The chief executive officer of a multinational consumer goods corporation handed down an edict: he won’t approve any project unless the proponent presents a justifiable return on investment (ROI). Whether it be an investment in new facilities, hiring of additional staff, or a promotion of a new product, the CEO won’t let an undertaking push through unless the ROI is attractive, i.e., the benefits outweigh what the company would get back in interest if money for the project was saved in the bank.
The CEO’s edict forced managers to carefully study their initiatives before bringing them up for approval. But it did also lead to managers hesitating to suggest improvements in which they couldn’t outright determine the ROI. Engineers didn’t replace machines even though they were often breaking down; some departments stuck with their head counts despite heavier workloads; and logistics managers squeezed as many items as they could into warehouses even if storage was already beyond capacity.
Should everything we decide on be based on ROI?
The CEO of the multinational consumer goods corporation argued that if a manager couldn’t compute a justifiable ROI for any proposed undertaking, it’s because:
- The manager wasn’t thorough enough in quantifying the benefits of his proposal, or;
- There actually are no worthy benefits from the proposal to speak of, or;
- The manager’s proposal is not feasible in the first place.
Computing the ROI can necessitate some study from different angles.
Take the following case for example:
Transportation managers of a logistics enterprise studied whether they should repair an old delivery truck or replace it with a new one.
The cost to buy a new truck was $USD 25,000. Estimated life is five (5) years.
The cost to overhaul the old truck and extend its life for another five (5) years was $USD 2,000.
Estimated annual expenses for operating the new truck or the old truck for the next five years were as follows:
New Truck Expenses ($USD) | |
Fuel | 2,400 |
Tires & Battery | 400 |
Maintenance | 800 |
Yearly Total Expense | 3,600 |
Old Truck Expenses | |
Fuel | 4,800 |
Tires & Battery | 600 |
Maintenance | 2,000 |
Yearly Total Expense | 7,400 |
Sticking with the old truck would incur higher expenses totalling $USD 7,400 per annum. Buying a new truck would cost $USD 3,600 per annum and would save the enterprise $USD 3,800 [7,400 – 3,600] annually or $USD 19,000 in five (5) years.
The savings of $USD 19,000, however, would hardly justify the cash outlay of $USD 25,000 for the new truck as the enterprise wouldn’t get its money back within the truck’s five-year life. The ROI is 15% ($USD 3,800 divided by $USD 25,000) but it doesn’t hurdle the annual depreciation of $USD 5,000 (the accounting expense of the new truck’s reduction in purchased value over five [5] years).
Even if the transportation managers argued that they could still operate the new truck beyond five (5) years, expenses would still end up equal to that of the old truck by that time, as the new truck would already be considered old.
There is, however, another quantifiable benefit to having a new truck versus an old one.
A new truck would have less downtime from maintenance and breakdowns, and because it’s brand new, would be available for more trips a week. A new truck could provide 50% more trips a year than the old one, such that it can add more income than if the enterprise stuck with the old truck:
New Truck Income ($USD) | |
Gross Receipts @$USD 80/trip; @375 trips/year | 30,000 |
Expense | |
Fuel | 3,600 |
Tires & Battery | 600 |
Maintenance | 1,200 |
Sub-Total Expense | 5,400 |
Net Income Per Year | 24,600 |
Old Truck Income ($USD) | |
Gross Receipts @$USD 80/trip; @250 trips/year | 20,000 |
Expense | |
Fuel | 4,800 |
Tires & Battery | 600 |
Maintenance | 2,000 |
Sub-Total Expense | 7,400 |
Net Income Per Year | 12,600 |
A new truck would add $USD 12,000 ($USD 24,600 – $USD 12,600) in net income annually. Cashflow from the new truck’s income would return its investment in a little more than two (2) years. ROI computed would be 48% [straight line of dividing 12,000 by 25,000].
The transportation managers would need to commit that they’d use a new truck for more trips and earn additional income than with an older truck. At least, the transportation managers should confidently tell their superiors that a new truck is worth one-and-a-half times more in delivery capacity than that of the older truck.
The lesson from this case of the new truck versus an old truck is that we shouldn’t limit our decision-making to the ROI from cost savings. We should consider other benefits such as what could be gained from the opportunity of additional income.
We also should not solely rely on ROI when it comes to projects that deal with risk.
In 1997, the Manila Water Company, was granted as concessionaire to supply water to Eastern side of Metropolitan Manila, Philippines, which included the neighbourhood where I lived. MWC had upped the water pressure and improved service as soon as they came on board and almost overnight, I and my neighbours no longer needed to pump & store water in 30-foot-high water tanks which we previously used when water supply was not dependable.
As MWC provided strong water supply & pressure continuously, many of my neighbours dismantled their tanks, pumps, & cisterns as a result.
But we in my family’s household didn’t; we continued to maintain our water tank & pumps even though we hardly used them.
In March 2019, MWC abruptly cut water supply for up to 20 hours a day, citing critically low water levels at reservoirs. Taps ran dry and people in my neighbourhood desperately sought water for their basic needs. They queued up to wait for water trucks that sometimes never arrived or bought bottled water from vendors, if they could find anyone selling in the first place. Despite assurances from MWC that service would normalise, the water service cut-off would last for more than two (2) weeks. People couldn’t go to work or even sleep as they had to look for water to meet their daily needs.
But at my residence, we had no problems thanks to the stored water in our tanks. We had enough water to last at least five (5) days. And we replenished our tanks when MWC did supply water even if it was only available for very few hours a day.
We avoided the nightmare of disruption to our daily lives, as we continued with our businesses and even shared some of our water with friends and employees.
From 1997 to 2019, I religiously maintained my residence’s tank & pumps. It did cost me money and time as I sometimes had to ask a plumber to replace older pumps or repair rusty pipes & valves.
There was no reward, no financial return, for my efforts to upkeep our water tanks and corresponding plumbing while my neighbours enjoyed MWC’s continuous water supply. But it all paid off that fateful month of March 2019, as I and my family avoided the inconveniences from MWC’s sudden & disastrous water interruption.
The purpose of investing in tanks & plumbing was to counter the risk of experiencing no MWC service at any given time. An ROI computation would show it wouldn’t have been worth the investment but it turned out the opposite if we consider the avoidance of disruption.
Enterprises exist to make money and ROI is a key measure in determining whether we will from the decisions we make. But as much as it is an important economic parameter, ROI should not solely be the deciding factor especially when we are taking advantage of opportunities or when we are mitigating risk from possible adversity.
We shouldn’t ignore the potential benefits which we wouldn’t be able to quantify an ROI from, especially when we are betting on opportunities or hedging against adversities.