m
- Ratios: Average Days in Inventory9m
- Ratios: Accounts Receivable (AR) Turnover9m
- Ratios: Average Collection Period (Days Sales Outstanding)8m
- Ratios: Return on Assets (ROA)8m
- Ratios: Total Asset Turnover5m
- Ratios: Fixed Asset Turnover5m
- Ratios: Profit Margin x Asset Turnover = Return On Assets9m
- Ratios: Accounts Payable Turnover6m
- Ratios: Days Payable Outstanding (DPO)8m
- Ratios: Times Interest Earned (TIE)7m
- Ratios: Debt to Asset Ratio5m
- Ratios: Debt to Equity Ratio5m
- Ratios: Payout Ratio5m
- Ratios: Dividend Yield Ratio9m
- Ratios: Return on Equity (ROE)10m
- Ratios: DuPont Model for Return on Equity (ROE)20m
- Ratios: Free Cash Flow10m
- Ratios: Price-Earnings Ratio (PE Ratio)7m
- Ratios: Book Value per Share of Common Stock7m
- Ratios: Cash to Monthly Cash Expenses8m
- Ratios: Cash Return on Assets7m
- Ratios: Economic Return from Investing6m
- Ratios: Capital Acquisition Ratio6m
- Ch. 15 GAAP vs IFRS56m
- GAAP vs. IFRS: Introduction7m
- GAAP vs. IFRS: Classified Balance Sheet6m
- GAAP vs. IFRS: Recording Differences4m
- GAAP vs. IFRS: Adjusting Entries4m
- GAAP vs. IFRS: Merchandising3m
- GAAP vs. IFRS: Inventory3m
- GAAP vs. IFRS: Fraud, Internal Controls, and Cash3m
- GAAP vs. IFRS: Receivables2m
- GAAP vs. IFRS: Long Lived Assets5m
- GAAP vs. IFRS: Liabilities3m
- GAAP vs. IFRS: Stockholders' Equity3m
- GAAP vs. IFRS: Statement of Cash Flows5m
- GAAP vs. IFRS: Analysis and Income Statement Presentation5m
- Ch. 16 Introduction to Managerial Accounting1h 36m
- Ch. 17 Job Order Costing42m
- Ch. 18 Process Costing1h 1m
- Ch. 19 Cost Behavior1h 27m
- Ch. 20 Cost-Volume-Profit-Analysis1h 25m
- Ch. 21 Variable Costing29m
- Ch. 22 Activity-Based Costing43m
- Ch. 23 The Master Budget3h 56m
- Introduction to Budgeting4m
- Benefits of Budgeting4m
- Types of Budgets7m
- Overview of Master Budgeting11m
- Sales Budget14m
- Production Budget21m
- Direct Materials Budget23m
- Direct Labor Budget8m
- Manufacturing Overhead Budget11m
- Ending Finished Goods Inventory Budget11m
- Operating Expenses Budget9m
- Capital Expenditures Budget7m
- Cash Budget1h 1m
- Budgeted Income Statement9m
- Budgeted Balance Sheet31m
- Ch. 24 Flexible Budgets40m
- Ch. 25 Standard Costs and Variances36m
- Ch. 26 Performance Evaluation & The Balanced Scorecard34m
- Ch. 28 Capital Budgeting46m
Residual Income: 동영상 및 연습문제
Residual income is an investment center performance measure that focuses on the amount of income left after meeting a required return. It is calculated as operating income minus target income, where target income is based on a required target ROI and the division’s average assets. The key formula is \(RI=\text{Operating Income}-(\text{Target ROI}\times \text{Average Assets})\) .
A positive residual income means the division used its assets more effectively than expected and earned more than the target return. A negative residual income means the division fell short of the target ROI, but it does not mean the division was unprofitable or operating at a loss. This method helps evaluate how well a division generates income relative to the return expected on the assets it controls, making Residual Income a useful alternative to ROI for performance evaluation.
Residual Income
Residual Income
What happens to Return on Investment (ROI) if total assets decrease, but everything else for the company remains the same?
ROI will decrease over time.
ROI will not be affected.
ROI will increase over time.
Without further information, we cannot determine what would happen to ROI.
학생들이 이 주제에 대해 묻는 질문은 다음과 같습니다:
Residual income (RI) in accounting is a performance measure used to evaluate investment centers. It represents the amount of income left after meeting a required target return on assets. The formula for residual income is given by: . Here, the target ROI is the minimum required return set by management, and average assets represent the investment base of the division. A positive RI means the division earned more than the target return, while a negative RI means it fell short, though it may still be profitable. This method helps assess how effectively a division uses its assets beyond just profitability.
Residual income (RI) and return on investment (ROI) are both used to evaluate investment centers, but they differ in focus. ROI measures the percentage return on assets, calculated as operating income divided by average assets. RI, on the other hand, measures the absolute dollar amount of income earned above a target return. While ROI shows efficiency as a ratio, RI shows the extra profit beyond expectations. RI is useful because it accounts for the cost of capital or target ROI, encouraging managers to invest in projects that add value rather than just increasing ROI. Therefore, RI can provide a clearer picture of value creation compared to ROI alone.
A positive residual income indicates that a division has earned more income than the target return set by management, meaning it used its assets more effectively than expected. For example, if the target ROI is 20% and the division achieves 23.39%, the positive RI reflects this extra 3.39% return in dollar terms. Conversely, a negative residual income means the division did not meet the target ROI, but it does not necessarily mean the division was unprofitable. It simply fell short of the expected return, indicating less effective use of assets. This distinction helps managers identify which divisions are truly adding value.
To calculate the target income when solving for residual income, you multiply the target return on investment (ROI) by the division's average assets. The formula is: . This target income represents the minimum income the division must earn to meet management's expectations. Once you have the target income, you subtract it from the actual operating income to find the residual income. This approach helps evaluate whether the division is generating returns above or below the required threshold.
Residual income is considered a useful alternative to ROI because it addresses some limitations of ROI. While ROI measures efficiency as a percentage, it can discourage managers from investing in profitable projects that might lower their division's ROI. Residual income, by focusing on the dollar amount of income above a target return, encourages managers to accept projects that add value even if they reduce ROI. This makes RI a better measure for evaluating how well a division generates income relative to the cost of capital or target return. It aligns managers' decisions with overall company value creation.