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<title>Operating margin</title>

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<span id="openzim-page-title" class="mw-page-title-main"><span class="mw-page-title-main">Operating margin</span></span>

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<p>In <a href="Business" title="Business">business</a>, <b>operating margin</b>—also known as <b>operating income margin</b>, <b>operating profit margin</b>, <b>EBIT margin</b> and <b>return on sales</b> (<b>ROS</b>)—is the ratio of <a href="Operating_income" class="mw-redirect" title="Operating income">operating income</a> ("operating profit" in the <a href="United_Kingdom" title="United Kingdom">UK</a>) to <a href="Revenue" title="Revenue">net sales</a>, usually expressed in percent.

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<mtext>Operating margin</mtext>

</mrow>

<mfrac>

<mtext>Operating income</mtext>

<mtext>Revenue</mtext>

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<annotation encoding="application/x-tex">{\displaystyle {\text{Operating margin}}={\frac {\text{Operating income}}{\text{Revenue}}}.}</annotation>

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</math></span><img src="./0307f56c98c3dfee85c780d97897ea1b8ebc5aa3.svg" class="mwe-math-fallback-image-inline mw-invert skin-invert" aria-hidden="true" style="vertical-align: -2.005ex; width:40.384ex; height:5.509ex;" alt="{\displaystyle {\text{Operating margin}}={\frac {\text{Operating income}}{\text{Revenue}}}.}" loading="lazy"></span></dd></dl>

<p><i><a href="Net_profit" class="mw-redirect" title="Net profit">Net profit</a></i> measures the <a href="Profit_(accounting)" title="Profit (accounting)">profitability</a> of ventures after accounting for all costs.<sup id="cite_ref-Marketing_Metrics_1-0" class="reference"><a href="#cite_note-Marketing_Metrics-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup>

</p><p><i>Return on sales (ROS)</i> is net profit as a percentage of sales <a href="Revenue" title="Revenue">revenue</a>. ROS is an indicator of profitability and is often used to compare the profitability of companies and industries of differing sizes. Significantly, ROS does not account for the <a href="Capital_(economics)" title="Capital (economics)">capital</a> (<a href="Investment" title="Investment">investment</a>) used to generate the profit. In a survey of nearly 200 senior marketing managers, 69 percent responded that they found the "return on sales" metric very useful.<sup id="cite_ref-Marketing_Metrics_1-1" class="reference"><a href="#cite_note-Marketing_Metrics-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup>

</p><p>Unlike <a href="EBITDA" class="mw-redirect" title="EBITDA">Earnings before interest, taxes, depreciation, and amortization (EBITDA)</a> margin, operating margin takes into account depreciation and amortization expenses. <sup id="cite_ref-Marketing_Metrics_1-2" class="reference"><a href="#cite_note-Marketing_Metrics-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup> {NNP = GNP- depreciation /GNP = GDP- depreciation

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<div class="mw-heading mw-heading2"><h2 id="Purpose">Purpose</h2></div>

<p>These financial metrics measure levels and rates of <a href="Profit_(accounting)" title="Profit (accounting)">profitability</a>. Probably the most common way to determine the successfulness of a company is to look at the <a href="Net_profit" class="mw-redirect" title="Net profit">net profits</a> of the business. Companies are collections of projects and markets, individual areas can be judged on how successful they are at adding to the corporate net profit. Not all projects are of equal size, however, and one way to adjust for size is to divide the profit by sales <a href="Revenue" title="Revenue">revenue</a>. The resulting ratio is return on sales (ROS), the percentage of sales revenue that gets 'returned' to the company as net profits after all the related costs of the activity are deducted.<sup id="cite_ref-Marketing_Metrics_1-3" class="reference"><a href="#cite_note-Marketing_Metrics-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup>

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<div class="mw-heading mw-heading2"><h2 id="Construction">Construction</h2></div>

<p>Net profit measures the fundamental profitability of the business. It is the revenues of the activity less the costs of the activity. The main complication is in more complex businesses when overhead needs to be allocated across divisions of the company. Almost by definition, overheads are costs that cannot be directly tied to any specific product or division. The classic example would be the cost of headquarters staff.<sup id="cite_ref-Marketing_Metrics_1-4" class="reference"><a href="#cite_note-Marketing_Metrics-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup>

</p><p><i><b>Net</b> <b>profit</b>: To calculate net profit for a unit (such as a company or division), subtract all costs, including a fair share of total corporate overheads, from the gross revenues.<sup id="cite_ref-Marketing_Metrics_1-5" class="reference"><a href="#cite_note-Marketing_Metrics-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup></i>

<mtext>Net profit</mtext>

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<mtext>Sales revenue</mtext>

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<mtext>Total costs</mtext>

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<annotation encoding="application/x-tex">{\displaystyle {\text{Net profit}}\ (\$)={\text{Sales revenue}}\ (\$)-{\text{Total costs}}\ (\$)}</annotation>

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</p><p><i><b>Return on sales (ROS):</b> Net profit as a percentage of sales revenue</i>.<sup id="cite_ref-Marketing_Metrics_1-6" class="reference"><a href="#cite_note-Marketing_Metrics-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup>

<mtext>Return on sales</mtext>

</mrow>

<mfrac>

<mrow>

<mtext>Net profit</mtext>

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</mrow>

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<mtext>Sales revenue</mtext>

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</mfrac>

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<annotation encoding="application/x-tex">{\displaystyle {\text{Return on sales}}\ (\%)={\frac {{\text{Net profit}}\ (\$)}{{\text{Sales revenue}}\ (\$)}}}</annotation>

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</math></span></span>

</p><p><a href="EBITDA" class="mw-redirect" title="EBITDA">Earnings Before Interest, Taxes, Depreciation, and Amortization (EBITDA)</a> is a very popular measure of financial performance. It is used to assess the 'operating' profit of the business. It is a rough way of calculating how much cash the business is generating and is even sometimes called the 'operating cash flow'. It can be useful because it removes factors that change the view of performance depending upon the accounting and financing policies of the business. Supporters argue it reduces management's ability to change the profits they report by their choice of accounting rules and the way they generate financial backing for the company. This metric excludes from consideration expenses related to decisions such as how to finance the business (debt or equity) and over what period they depreciate fixed assets. EBITDA is typically closer to actual cash flow than is <a href="NOPAT" class="mw-redirect" title="NOPAT">NOPAT</a>. ... EBITDA can be calculated by adding back the costs of interest, depreciation, and amortization charges and any taxes incurred.<sup id="cite_ref-Marketing_Metrics_1-7" class="reference"><a href="#cite_note-Marketing_Metrics-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup>

<mtext>EBITDA</mtext>

</mrow>

<mtext>Net profit</mtext>

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<mtext>Interest Payments</mtext>

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<mtext>Taxes Incurred</mtext>

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<mtext>Depreciation and Amortization Charges</mtext>

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<annotation encoding="application/x-tex">{\displaystyle {\text{EBITDA}}\ (\$)={\text{Net profit}}\ (\$)+{\text{Interest Payments}}\ (\$)+{\text{Taxes Incurred}}\ (\$)+{\text{Depreciation and Amortization Charges}}\ (\$)}</annotation>

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</math></span></span><b>Example: The Coca-Cola Company</b><sup id="cite_ref-2" class="reference"><a href="#cite_note-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup>

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<caption>Consolidated Statements of Income <style data-mw-deduplicate="TemplateStyles:r886047488">

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</style><span class="nobold">(In millions)<br>(Relevant figures in italics)</span>

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<th scope="row"><i>Net Operating Revenues</i>

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<th scope="row"><a href="Gross_Profit" class="mw-redirect" title="Gross Profit">Gross Profit</a>

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<td>$15,924

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<th scope="row"><i><a href="Operating_Income" class="mw-redirect" title="Operating Income">Operating Income</a></i>

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<th scope="row">Income Before Income Taxes

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<td>$6,578

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<th scope="row"><a href="Net_Income" class="mw-redirect" title="Net Income">Net Income</a>

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<td>$5,080

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<mtext>Operating margin</mtext>

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<annotation encoding="application/x-tex">{\displaystyle {\text{Operating margin}}={\tfrac {6,318}{20,088}}={\underline {\underline {31.45\%}}}}</annotation>

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</p><p>It is a measurement of what proportion of a company's revenue is left over, before taxes and other indirect costs (such as rent, bonus, interest, <i>etc</i>.), after paying for variable costs of production as wages, raw materials, <i>etc</i>. A good operating margin is needed for a company to be able to pay for its fixed costs, such as interest on debt. A higher operating margin means that the company has less financial risk.

</p><p>Operating margin can be considered total revenue from product sales less all costs before adjustment for taxes, dividends to shareholders, and interest on debt.

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<ul><li><a href="Efficiency_ratio" title="Efficiency ratio">Efficiency ratio</a></li>

<li><a href="Incremental_operating_margin" title="Incremental operating margin">Incremental operating margin</a></li>

<li><a href="Profit_margin" title="Profit margin">Profit margin</a></li></ul>

<div class="mw-heading mw-heading2"><h2 id="References">References</h2></div>

<ul><li>Farris, Paul W.; Neil T. Bendle; Phillip E. Pfeifer; David J. Reibstein (2010). <i>Marketing Metrics: The Definitive Guide to Measuring Marketing Performance.</i></li></ul>

<li id="cite_note-Marketing_Metrics-1"><span class="mw-cite-backlink">^ <a href="#cite_ref-Marketing_Metrics_1-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Marketing_Metrics_1-1"><sup><i><b>b</b></i></sup></a> <a href="#cite_ref-Marketing_Metrics_1-2"><sup><i><b>c</b></i></sup></a> <a href="#cite_ref-Marketing_Metrics_1-3"><sup><i><b>d</b></i></sup></a> <a href="#cite_ref-Marketing_Metrics_1-4"><sup><i><b>e</b></i></sup></a> <a href="#cite_ref-Marketing_Metrics_1-5"><sup><i><b>f</b></i></sup></a> <a href="#cite_ref-Marketing_Metrics_1-6"><sup><i><b>g</b></i></sup></a> <a href="#cite_ref-Marketing_Metrics_1-7"><sup><i><b>h</b></i></sup></a></span> <span class="reference-text">Farris, Paul W.; Neil T. Bendle; Phillip E. Pfeifer; David J. Reibstein (2010). <i>Marketing Metrics: The Definitive Guide to Measuring Marketing Performance.</i> Upper Saddle River, New Jersey: Pearson Education, Inc. <style data-mw-deduplicate="TemplateStyles:r1238218222">

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</style><a href="ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <bdi>0137058292</bdi>. The <a href="Marketing_Accountability_Standards_Board_(MASB)" class="mw-redirect" title="Marketing Accountability Standards Board (MASB)">Marketing Accountability Standards Board (MASB)</a> endorses the definitions, purposes, and constructs of classes of measures that appear in <i>Marketing Metrics</i> as part of its ongoing <a rel="nofollow" class="external text" href="http://www.themasb.org/common-language-project/">Common Language: Marketing Activities and Metrics Project</a> <a rel="nofollow" class="external text" href="https://web.archive.org/web/20130212100753/http://www.themasb.org/common-language-project/">Archived</a> 2013-02-12 at the <a href="Wayback_Machine" title="Wayback Machine">Wayback Machine</a>.</span>

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<li id="cite_note-2"><span class="mw-cite-backlink"><b><a href="#cite_ref-2">^</a></b></span> <span class="reference-text">The Coca Cola Company Form 10-K SEC Filing 2006, p 67</span>

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This article is issued from <a class="external text" title="Last edited on 2024-08-10" href="https://en.wikipedia.org/wiki/?title=Operating_margin&oldid=1239624735">Wikipedia</a>. The text is available under <a class="external text" href="https://creativecommons.org/licenses/by-sa/4.0/deed.en">Creative Commons Attribution-Share Alike 4.0</a> unless otherwise noted. Additional terms may apply for the media files.

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