Passive residual income is generated as a result of little or no direct involvement in the actual creation or production of the money. In essence, passive residual income is income that you may have stirred up, but it is still coming in whether you work or not. With income such as this, you are your own boss, or buying of stocks that pays dividends. You set your own hours and the hours that you do put in are not directly involved in the amount of revenue that you create.
This equation is pretty simple and incredible useful for management because it looks at one of a department’s key components of success: its required rate of return. This component helps management evaluate whether the department is making enough money to maintain, close, or expand its operation. It’s essentially an opportunity costmeasurement based on the trade off of investing in capital in one department over the other. For instance, if management can invest company revenues in department A and earn a 15% return, department B would have to make at least 15% in order for the management to consider the investment. If department B doesn’t meet minimum 15% return rate, it might be shut down or redirected.
Obviously, these are much higher than you’re going to get with most other investments. What’s more is that you can choose a plan that matches your investment strategy, whether your goal is Supplemental Income, Balanced Investing, or Long-term Growth. You can also look at different real estate projects and choose for yourself which ones to invest in.
Residual income is the amount of net income generated in excess of the minimum rate of return. Residual income concepts have been used in a number of contexts, including as a measurement of internal corporate performance whereby a company's management team evaluates the return generated relative to the company's minimum required return. Alternatively, in personal finance, residual income is the level of income that an individual has after the deduction of all personal debts and expenses have been paid.
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