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KEY PERFORMANCE INDICATOR

Submitted by: Abdul Qayoom

(09-2647)

Submitted to: Sir Imtiaz

Program:
BACHELORS OF BUSINESS ADMINISTRATION PROGRAM

National University of Computer & Emerging Science Management Science Department, 2

Acknowledgement

First of all, I would like to Thanks to Allah for providing me the potency, courage and skills to learn, and acquire the knowledge and the ability to accept and meet the challenges. And also I would like to express my sincere gratitude to my supervisor Sir Imtiaz Ahmed. Then thanks to those who have helped in performing this project especially my friends and family. I hope this project will be beneficial for the students of MIS. Once again I would like to thank all those who have been involved directly or indirectly in this project.

LETTER OF TRANSMITTAL
To: From: Date: Sir Imtiaz Ahmed Abdul Qayoom March 26, 2012

Subject: Measure the Performance of Kroger Company All praises and thanks are for Almighty ALLAH Who is the source of all knowledge and wisdom endowed to mankind and to the humanity as a whole. Behind, every project is a vision and in order to complete a successful project we must have a determination to complete that vision. We would like to say the words of appreciation to our course instructor Sir Imtiaz Ahmed for motivating us for going towards that vision and his abilities to turn that vision into reality. The encouragement and assistance of our parents and friends are gratefully acknowledged. We are extremely indebted to the individuals who supplied us with ample help, guidance and information without which this report would never have been completed. We regret if we have forgotten to mention anyone concerned.

Karachi, Campus

Contents
Executive Summary....................................................................................................................................... 6 Company History........................................................................................................................................... 7 Financial Ratios ............................................................................................................................................. 9 For Kroger Co and CVS Caremark.............................................................................................................. 9 Human Resource Ratios .............................................................................................................................. 16 Interpretations for Human Resource Ratios ........................................................................................... 17 Marketing Ratios ......................................................................................................................................... 18 Interpretations for Marketing Ratios ...................................................................................................... 19 Supply Chain Ratios ..................................................................................................................................... 20 Interpretations for Supply Chain Ratios.................................................................................................. 21 Balance Sheet.............................................................................................................................................. 22 Income Statement ...................................................................................................................................... 23 Bibliography ................................................................................................................................................ 25

Executive Summary
The report includes the balanced scorecard for Kroger Co. which includes Marketing metrics, HR Metrics, Financial Metrics and Supply Chain Metrics. These metrics are used to calculate different ratios for different departments for an organization. The Kroger Co. is an American retail supermarket chain founded by Bernard Kroger in 1883 in Cincinnati, Ohio. It reported US$ 8.2 billion in sales during fiscal year 2011. It is the country's largest grocery store chain and its second-largest grocery retailer by volume and second-place general retailer in the country, with Wal-Mart being the largest. Kroger Company operates through supermarkets, convenience stores and jewelry stores with the main revenue generator are supermarkets.

Company History
The Kroger Co. operates grocery retail stores under the following banners: Supermarkets - Kroger, Ralphs, Dillons, Smith's, King Soopers, Fry's, QFC, City Market, Owen's, Jay C, Pay Less, Baker's, Gerbes, Scott's Food & Pharmacy Multi-department stores - Fred Meyer Dillons Marketplace, Fry's Marketplace, Kroger Marketplace, Smith's Marketplace Price-impact warehouse stores - Food 4 Less, Foods Co

Kroger operates its grocery retail stores in the following four formats: Supermarkets Multi-department stores Price-impact warehouse stores Marketplace stores

Supermarkets
The combination food and drug store is Kroger's primary supermarket format. These stores are able to earn a return above the cost of capital by drawing customers from a 2 - 2.5 mile radius. Although considered "neighborhood stores" - in terms of size, shopping experience, and travel time - they are large enough to offer the high-margin specialty departments that customers desire. Specialty departments include: whole health sections, pharmacies, pet centers and worldclass perishables, such as fresh seafood and organic produce.

Multi-department stores Fred Meyer - Operated successfully by Fred Meyer since 1922, the multi-department store is a
unique one-stop shopping experience. Fred Meyer is the nation's third-largest supercenter operator. Stores average over 165,000 square feet and carry more than 225,000 food, apparel, and general merchandise products under one roof. The multi-department stores include a broad selection, including: Full-line supermarket Apparel Home fashion Shoes Accessories Garden Home electronics
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Paint and hardware Nutrition centers

An important part of Fred Meyer's competitive advantage is its emphasis on national brand products, such as Levi's, Columbia Sportswear, Nike, Kitchen Aid, adidas, Skechers, Dockers, Carhartt, Apple, Panasonic, Nikon, Canon, Jockey, Krups, Ashley, and Sony. Also included are many private-label products that offer high-quality alternatives at lower prices.

Marketplace Stores
These multi-department stores offer full-service grocery, pharmacy and expanded general merchandise including outdoor living products, electronics, home goods and toys. Marketplace stores opened during the last two years range in size from 100,000 to 130,000 square feet.

Price-impact warehouse stores

The high-quality produce in these stores is unique in the warehouse format and is a key competitive advantage. These formats also offer distinctive ethnic products, catering to the demographics of the neighborhoods that they serve. Food 4 Less currently operates grocery warehouse stores under these banners: Food 4 Less in Southern California, Nevada, Illinois and Indiana Foods Co in Northern California

These stores average more than 57,000 square feet in size and offer budget-conscious shoppers everyday low prices, superior quality, and a wide selection of national brand groceries, health and beauty care items, meat, dairy products, baked goods and fresh produce.

Supermarket petroleum group

Kroger believes that gasoline is a natural addition to the one-stop-shopping experience. We began selling petroleum on the parking lots as an addition to the supermarket offering in 1998. At the end of the fourth quarter 2011, Kroger operated 1,090 supermarket fuel centers. The typical supermarket fuel center consists of:

Fuel pumps (three to seven) Kiosk to buy cigarettes, snacks, candy and miscellaneous oil-related products Well-lit canopy that covers the entire center

All of the fuel centers accept credit and debit cards at the pump. In most divisions, the gasoline offering is tied to the loyalty program.

Financial Ratios
For Kroger Co and CVS Caremark

1. Current Ratio= Current Assets/ Current Liabilities

Indicator Current Ratio

Formula Current Assets/Current Liability

Kroger Co Millions us($) 23,505.0/

18,209.0

1.2908

CVS Caremark Millions us($) 18,594 /11,956 1.555

Kroger Co

Here the number of assets is 23505000 and number of liabilities is 18209000 which is greater than assets. Therefore the current ratio is not very good since the company cannot pay off its short-term liabilities with its short-term assets.

CVS Caremark

Here the number of assets is 18594000 and is greater than number of liabilities which is 11956000. Therefore the current ratio is very good since the company can pay off its short-term liabilities with its short-term assets.

2. Quick Ratio= Current Assets Inventory/ Current Liabilities

Indicator Quick Ratio

Formula Inventory/Current Liability

Kroger Co Millions us($) 4,966.0/ 18,209.0

.2727

CVS Caremaker Millions us($) 8564/12364 .6926

Kroger Co

Quick ratio is a liquidity indicator that further refines the current ratio by measuring the amount of the most liquid current assets. Higher ratio means more liquid assets. Here the ratio is 0.272 which is relatively lower so company assets are not in liquid position.
CVS Caremark

Quick ratio is a liquidity indicator that further refines the current ratio by measuring the amount of the most liquid current assets. Higher ratio means more liquid assets. Here the ratio is 0.6929 which is slightly higher so company assets are in slightly liquid position

3. Total Debt = Total Liabilities /Total Assets

Indicator Total Debt Formula Total Liability/Total Asset Kroger Co Millions us($) 18,209.0/23,505.0 CVS Caremaker Millions us($) 26,462 /64,543 .4099

.7746

Kroger Co

Debt ratio is the one which is used to gain a general idea as to the amount of leverage being used by a company. A low percentage means that the company is less dependent on leverage, i.e., money borrowed from and/or owed to others. Here the debt ratio is very high which means company is heavily dependent on leverage.
CVS Caremark

Debt ratio is the one which is used to gain a general idea as to the amount of leverage being used by a company. A low percentage means that the company is less dependent on leverage, i.e., money borrowed from and/or owed to others. Here the debt ratio is very low which means company is not dependent on leverage.

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4. Inventory Turnover= Sales/Inventory of finished goods

Indicator Inventory Turnover

Formula Sale/Inventory of finished goods

Kroger Co Millions us($) 82,049.5/3912.5

20.97

CVS Caremaker Millions us($) 107,100,000 /10,046,000

10.66

Kroger Co

Inventory turnover is the ratio which indicates the inventory cycle over a given period of time. Lower the turnover ratio, better the cycle. Here the turnover ratio is 20.97 which are good.
CVS Caremark

Inventory turnover is the ratio which indicates the inventory cycle over a given period of time. Lower the turnover ratio, better the cycle. Here the turnover ratio is 10.66 which is good.

5. Earnings per Share = Net Income/ No of shares of common stock outstanding.

Indicator Earnings per share

Formula Net Income/No of share of common stock

Kroger Co Millions us($) 1,116.3/571.6

1.952

CVS Caremaker Millions us($) 3,461/9645 .3588

Kroger Co

Earnings per share serve as an indicator of a company's profitability. The greater earning per share represents the good profitable position of the company. Here the EPS is 1.952 which is very low and reflects the bad condition of the company.

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CVS Caremark

Earnings per share serve as an indicator of a company's profitability. The greater earning per share represents the good profitable position of the company. Here the EPS is 0.3588 which is very good and reflects the good condition of the company. 6. Return on Assets= Net income/ Total Assets

Indicator Return on asset

Formula Net Income/Total Asset

Kroger Co Millions us($) 36,116.3/23,960

1.507

CVS Caremaker Millions us($) 3461/ .0536

64,543

Kroger Co

This ratio indicates how profitable a company is relative to its total assets. The return on assets (ROA) ratio illustrates how well management is employing the company's total assets to make a profit. The higher the return, the more efficient management is in utilizing its asset base. Here the ROA is 1.507 which is very stable and reflects that company is in good position.
CVS Caremark

This ratio indicates how profitable a company is relative to its total assets. The return on assets (ROA) ratio illustrates how well management is employing the company's total assets to make a profit. The higher the return, the more efficient management is in utilizing its asset base. Here the ROA is 0.536 which is very unstable condition as far as return on assets is concerned.

7. Fixed Assets Turnover= Sales/ Fixed Assets

Indicator Fixed asset turnover

Formula Sales/Fixed assets

Kroger Co Millions us($) 82,049.5/16137

5.0845

CVS Caremaker Millions us($) 107,100,000 /54949 1.949

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Kroger Co

This ratio is a rough measure of the productivity of a company's fixed assets (property, plant and equipment) with respect to generating sales. The higher the yearly turnover rate, the better is for the company. Here the FAT is relatively better for the company.
CVS Caremark This ratio is a rough measure of the productivity of a company's fixed assets (property, plant and

equipment) with respect to generating sales. The higher the yearly turnover rate, the better is for the company. Here the FAT is very good for the company.

8. Net Profit Margin= Net Income/ Sales

Indicator Net Profit Margin

Formula Net Income/Sales

Kroger Co Millions us($) 1,116.3/82,049.5

0.0136

CVS Caremaker Millions us($) 3,461,000/107,100,000

0.03231

Kroger Co

Often referred to simply as a company's profit margin, It is the most often mentioned when discussing a company's profitability. Higher profit margin reflects good profitable position of the company. In this case the profit margin is very low which shows the lower profitable position of the company.

CVS Caremark

Often referred to simply as a company's profit margin, it is the most often mentioned when discussing a company's profitability, Higher profit margin reflects good profitable position of the company. In this case the profit margin is very low which shows the lower profitable position of the company.

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9. Return on Stock holders Equity= Net Income/ Total Stock holders Equity

Indicator Return on Stock holder Equity

Formula Net Income/Total stock holders Equity

Kroger Co Millions us($) 1,116.3/23,960.0

0.0465

CVS Caremaker Millions us($) 3,461,000/ 0.0909

38,051,000

Kroger Co

This ratio indicates how profitable a company is by comparing its net income to its average shareholders' equity. The return on equity ratio (ROE) measures how much the shareholders earned for their investment in the company. The higher the ratio percentage, the more efficient management is in utilizing its equity base and the better return is to investors. Here the ROE is normal and represents a stable position.
CVS Caremark

This ratio indicates how profitable a company is by comparing its net income to its average shareholders' equity. The return on equity ratio (ROE) measures how much the shareholders earned for their investment in the company. The higher the ratio percentage, the more efficient management is in utilizing its equity base and the better return is to investors. Here the ROE is low.

10. Operating profit margin= Earnings before Interest and Taxes ( EBIT )/Sales
Indicator Operating Profit Margin Formula Earnings before Interest and taxes/Sales Kroger Co Millions us($) 2,181.9/82,049.5 CVS Caremaker Millions us($) 6,330,000/107,100,000

0.0265

0.05910

Kroger Co

Operating margin or operating profit margin measures what proportion of a company's revenue is left over, after deducting direct costs and overhead and before taxes and other indirect costs such
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as interest. A high or increasing operating margin is preferred because if the operating margin is increasing, the company is earning more per dollar of sales. In this case the Operating profit margin is very low and it is not good for company.
CVS Caremark

Operating margin or operating profit margin measures what proportion of a company's revenue is left over, after deducting direct costs and overhead and before taxes and other indirect costs such as interest. A high or increasing operating margin is preferred because if the operating margin is increasing, the company is earning more per dollar of sales. In this case the Operating profit margin is very low and it is not good for company.

Financial Metrics

Strategic Objectives & strategic questions The extent to which a firm can meet its short term obligations. To meet short term obligations without relying upon sales of its inventories. Measures company's financial risk that how much of the assets have been financed by debt. How the firm is selling its inventories as compared to industry average. Earnings available to the owners of common stock. After tax Profits. Sales productivity and plant and equipment utilization. After Tax profit per Euro of sales. After tax investment of Stock holders in the firm. Profitability without concern for taxes and interest.

Outcome Measure/Indicators
1.2908

CVS Caremark

Current ratio

1.555

Quick Ratio

.2727

.6926

Total Debt

.7746

.4099

Inventory turnover

20.97

10.66

Earnings per share Return on Assets Fixed Assets Turnover Net Profit Margin Return on Stock holder Equity Operating Profit Margin

1.952 1.507 5.0845 0.0136 0.0465 0.0265

.3588 .0536 1.949 0.03231 0.0909 0.05910

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Human Resource Ratios

Human Resource Metrics Turnover ( annual )

Revenue per Employee

Cost of Employee Training Asset per employ

Strategic Objectives & strategic questions It measures the rate of employees living in the organization and being replaced by new employees It measures the revenue that is generated by an employee on monthly basis. It measures total training cost incurred for one employee training. It measures the total no of employ with all assets It measures the total cost of benefits provided to each employee working in the organization. Measures income per employ Determine whether the company has absenteeism problem It helps in knowing costs and it gives opportunity for continuous improvement. It measures the employ per equity. It determines the cost that occurs on every hiring.

Kroger * 20 %

CVS Caremark 15.3 %

8218900000/338000

$ 2026/ month

$ 166/ month

$ 5000

$ 8000

5296000000/338000

$15668.6

75 days

Cost of benefits

$ 975

$1550

Net income per employ Absenteeism

1133000000/338000 *

$3352 8.1 days missed

5.1 days missed

Total HR cost

$ 10980

$ 1614

Equity per employ Cost per hire

5296000000/338000 *

$15668639 $ 195

6.5 % $ 315

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Interpretations for Human Resource Ratios

The rate of employee turnover is 20% for Kroger as the rate of employee turnover is 15.3%. This shows that Kroger has a better rate of employees living in the organization and being replaced by new employees. The revenue per employee is more for CVS Caremark which is $ 157 per months as compared to $ 69 per month for Kroger. Cost of training employees is more for CVS Caremark which is $ 8000 and the cost of training of employees is less for Kroger with $ 5000. The lost time is more for Kroger which is 120 days due to absenteeism, accidents and sick days as compared to 75 days for CVS Caremark. Total HR cost for knowing costs as it gives opportunity for continuous improvement is $ 10980 for Kroger compared to $ 1614 for CVS Caremark.

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Marketing Ratios

Human Resource Metrics Return on Investments Number of new customers Shadowing

Strategic Objectives & strategic questions Tells you the percentage return you have made over a specified period as a result of investing in training programs. Tells about Customer acquisition *

Kroger

14.2 %

CVS Carem ark 25 %

4 per month

6 per month $30

Shadowing calculates a shadow price for the variable rather than relying solely on market price, which is how the value of economic variables tends to be measured The cost of an alternative that must be Opportunity forgone in order to pursue a certain Cost action. Put another way, the benefits you could have received by taking an alternative action. The rate at which one good must be Marginal sacrificed in order to produce a single Rate Of extra unit (or marginal unit) of another Transformati good, assuming that both goods require on the same scarce inputs The average amount spent by a Average order customer per order. Many companies size have goals of increasing average order size through marketing. How frequently do customers Attrition or terminate the relationship by opting churn out, stop purchasing or choose a competitor. It is showing no item purchase by Item purchase single employ in one month by employ % of neglected opportunities % of dormant customers Percentage of opportunities that were neglected i.e. where no follow-up and/or contact has been made for a certain period. Percentage of customers not using the product or service.

$45

$125

$140

25x

30x

16.1

23

26

24

120/month

134/mo nth 11

21

23

35

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Interpretations for Marketing Ratios

The return on investment is high for CVS Caremark with 25% as compared to Krogers 14.2%. The number of new customers is also more for CVS Caremark with 6 new customers per month as compared to 4 customers per month for Kroger. The average amount spend by customers at Kroger is 16.1 as compared 23 for CVS Caremark. For Kroger 28 customers choose different competitors which are very high as compared to 21 customers switching to other competitors for CVS Caremark.

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Supply Chain Ratios

Supply chain Management Inventory months of supply Manufacturing Schedule Adherence Sell-through % Strategic Objectives & strategic questions Inventory on-hand divided by average monthly usage. The absolute variance of actual production to scheduled production Is a percentage of units sold during a period and it is calculated by dividing the number of units sold by the beginning on-hand inventory (for that same time period). This KPI tells us how often the average inventory over a given period of time (usually a year) is sold in that same period of time. Percentage of unfulfilled orders The average time it takes to fill a customer order. The error-free rate of each stage of an order. Error rates are captured at each stage (order entry, picking, and delivery, shipped without damage, invoiced correctly) and multiplied Kroger * 8 CVS Caremark 5

90%

75%

1252 units

1000 units

Inventory Turns

38 days

26 days

% of backorders Customer order cycle time Perfect Order Measure / Fulfillment

* *

1% 2hrs

2% 1hrs

98%

90%

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Scrap value %

On time delivery and pickup [Load, stop and shipment] Inventory Accuracy

together. Scrap value as a percentage of production value. % of shipments which were delivered on time upon the total number of goods..shipments Accuracy of the book inventory versus the counted inventory.

12%

15.8%

98%

91%

80%

92%

Interpretations for Supply Chain Ratios

CVS Caremark has a better rate for inventory on hand which is 5 days as compared to Krogers 8 days. Kroger has only 1 % of unfulfilled orders where as CVS Caremark have 2 % of unfulfilled orders. The average time it takes to fill a customer order at Kroger is 2hrs where as at CVS Caremark it is only 1hr. The accuracy of the book inventory versus the counted inventory for CVS Caremark is 92 % as compared to 80 % for Kroger.

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Balance Sheet
Currency in Millions of US Dollars
Revenues Total Revenues Cost Of Goods Sold Gross Profit Selling General & Admin Expenses, Total Depreciation & Amortization, Total Other Operating Expenses, Total Operating Income Interest Expense Net Interest Expense Ebt, Excluding Unusual Items Impairment Of Goodwill Other Unusual Items, Total Other Unusual Items Ebt, Including Unusual Items Income Tax Expense Minority Interest In Earnings Earnings From Continuing Operations Net Income Net Income To Common Including Extra Items Net Income To Common Excluding Extra Items As of: Jan 31 2009 Restated 76,148.0 76,148.0 58,012.0 18,136.0 14,215.0 1,443.0 15,658.0 2,478.0 -485.0 -485.0 1,993.0 --26.0 -1,967.0 717.0 -1.0 1,250.0 1,249.0 1,242.0 1,242.0 Jan 30 2010 Restated 76,609.0 76,609.0 58,319.0 18,290.0 14,513.0 1,525.0 16,038.0 2,252.0 -502.0 -502.0 1,750.0 -1,113.0 -48.0 -589.0 532.0 13.0 57.0 70.0 69.0 69.0 Jan 29 2011 Reclassified 82,049.0 82,049.0 63,270.0 18,779.0 14,954.0 1,600.0 16,554.0 2,225.0 -448.0 -448.0 1,777.0 -18.0 -25.0 -1,734.0 601.0 -17.0 1,133.0 1,116.0 1,109.0 1,109.0 Jan 28 2012 90,374.0 90,374.0 70,962.0 19,412.0 15,506.0 1,638.0 17,144.0 2,268.0 -435.0 -435.0 1,833.0 --990.0 -953.0 843.0 247.0 6.0 596.0 602.0 598.0 598.0

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Income Statement

Currency in Millions of US Dollars

assets Cash And Equivalents Total Cash And Short Term Investments Accounts Receivable Total Receivables Inventory Prepaid Expenses Other Current Assets Total Current Assets Gross Property Plant And Equipment Accumulated Depreciation Net Property Plant And Equipment Goodwill Long-Term Investments Other Long-Term Assets Total Assets

As of:

Jan 31 2009 Restated

Jan 30 2010 Restated

Jan 29 2011 Reclassified

Jan 28 2012

263.0 263.0 944.0 944.0 4,905.0 209.0 931.0 7,252.0 23,900.0 -10,739.0 13,161.0 2,271.0 -573.0 23,257.0

424.0 424.0 909.0 909.0 4,935.0 261.0 954.0 7,483.0 25,673.0 -11,744.0 13,929.0 1,158.0 26.0 530.0 23,126.0

825.0 825.0 845.0 845.0 4,966.0 319.0 666.0 7,621.0 26,716.0 -12,569.0 14,147.0 1,140.0 45.0 552.0 23,505.0

188.0 188.0 949.0 949.0 5,114.0 288.0 786.0 7,325.0 28,071.0 -13,607.0 14,464.0 1,138.0 25.0 524.0 23,476.0

liabilities & equity Accounts Payable Accrued Expenses Current Portion Of Long-Term Debt/Capital Lease 3,822.0 845.0 558.0 3,890.0 995.0 579.0 4,227.0 1,096.0 588.0 4,329.0 1,280.0 1,315.0

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Current Portion Of Capital Lease Obligations Other Current Liabilities, Total Total Current Liabilities Long-Term Debt Capital Leases Minority Interest Pension & Other Post-Retirement Benefits Deferred Tax Liability Non-Current Other Non-Current Liabilities Total Liabilities Common Stock Additional Paid In Capital Retained Earnings Treasury Stock Comprehensive Income And Other Total Common Equity Total Equity Total Liabilities And Equity

30.0 2,060.0 7,646.0 7,114.0 391.0 95.0 1,174.0 384.0 1,248.0 17,957.0 955.0 3,266.0 7,518.0 -6,039.0 -495.0 5,205.0 5,300.0 23,257.0

30.0 1,909.0 7,727.0 7,084.0 393.0 74.0 1,082.0 568.0 1,346.0 18,200.0 958.0 3,361.0 7,364.0 -6,238.0 -593.0 4,852.0 4,926.0 23,126.0

39.0 1,939.0 8,070.0 6,942.0 362.0 2.0 946.0 750.0 1,137.0 18,207.0 959.0 3,394.0 8,225.0 -6,732.0 -550.0 5,296.0 5,298.0 23,505.0

40.0 1,991.0 9,105.0 6,533.0 358.0 -15.0 1,393.0 647.0 1,474.0 19,510.0 959.0 3,427.0 8,571.0 -8,132.0 -844.0 3,981.0 3,966.0 23,476.0

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Bibliography

www.google.com www.kpilibrary.com
http://investing.money.msn.com/investments/stock-balance-sheet/?stmtView=Qtr&symbol=KR http://investing.businessweek.com/research/stocks/financials/financials.asp?ticker=KR:US&dat aset=incomeStatement&period=A&currency=native

http://www.google.com/finance?fstype=ii&q=NYSE:KR http://finance.yahoo.com/q/is?s=CVS+Income+Statement&annual http://investing.businessweek.com/research/stocks/financials/financials.asp?ticker=CVS:US&da taset=balanceSheet&period=A&currency=native http://finance.yahoo.com/q/bs?s=KR+Balance+Sheet&annual http://www.google.com/finance?fstype=ii&q=NYSE:KR http://investing.money.msn.com/investments/stock-income-statement/?symbol=KR http://investing.businessweek.com/research/stocks/financials/financials.asp?ticker=KR:US&dat aset=balanceSheet&period=A&currency=native

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