Return on Investment (ROI) and Training
Return on Investment (ROI) is the most recognized form of measure used by business to determine the worth of that business. Return on Investment is the analysis of total benefits minus the total cost divided by total cost multiplied by 100 to give you a percentage. This indicator then tells the organization if the investment was worthwhile. Trainers and training department use ROI as a justification for their existence. This paper will look at return on investment and what factors are used in the calculation of ROI by the trainers, training department and the organization, in turn by section, with a conclusion to end.
Trainers’ evaluation using ROI
Trainers need to verify that their students have grasped the training and that the time
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Trainer cost, manuals = 10@ $200= $2000, 3 x10 students= 30 tests @ $50=$150, total cost $2150 budget available $3500. Using the testing information of the 10 students the trainer in conjunction with the metric of students’ pre training performance (50 pieces per-hr.) Organization standard is 100 pieces per- hr.) Production cost is $10 per-hour wages, selling price per piece $20. The 10 students’ pre training was 50 pieces per hour, Organization standard 100 per hour@ $10 per-hour costs $1000 to produce, sells for $20, at 100 per hr. = $2000 - $1000= $1000 x10= $10,000 potential profit, at standard rate. At 50 per hr.at $10 per-hr. cost =$500 sells at $20 = $1000, $1000-$500=$500x10= $5000 potential profit. Post-training had 7 students’ producing 95 pieces per-hour and 3 students’ producing 75 pieces per-hour. The seven (7) students producing 95 pieces at $10 cost = $950, selling at 95x$20 =$1900, $1900-$950=$950 Profit x7 =$6,650. These 7 give the trainer a 95% return on training, the Three (3) producing 75 pieces per hour at $10 = $750
Next I will need to find out the yearly net income from the investment. This will be gross ticket sales minus the total expenses. Deer Valley expects 300 skiers per day for 40 days at $55.00 per ticket, giving us $660,000 in ticket sales. In order to figure the total expenses I need to separate the fixed and variable expenses. Fixed expenses are those that will be there everyday the lodge is open regardless of the number of skiers. The Lodge is open 200 days per year and the cost of running the new lift is $500 per day for the entire 200 days giving us $100,000 in fixed costs. Variable costs are the expenses based on the number of customers. There is an additional $5 expense per skier per day associated with the new lift. If there are 300 skiers multiplied by $5 each multiplied by the 40 days that they are expected to be on the lift, we will have $60,000 in variable expenses. Fixed costs of $100,000 plus the variable costs of $60,000 will give us $160,000 in total expenses. The gross ticket sales of $660,000 minus the total expenses of $160,000 give us a yearly net income of $500,000.
There are two solutions that provide the optimal profit given the current constraints under which JP Molasses operates. Under these conditions, the optimal profit is $63,571. This profit margin is achieved in both cases with revenue of $942,354 and cost of $412,333 for material purchased and $466,450 for fixed and variable costs in processing, for total cost of $878,783.
For sale force, we total spent $250,00 of sales office costs in two cities which is, Paris-EMEA and Shanghai-APAC that we found those two cities both have sufficient market size for our target market. The largest market size is in the Paris-EMEA which can both meet all customers need. In the Paris-EMEA, we hired total 6 people in the Paris-EMEA that 2 people for Support, 2 people for Workhorse and 2 people for Traveler. Be compared with Paris-EMEA, Shanghai-APAC doesn’t have a larger market size, but we still hire 7 people in the Shanghai-APAC, and we let 2 people for Support, 3 people for Workhouse and 2 people for Traveler.
Facilitate and observe the assessors, supporting and advising on progression and development throughout training and assessment activities
The sales director proposed that if the firm were to reduce the price of Item 345 to FF15.00/m, they would be able to increase sales to 175,000 units (or 25% of industry volume). But if they were to keep the price at the current value of FF20.00/m, they would be able to sell not less than 75,000 units (or 11% of industry volume).
Hansen, PJ. (2001). The Preferred Learning Styles of Student Athletic Trainers and Certified Athletic Trainers in NATA District IV and DistrictV. Journal of Athletic Training, 36 (2), 45. Retrieved March 7, 2003, from www.journalofathletictraining.org/jatsupplement/athletic.htm
Even though a myriad of tools and techniques learnt in the Strategic Cost Management and Strategic Business Analysis courses are not fully exploited in this essay, it is generally recognised that those techniques are useful for a corporate to formulate strategy, do strategic planning, control costing and quality, as well as eventually elevate its values, regardless the nature and size of organizations.
The return on Investment (ROI) is important because it describes the rate of return the company was able to...
During the last few years, Harry Davis Industries has been too constrained by the high cost of capital to make many capital investments. Recently, though, capital costs have been declining, and the company has decided to look seriously at a major expansion program that had been proposed by the marketing department. Assume that you are an assistant to Leigh Jones, the financial vice president. Your first task is to estimate Harry Davis’s cost of capital. Jones has provided you with the following data, which she believes may be relevant to your task.
As stated by Connor, (2006). Training needs assessment (TNA) is the first stage of the training process. Training needs are assessed through evaluating performance at the organizational and individual levels, identifying any gaps between the current and the required competencies that might hinder the organization 's progress (O’Connor, 2006 para3).
There are two ways to learn of training needs. The first method takes the proactive approach. An instructional designer goes into the system and searches for problems or potential problems. The goal is to make the system more efficient and ...
...t. This method would allow upper management to see the feedback as well as the success of the program and the improvements that can be made for the next training program. (Noe, 2013)
Fitness trainers deal with many clients each day and each one had different strengths and weaknesses that have to be taken into consideration while planning the class and the routines. They watch for techniques and make workouts based on what people need to improve. By planning and choreographing their own workout and routines, the trainer is more enable to help anyone in need of assistance. Depending on the instructor, he or she may even choose or create their own music for the workout or routine. Some may prefer to use pre-choreographed routines created by other people. Before jumping into any kind of workout, the trainer will most likely demonstrate the exercises that the clients will be required to do. Alternative exercises may be provided for those who cannot keep up or have the skills to do what everyone else is doing. Throughout the classes, the trainer will also monitor the progress that each person makes and base later classes and routines off of how far each person has come. Other than workouts and routines, fitness trainers also help their clients to make better nutritional decisions as well. This may be as simple as planning diets or things to do outside of class. It’s a fitness trainer’s job to give their clients informations and tips on weight loss and lifestyle issues. “They must explain and enforce the safety rules and regulations of the work they will be doing, for the sake of the client’s well-being” (Sports). Because of fitness training being somewhat dangerous, the trainer must take safety precautions as well. Some of these include: first aid, cardiopulmonary resuscitation (CPR), and other thing like that in case something were to
Hansen, D., Mowen, M., & Guan, L., Cost Management: Accounting & Control 6th ed., Mason, Ohio: South-Western
To combat these and other issues that can arise due to a lack of training, the development of a training program will wan...