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| Born | Esther Driver du Pont January 21, 1908 |
|---|---|
| Died | March 24, 1984 Jupiter Island, Florida |
| Occupation | Philanthropist Racehorse owner/breeder |
| Spouse(s) | Campbell Weir (1928-1939); John R.H. Thouron (1953–1984) |
| Parent(s) | Lammot du Pont II Natalie Driver Wilson |
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Esther Driver du Pont, Lady Thouron (January 21, 1908 – March 24, 1984) was an American horse breeder and philanthropist who created the Thouron Award with her husband, Sir John R.H. Thouron KBE.
Biography[edit]
Born in Wilmington, Delaware, she was a member of the wealthy Du Pont family, one of eight children born to Lammot du Pont II and Natalie Driver Wilson.
From 1928 to 1939, she was married to Campbell Weir.[1] In 1953, she married for a second time to John Rupert Hunt Thouron, a native of Cookham in Berkshire, England. In 1960, they established the Thouron Scholars Program of student exchanges between the University of Pennsylvania and leading universities in the United Kingdom. In 1967, she received an Honorary Doctorate in Humane Letters from the University of Pennsylvania in recognition of her work.
Thoroughbred horse racing[edit]
Esther du Pont and her husband owned a large estate near Unionville, Chester County, Pennsylvania they called 'Doe Run.' Like other du Pont family members such as William duPont, Jr., Allaire du Pont, Marion duPont Scott, Jane du Pont Lunger, and Alice du Pont Mills, Esther du Pont too became a fan of thoroughbredhorse racing. She bred and raced a number of horses for both flat racing and steeplechase events. In 1944, her horse Burma Road won the most prestigious steeplechase race in the United States, the American Grand National and in flat racing, her colt Royal Vale won the 1953 Massachusetts Handicap.
Esther du Pont Thouron helped build the clinic and hospital at the University of Pennsylvania School of Veterinary Medicine's New Bolton Center. In 1966, her contribution to the industry was recognized by the Thoroughbred Owners and Breeders Association who awarded her its Lady's Sportsmanship Award.
Death[edit]
Esther du Pont Thouron died at her winter home in Florida on March 24, 1984, at age 76.[2]
References[edit]
- ^'Daughter of DuPont Divorces Former Clerk'. The Spokesman-Review. Associated Press. November 4, 1939.
- ^Jeffrey Goldberg (March 26, 1984). 'Thouron Founder Dies at 76'(PDF). The Daily Pennsylvanian. University of Pennsylvania. Retrieved January 20, 2015.
External links[edit]
Breaking return on invested capital (ROIC) into NOPAT Margin and Average Invested Capital Turns provides insights into the operating vs. capital efficiency of businesses, aka DuPont Analysis.
NOPAT/Revenue is the NOPAT Margin, which measures the operating efficiency of businesses. Revenue/Average Invested Capital equals Average Invested Capital Turns, which measure the capital efficiency of businesses.
When you multiply the NOPAT Margin by Invested Capital Turns, Revenue cancels out, and we have NOPAT/Average Invested Capital or ROIC.
Clients get access to the ROIC Drivers for every stock in their portfolios with us.
Companieswith similar ROICs can have very different business models and only byanalyzing NOPAT margin and invested capital turns can we determine where theremay be the most opportunity for improvement.
Analyzing EfficiencyDifferences Between Two Industries
Figure1 shows that Lowe’s Corporation (LOW) and Simon Property Group (SPG), two firmsin different industries, have the same 12% ROIC. How they generate that ROIC isvastly different.
Figure 1: Business Efficiency Across Industries: SPG vs. LOW - TTM as of September 16, 2019
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Sources:New Constructs, LLC and company filings
SPGis a real estate investment trust that owns mall and outlet mall propertiesacross the country. Lowe’s is a retailer selling home-improvement products toconsumers.
SPGinvests heavily in property, such as shopping, dining, entertainment, andmixed-use buildings. This business model focuses on exacting rents from itscapital. Lowe’s Corporation, on the other hand, focuses on selling goodsconsumers.
PerFigure 1, SPG is much less efficient at converting invested capital intorevenue, per its 0.2 average invested capital turns compared to 2.1 for LOW. Inother words, SPG generates $0.20 of revenue for every $1 of capital investedinto its business. LOW generates $2.1 of revenue for every $1 invested into itsbusiness.
Accordingly, despite similar levels of invested capital ($28.5 billion for SPG vs. $32.7 billion for LOW), SPG generated just $5.7 billion in revenue over the trailing twelve month (TTM) period while LOW generated upwards of $71.8 billion.
WhileSPG is much less capital efficient, it is much more operationally efficient andboasts a much higher NOPAT margin (61%). Per Figure 1, we see that SPG converts60% of its revenue into NOPAT, compared to just 6% for LOW. This discrepancymeans that despite generating 92% less revenue than LOW, SPG generated just 13%less NOPAT over the TTM period.
BecauseSPG collects rents from the same assets over many years, it needs highermargins to achieve a high ROIC. Lowe’s, on the other hand, is competing withmany other retailers, largely on price, such as The Home Depot (HD), Walmart(WMT) and even Amazon (AMZN); so it needs to achieve higher capital turns toearn a high ROIC.
ROIC Drivers ProvideInsights Within the Same Industry
PerFigure 2, Yum China Holdings (YUMC) and McDonald’s Corporation (MCD), both fastfood giants, have similar ROICs but vastly different NOPAT margin and investedcapital turns.
Figure 2: Business Efficiency in the Same Industry: YUMC vs. MCD – TTM as of September 16, 2019
/dotdash_Final_DuPont_Analysis_Aug_2020-01-254eeb707b3e4ebc9527e054caa914a2.jpg "Dupont")
Sources: New Constructs, LLC and companyfilings
YumChina generates $1.70 of revenue per $1 of capital invested into its businesswhile McDonald’s generates less than one-third, or $0.50 of revenue per $1 ofinvested capital.
Onthe other hand, McDonald’s, with its global brand and supply chain efficiency, convertsan impressive 33% of its revenue into NOPAT compared to just 9% for Yum China.
YumChina is much more capital efficient while McDonald’s is more operationallyefficient. These businesses are far more different than they seem when justlooking at ROIC.
We provide our clients with the drivers of ROIC as well as all the adjustments we make to calculate the most accurate NOPAT and Invested Capital for every stock, ETF and mutual fund we cover.
Drivers Duty Hours
Whatever the level of ROIC, investors benefitfrom (1) an accurate measure of ROIC and (2) knowing the drivers of ROIC.
Figure 3 comes from our detailed reports on the importance of ROIC to valuation. Nearly every single activity within a for-profit business can be linked back to ROIC and free cash flow. We believe investors deserve to know how businesses work, which means how they make money. Whenever executives claim there is strategic “value” in any of their decisions, they should show investors exactly how that value is created. Figure 3 provides a road map for showing how value is created in a company.
Figure 3: How Businesses Create Value
Sources: New Constructs, LLC and companyfilings
Our models and calculations are 100% transparent because we want our clients to know how much work we do to ensure we give them the best earnings quality and valuation models in the business.
This article originally published on September 16, 2019.
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Disclosure: David Trainer and Kyle Guske II receive no compensation to write about any specific stock, sector, style, or theme.
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