introduction to the use of return based style analysis of Sharpe (1992) in practice. We demonstrate the importance of selecting the right style benchmarks and how the use of inappropriate style benchmarks may lead to wrong conclusions. When style analysis is applied to sector oriented funds such as healthcare‚ precious metals‚ energy‚ technology‚ etc.‚ the set of benchmarks should include sector or industry indexes. Following Glosten and Jagannathan (1994)‚ Fung and Hsieh (2001)‚ and Agarwal and Naik (2001)
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WHAT IS A BALANCED SCORECARD? A balanced scorecard is a performance-measuring method that focuses on tracking key metrics grouped according to a set of broad performance areas (e.g.‚ internal processes‚ financial performance‚ and customer satisfaction) that constitute a balanced view of the organization. Typically‚ during the strategy-development process‚ senior management defines the organization’s goals and measures progress based on these areas. They then identify four or five key performance
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This research note is restricted to the personal use of toby.reid@hds.com G00258880 IT Key Metrics Data 2014: Key Infrastructure Measures: Storage Analysis: Multiyear Published: 16 December 2013 Analyst(s): Jamie K. Guevara‚ Linda Hall‚ Eric Stegman This research contains high-level storage cost efficiency and support staff productivity ratios for organizations managing operations internally. Information provided was collected between 2009— 2013 from a global audience. Key Findings
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ratio. These ratios were compared over time‚ against its close competitors‚ which are Amazon.com Inc. and Wal-Mart Stores Inc.‚ and against a calculated industry benchmark. Based on our findings‚ we conclude that Indigo is financially healthy. For example‚ current and quick ratios are both higher than its competitors and its industry benchmark. Operating ratio indicated that Indigo is
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meeting the objectives of the business • production‚ improves planning‚ benchmark units • maintenance‚ identifies poor performers and gives them the tools to fix them KEY METRICS One of the keys to make a performance monitor works is to be able to quickly set up the system with metrics that are significant to the plant in question. There must be a template or cookie-cutter approach for setting up your system against a benchmark. Every assessment interval and metric are calculated‚ but not all metrics
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The Six Benchmarking Steps You Need Everyone talks about benchmarking‚ but few know what to do. Learn the six steps in most any benchmarking initiative‚ from building support‚ to designing and improving a plan. Benchmarking‚ step-by-step: Introduction Step One: Select the process and build support Step Two: Determine current performance Step Three: Determine where performance should be Step Four: Determine the performance gap Step Five: Design an action plan Step Six
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program is just a pilot‚ the program has already identified areas of weakness that students need to work on. The 1st-grade teachers have reported that they have seen an improvement in early literacy skills among the students. The results of the benchmarks are analyzed and the data is used to help improve their skills. They receive small group or individual attention to improve their skills. This truly helps more than having the students classified. They are able to reach success in smaller steps
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Returns 2 Market Return 2 Benchmark Returns for Individual Sectors 3 Optimization of Weights 3 Portfolio Performance Measurement 4 Sharpe Portfolio Performance Measure 4 Treynor Portfolio Performance Measure 4 Jensen Portfolio Performance Measure 4 Fama Decomposition 5 Components of Overall Performance 5 Investor’s Risk 5 Manager’s Risk 6 Selectivity 6 Diversification 6 Net Selectivity 6 Decomposition 6 Performance Attribution Analysis 8 Benchmark Portfolio 8 Allocation
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A. Current Ratio: The ability for a company to pay short term obligations is measured by this ratio. In 2011 Company G moved from 1.86 to 1.77. Compared to the 1.9 Home Center Retail Benchmarks industry ratio‚ the numbers are below standards. Current Ratio represents values above 2 quartile industry benchmarks data (1.4 to 2.1). Current Ratio represents a weakness for Company G. B. Acid Test Ratio: Determining the volume of short-term assets to cover immediate liabilities without selling inventory
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Strengths: - Profitability Ratios: Constant growth from 2002-05‚ particularly year 2004 and 2005 with impressive growth in revenue with12.5% and 15.5% respectively‚ much higher than the benchmark just -1.8%. Gross‚ operating and net profit margin were all performing better than the benchmarks. - Management: Co-owner Bob Brown has been brought up to value a strong work ethic‚ which he has obtained through his father since at young age by working for his father at the mill. After
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