Return On Investment Calculation Research Articles

KERAGAAN AGROINDUSTRI KERUPUK UDANG DI KECAMATANKWANYAR KABUPATEN BANGKALAN

ABSTRACT This research was conducted in the village of West Kwanyar, Kwanyar District, Bangkalan. The purpose of this study was to determine the performance and financial feasibility of agro-industries of prawn cracker. The sampling method in this study use a purposive technique that is implemented in the West Kwanyar Village, Kwanyar District. The analysis used was a qualitative descriptive analysis to determine the performance profile agro prawn crackers, while the agro-industry analysis of the financial feasibility of prawn crackers use quantitative descriptive analysis is the calculation of BEP, R/C ratio and ROI. The technique of data collected by through observation, questionnaires, interviews, literature study and documentation. Based on research result shows that the performance profile of agro-industrial scale prawn crackers is a household that is using the loan capital as initial capital to start a business, yet have a business license so that the market is still in the vicinity of Sub Kwanyar by using two channels, the first manufacturer to distributor and then to the consumer and finally manufacturer to market directly to consumers. Is financially feasible to develop agro-industry that is obtained from the calculation of cost and revenue analysis, analysis of BEP (Break Even Point), R/C Ratio (Revenue Cost Ratio) and ROI (Return on Investment). Keywords: the performance, agro-industry, financial feasibility

A Study on Return on Investment of Training Programme in a Government Enterprise in India

Return on investment (ROI) has become one of the most challenging and intriguing issues facing the human resources development (HRD) and performance improvement fields. With ROI, decision makers evaluate investments by comparing the magnitude and timing of expected gains to the magnitude and timing of investment costs. A good ROI means that investment returns compare favourably to investment costs. This study is aimed at testing the feasibility of a Return on Investment (ROI) model in the context of a training programme in the Indian Oil Corporation (IOC), a government organization, to see whether the success of a training programme can be measured more accurately in monetary terms. It is meant to enable the management to understand the direct impact on the business bottom-line as a causal effect of the training imparted and to decide whether to continue or discontinue the programmes. IOC conducted in-house training programmes in 2004 which included a blend of behavioural and functional training. The programmes conducted at this organization were evaluated using the most comprehensive evaluation models and discussed in terms of return on investment. The two programmes chosen for the study were: The Threshold Programme and the Excellence in Project Management, each having 30 participants. The ROI analysis plan document captures information on several key issues necessary to develop the actual ROI calculation: Significant data items The method for isolating the effects of the training and education programme The method for converting data into monetary values The cost categories, noting how certain costs should be prorated The anticipated intangible benefits The communication targets to receive the information Other issues or events that might influence programme implementation. With a proper planning around a proven framework, realistic evaluation targets, and shared responsibilities for major steps, the ROI process can be implemented in a costeffective, systemic manner and can assist the resource-constrained training function to reap financial benefits that leaders understand and have come to expect. It is now strategically imperative that training be conducted with the clear understanding that if people are truly the organization�s greatest asset, then training is beyond doubt, the greatest investment and must hence be utilized wisely.

Assessing Differences Between Physicians’ Realized and Anticipated Gains from Electronic Health Record Adoption

Return on investment (ROI) concerns related to Electronic Health Records (EHRs) are a major barrier to the technology's adoption. Physicians generally rely upon early adopters to vet new technologies prior to putting them into widespread use. Therefore, early adopters' experiences with EHRs play a major role in determining future adoption patterns. The paper's purposes are: (1) to map the EHR value streams that define the ROI calculation; and (2) to compare Current Users' and Intended Adopters' perceived value streams to identify similarities, differences and governing constructs. Primary data was collected by the Texas Medical Association, which surveyed 1,772 physicians on their use and perceptions of practice gains from EHR adoption. Using Bayesian Belief Network Modeling, value streams are constructed for both current EHR users and Intended Adopters. Current Users and Intended Adopters differ significantly in their perceptions of the EHR value stream. Intended Adopters' value stream displays complex relationships among the potential gains compared to the simpler, linear relationship that Current Users identified. The Current Users identify "Reduced Medical Records Costs" as the gain that governs the value stream while Intended Adopters believe "Reduced Charge Capture Costs" define the value stream's starting point. Current Users' versus Intended Adopters' assessments of EHR benefits differ significantly and qualitatively from one another.

Financial Impact of Emergency Department Ultrasound

There is limited information on the financial implications of an emergency department ultrasound (ED US) program. The authors sought to perform a fiscal analysis of an integrated ED US program. A retrospective review of billing data was performed for fiscal year (FY) 2007 for an urban academic ED with an ED US program. The ED had an annual census of 80,000 visits and 1,101 ED trauma activations. The ED is a core teaching site for a 4-year emergency medicine (EM) residency, has 35 faculty members, and has 24-hour availability of all radiology services including formal US. ED US is utilized as part of evaluation of all trauma activations and for ED procedures. As actual billing charges and reimbursement rates are institution-specific and proprietary information, relative value units (RVUs) and reimbursement based on the Centers for Medicare & Medicaid Services (CMS) 2007 fee schedule (adjusted for fixed diagnosis-related group [DRG] payments and bad debt) was used to determine revenue generated from ED US. To estimate potential volume, assumptions were made on improvement in documentation rate for diagnostic scans (current documentation rates based on billed volume versus diagnostic studies in diagnostic image database), with no improvements assumed for procedural ED US. Expenses consist of three components-capital costs, training costs, and ongoing operational costs-and were determined by institutional experience. Training costs were considered sunken expenses by this institution and were thus not included in the original return on investment (ROI) calculation, although for this article a second ROI calculation was done with training cost estimates included. For the purposes of analysis, certain key assumptions were made. We utilized a collection rate of 45% and hospitalization rates (used to adjust for fixed DRG payments) of 33% for all diagnostic scans, 100% for vascular access, and 10% for needle placement. An optimal documentation rate of 95% was used to estimate potential revenue. In FY 2007, 486 limited echo exams of abdomen (current procedural terminology [CPT] 76705) and 480 limited echo cardiac exams were performed (CPT 93308) while there were 78 exams for US-guided vascular access (CPT 76937) and 36 US-guided needle placements when performing paracentesis, thoracentesis, or location of abscess for drainage (CPT 76492). Applying the 2007 CMS fee schedule and above assumptions, the revenue generated was 578 RVUs and $35,541 ($12,934 in professional physician fees and $22,607 in facility fees). Assuming optimal documentation rates for diagnostic ED US scans, ED US could have generated 1,487 RVUs and $94,593 ($33,953 in professional physician fees and $60,640 in facility fees). Program expenses include an initial capital expense (estimated at $120,000 for two US machines) and ongoing operational costs ($68,640 per year to cover image quality assurance review, continuing education, and program maintenance). Based on current revenue, there would be an annual operating loss, and thus an ROI cannot be calculated. However, if potential revenue is achieved, the annual operating income will be $22,846 per year with an ROI of 4.9 years to break even with initial investment. Determining an ROI is a required procedure for any business plan for establishing an ED US program. Our analysis demonstrates that an ED US program that captures charges for trauma and procedural US and achieves the potential billing volume breaks even in less than 5 years, at which point it would generate a positive margin.

A preliminary evaluation of executive coaching: Does executive coaching work for candidates on a high potential development scheme?

Objectives:This paper describes a preliminary attempt to evaluate executive coaching for 10 members who are on a High Potential Development Scheme within the Ministry of Defence (MoD).Design:A multi-method approach was taken which comprised the use of questionnaires to survey scheme member’s perceptions, a Return on Investment (ROI) study and a follow-up of members to determine their success in gaining promotion.Results:The analysis showed that all 10 who had been coached rated their experience positively. All rated their own progress within the Development Scheme as High and in particular they perceived it was their leadership skills that had benefited. A preliminary ROI calculation also indicated that the benefits exceeded the costs. Other benefits included promotion, broader leadership skills, and skills transfer within the MoD.Conclusions:The results indicate that within the context of the Development Scheme coaching provides a potential financial ROI. The findings also show that coaching impacts positively on scheme members such that they are highly committed to demonstrating and exhibiting leadership behaviours and that there is some evidence of a broader impact on the Department as a whole with generalised skills transfer.

Impacts of Radio Frequency Identification technology on logistics performance in agile supply chain

Radio Frequency Identification (RFID) is a latest breakthrough technology that can be applied to significantly enhance Supply Chain Management. Seeking to maximise its potential applicability, this paper examines in detail the implementation of RFID in intra-organisational logistics operations and how the formation of 'RFID islands' can facilitate the incorporations of this new technology into a supply chain network system. This paper first examines how an automated RFID system allows firms to achieve high level of inventory visibility and information transparency which leads to system responsiveness and agility. Logistics efficiencies improved by RFID technology and necessary costs are then critically assessed. The research proceeds to develop a method to operationalise RFID's Return on Investment (ROI), and then incorporates the ROI calculation into a RFID roadmap toward a large scale, Business-to-Business implementation. It concludes that substantial efficiencies, strong scale economies and strategic planning for the RFID systems can help firms to harvest competitiveness in innovative supply chain operations and logistics performance enhancement.

Why pharmaceutical marketers must measure return on investment to ensure profitable eDetailing campaigns

All types of pharmaceutical marketing should be subject to careful analysis of costs and financial return. eDetailing, although a relatively new marketing method, must not be treated differently from any other off- or on-line marketing activity and the return on investment (ROI) of an eDetailing programme is essential to ensure success. Pharmaceuticals marketers must avoid the temptation of using past marketing plans and adapting them without taking into account the wider picture. So far, the limited number of studies into the impact of eDetailing have produced positive results. This paper discusses the issues around ROI in relation to eDetailing in particular, what should be considered, which metrics to use and expected results. This is supported by an example of an ROI calculation and a number of detailed case studies that illustrate the successful nature of eDetailing.

The Impact of Electronic Claims Submission on Cash Flow in a Private Practice

The Impact of Electronic Claims Submission on Cash Flow in a Private Practice