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|企业获利能力分析:ROS、ROA、ROE |
| |
|企业获利能力分析 |
| 获利能力是指企业赚取利润的能力。评价企业获利能力的财务比率主要有:资产利润率、股东权益净利率、销售净利率、每股利润、市 |
|盈率等。 |
| |
| (一)资产利润率 |
| |
| 资产利润率是企业一定时期内的净利润与资产平均总额的比率。其计算公式为: |
| 资产利润率=净利润/资产平均总额×100% |
| 例:根据表1和表2的有关数据,计算ABC公司2001年的资产利润率。 |
| 资产利润率=1260/(3800+4500)÷2×100%=30.36% |
| 资产利润率主要用来衡量企业资产获利的能力,它反映了企业总资产的利用效率。ABC公司的资产利润率为30.36%,说明该公司每100元 |
|的资产可以赚取30.36元的净利润。这一比率越高,说明企业的获利能力越强。 |
| (二)股东权益净利率 |
| 股东权益净利率是一定时期企业的净利润与股东权益平均总额的比率。其计算公式为: |
| 股东权益净利率=净利润/股东权益平均总额×100% |
| 股东权益平均总额=(期初股东权益+期末股东权益)÷2 |
| 例:根据表1和表2的有关数据,计算ABC 公司2001年的股东权益净利率。 |
| 股东权益净利率=1260/(1976+2430)÷2×100%=57.19% |
| 股东权益净利率是评价企业获利能力的一个重要的财务比率,反映了企业股东获取投资报酬的高低。该比率越高,说明企业的获利能力 |
|越强。 |
| (三)销售净利率 |
| 销售净利率是企业净利润与销售净额的比率。其计算公式为: |
| 销售净利率=净利润/销售收入净额×100% |
| 销售净利率说明了企业净利润占销售收入的比例,它可以评价企业通过销售赚取利润的能力。销售净利率表明企业 |
| 每元销售净收入可实现的净利润是多少。该比例越高,企业通过扩大销售获取收益的能力越强。 |
| 例:根据表2的有关数据,计算ABC公司2001年的销售净利率。 |
| 销售净利率=1260/8520×100%=14.79% |
| 销售净利率为14.79%,说明每100元的销售收入可为公司提供14.79元的净利润。 |
| (四)每股利润 |
| 每股利润也称每股收益或每股盈余,是股份公司税后利润分析的一个重要指标,主要是针对普通股而言的。每股利润是税后净利润扣除 |
|优先股股利后的余额,除以发行在外的普通股平均股数。其计算公式为: |
| 每股利润=(净利润-优先股股利)/发行在外的普通股平均股数 |
| 每股利润是股份公司发行在外的普通股所取得的利润,它可以反映股份公司的获利能力的大小。每股利润越高,说明股份公司的获利越 |
|强。 |
| 例:根据表2的资料,假设发行在外的普通股平均股数为1500万股,并且没有优先股,计算ABC公司2001年的普通股每股利润。 |
| 每股利润=1260/1500=0.84(元) |
| (五)市盈率 |
| 市盈率是指普通股每股市价与每股利润的比率。其计算公式为: |
| 市盈率=每股市价/每股利润 |
| 市盈率是反映股份公司获利能力的一个重要财务比率,投资者对这个比率十分重视。这一比率是投资者作出投资决策的重要参考因素之 |
|一。一般来说,市盈率高,说明投资者对该公司的发展前景看好,愿意出较高的价格购买该公司股票,所以一些成长性较好的高科技公司股 |
|票的市盈率通常要高一些。但是,也应注意,如果某一种股票的市盈率过高,则也意味者这种股票具有较高的投资风险。 |
| 例如:设定2001年末,ABC公司的股票价格为每股16元,计算其市盈率。 |
|市盈率=16/0.84=19.05 |
| 衡量整体获利能力:权益报酬率(ROE) |
| ROE=税收净利/股东权益 |
| |
|ROE表示管理者运用股东资金盈余的能力,是检验公司绩效的一个綜合性指标。就长期来说,公司的權益价值決定于权益报酬率与权益资金成|
|本的关系。如果预期ROE长期大于权益资金成本,权益的市场价值大于账面价值;反之,如果预期ROE低于权益资金成本,则权益的市場价值 |
|则不及账面价值。 |
|Compaq与竞争者之间权益报酬率表: |
| |
|Compaq |
| |
|Apple |
|Dell |
| |
|比率 |
|1991 |
|1992 |
|1992 |
|1992 |
| |
|权益报酬率 |
|6.80% |
|10.60% |
|24.20% |
|27.50% |
| |
|调整非常损益后之权益报酬率 |
|11% |
|10.20% |
|24.20% |
|27.50% |
| |
|Compaq1992年的ROE不只低于竞争者Apple与Dell也低于资金成本,是什么原因造成的呢? |
| 获利能力解析:解析ROE |
| ROE受到资产获利能力的高低,以及相对于股东权益的公司资产规模。即ROE可解析为资产报酬率与财务杠杆二大部份: |
| ROE =税收净利/股东权益 |
| =税后净利/资产×资产/股东权益 |
| =ROA×财务杠杆指标(权益乘数) |
| ROA表示的是所投资的每一块钱资产能获取多少利润,财务杠杆則表示股股东每投入一块钱可倍赚多少资产。 |
| 一. 资产报酬率(ROA) |
| 二. 按分子分母的一致程度,资产报酬率有多种不同比率。 |
| |
|Compaq |
| |
|Apple |
|Dell |
| |
|比率 |
|1991 |
|1992 |
|1992 |
|1992 |
| |
|资产报酬率(ROA) |
|4.60% |
|6.80% |
|12.60% |
|11.00% |
| |
|息前资产报酬率 |
|5% |
|7.60% |
|12.60% |
|11.50% |
| |
|净资产或资本报酬率 |
|7.60% |
|11.90% |
|22.60% |
|25.50% |
| |
|实业资产报酬率 |
|8.60% |
|13.30% |
|54% |
|30.60% |
| |
|利息调整之后ROA |
|7.50% |
|6.50% |
|12.60% |
|11% |
| |
|息前资产报酬率 |
|8.35% |
|7.30% |
|12.70% |
|11.50% |
| |
|净资产或资本报酬率 |
|11.70% |
|11.50% |
|22.60% |
|25.50% |
| |
|实业资产报酬率才 |
|10.70% |
|10.50% |
|54% |
|30.60% |
| |
| 再进一步解析ROA: |
| 资产报酬率(ROA):按分子分母的一致程度,资产报酬率有多种不同比率 |
| 1.ROA=税后净利/总资产 |
| 2.息前ROA=税后息前净利/总资产=[税收净利+利息费用(1-税率)]/总资产 |
| 3.RONA (ROC)=税收净利+利息费用(1-税率)/(权益+举债资金) |
| 4.营业ROA=税收净利+ (利息费用-利息收入)×(1-税率)/(权益+举债资金) |
| 表4-2 Compaq與競爭者之資產報酬率 |
| ROA=税收净利/资产=税后净利/营业收入×营业收入/资产 |
| ROA=税后净利率×资产周转率 |
| ROE=税后净利率×资产周转率×权益乘数 |
| |
| |
| |
| |
| |
| |
| |

assets/equity 就是资产除以股东权益
大意指股东投入的每一分钱最后让公司得到了多少资产
资产由股东权益和负债组成
可想而知 股东即使投入很少的钱 但是通过借大量债使得财务杠杆增高 就可以获得很高的资产 从而使公司的规模看起来很大
但是财务杠杆越高意味着债务相对于偿还能力越高 公司越有财务风险
这个是属于资产负债表分析中的一个比值指标 很多门课程里都有相关内容提到

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...cover cover next page > Cover Business, Management and Finance Small Business; Entrepreneurship title author publisher isbn10 | asin print isbn13 ebook isbn13 language subject publication date lcc ddc subject : : : : : : : Entrepreneurship and Small Business Burns, Paul. 0333914732 9780333914731 9781403917102 : : : : cover next page > file:///Z|/_==%CF%CE%C8%D1%CA==/Entrepreneurship%.../0333914732__gigle.ws/0333914732/files/cover.html [06.10.2009 1:01:58] page_i < previous page page_i next page > page_i next page > Page i Entrepreneurship and Small Business < previous page file:///Z|/_==%CF%CE%C8%D1%CA==/Entrepreneurship%...0333914732__gigle.ws/0333914732/files/page_i.html [06.10.2009 1:02:00] page_ii < previous page page_ii next page > page_ii next page > Page ii < previous page file:///Z|/_==%CF%CE%C8%D1%CA==/Entrepreneurship%2...0333914732__gigle.ws/0333914732/files/page_ii.html [06.10.2009 1:02:00] page_iii < previous page page_iii next page > page_iii next page > Page iii Entrepreneurship and Small Business Paul Burns < previous page file:///Z|/_==%CF%CE%C8%D1%CA==/Entrepreneurship%2...333914732__gigle.ws/0333914732/files/page_iii.html [06.10.2009 1:02:00] page_iv < previous page page_iv next page > Page iv © Paul Burns 2001 All rights reserved. No reproduction, copy or transmission of this publication may be...

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...CHANGING CLOTHES. CHANGING CONVENTIONAL WISDOM. CHANGING THE WORLD. Fast Retailing has the conviction and vision to face the challenge of creating a better world. PARIS Valerie Dassier, Head of E-Commerce and Customer Care, Comptoire des Cottonniers and Princess Tam Tam To become a leader, it’s not enough to do it a little bit better. Great leaders see a different reality. LONDON Kate Pierre, Store Manager, Uniqlo UK We are going to be the number one casual clothes company in the world. And we will look to our managers in the company to take on bigger roles in their local countries and abroad. MOSCOW Aleksandr Kurchatov, Store Manager, Uniqlo Your attitude and your smile go a long way. My philosophy is to give people the chance to smile and they will open up. NEW YORK Jennifer Parker, VP Store Management, Theory, NY More than any other retailer, FR empowers people to be the CEOs of their own four walls. They put the onus on the store manager to change themselves and make it the most important role. SAN FRANCISCO Daisuke Tsukakoshi, Director West Coast, Uniqlo USA In the U.S., the home of casual clothing, competition is fierce. We’ll need people who are willing to play major roles in opening up this effort. SHANGHAI Joanne Lam, Merchandising Director, Uniqlo, Hong Kong and Mainland China I always admired Coco Channel as a kid. She turned around the whole fashion industry of her time. I want to work in a big company that is prepared to make that...

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