デュポン分析
DuPont Analysis / デュポン・アナリシス
DuPont analysis breaks ROE into profit margin, asset turnover, and financial leverage to explain performance.
DuPont analysis decomposes return on equity into three components: net profit margin, asset turnover, and equity multiplier. This breakdown shows whether ROE is driven by profitability, efficiency, or leverage. Managers use it to target improvements and compare peers on the underlying drivers.
Identifies whether to improve margin, asset utilization, or leverage. Highlights risk if ROE is driven mainly by leverage. Supports benchmarking against competitors with different models.
- Identifies whether to improve margin, asset utilization, or leverage.
- Highlights risk if ROE is driven mainly by leverage.
- Supports benchmarking against competitors with different models.
- ROE can be high for very different reasons.
- Leverage-driven ROE carries higher financial risk.
- Margin and turnover often trade off.
- Asset structure changes can shift turnover materially.
- The method links operational levers to financial outcomes.
A retailer’s ROE is 14%, driven by high asset turnover rather than margin. Management focuses on reducing shrink and improving pricing to raise margin without sacrificing turnover. The company achieves a more balanced ROE and reduces reliance on leverage. The team reviews outcomes with stakeholders and updates the plan, which stabilizes results over time.
Compare DuPont Analysis with adjacent concepts before deciding. DuPont Analysis | Current concept | Use when the team needs the primary decision lens Adjacent metric or framework | Supporting lens | Use when the team needs evidence or process detail General vocabulary | Broad explanation | Use only for orientation, not final decision-making
| Metric | Difference | Why read together |
|---|---|---|
| DuPont Analysis | Current concept | Use when the team needs the primary decision lens |
| Adjacent metric or framework | Supporting lens | Use when the team needs evidence or process detail |
| General vocabulary | Broad explanation | Use only for orientation, not final decision-making |
- High ROE always implies superior operations.
- DuPont analysis is purely accounting and not actionable.
- Improving margin alone guarantees better ROE.
When should I use DuPont Analysis?
Use it when the team needs to decide scope, priority, owner, or trade-off, not when it only needs a short definition.
What makes DuPont Analysis useful in practice?
It becomes useful when it is tied to evidence, a decision owner, and a concrete next operating choice.
What should I avoid?
Avoid using the term as a label without clarifying assumptions, boundaries, and how success will be judged.