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  • Click on Sample B/S to go to the Balance Sheet to illustrate the accounts that are sources and uses, On the B/S Click on the small green arrow to return to this slide.
  • Remind students that part of the increase in the C/S account shown on the balance sheet is the increase in Retained Earnings. That is already incorporated in the net income under operating activity. Additions to RE = 471,916 – 395,521 = 76,395 Change in C/S = 1,761,044 – 1,648,490 - 76,395 = -36,159
  • www: Click on the web surfer to go to CNBC’s stock screener. Choose the “Advanced Search” option to show students the wide range of ratios that can be used for making investment decisions.
  • The firm is just barely able to cover current liabilities with it’s current assets. A short-term creditor might find this a bit disconcerting and may reduce the likelihood that they would lend money to the company. The ratio should be compared to the industry – it’s possible that this industry has a substantial amount of cash flow and that they can meet their current liabilities out of cash flow instead of relying solely on the liquidation of current assets that are on the books. The quick ratio is a little lower than the current ratio, but overall inventory seems to be a small component of current assets. This company carries a very low cash balance. This may be an indication that they are aggressively investing in assets that will provide higher returns. We need to make sure that we have enough cash to meet our obligations, but too much cash reduces the return earned by the company.
  • Note that these are often called leverage ratios. TE = total equity and TA = total assets, the numerator in the total debt ratio could also be found by adding all of the current and long-term liabilities. Another way to compute the D/E ratio if you already have the total debt ratio: D/E = Total debt ratio / (1 – total debt ratio) = .6429 / (1 - .6429) = 1.800 The EM is one of the ratios that is used in the Du Pont Identity as a measure of the firm’s financial leverage.
  • Even though the company is financed with over 64% debt, they have a substantial amount of operating income available to cover the required interest payments. Remember that depreciation is a non-cash deduction. A better indication of a firm’s ability to meet interest payments may be to add back the depreciation to get an estimate of cash flow before taxes.
  • Inventory turnover can be computed using either ending inventory or average inventory when you have both beginning and ending figures. It is important to be consistent with whatever benchmark you are using to analyze the company’s strengths or weaknesses. It is also important to consider seasonality in sales. If the balance sheet is prepared at a time when there is a large inventory build-up to meet seasonal demand, then the inventory turnover will be understated and you might believe that the company is not performing as well as it is. On the other hand, if the balance sheet is prepared when inventory has been drawn down due to seasonal sales, then the inventory turnover would be overstated and the company may appear to be doing better than it really is. Averages using annual data may not fix this problem. If a company has seasonal sales, you may want to look at quarterly averages to get a better indication of turnover.
  • Technically, the sales figure should be credit sales. This is often difficult to determine from the income statements provided in annual reports. If you use total sales instead of credit sales, you will overstate your turnover level. You need to recognize this bias when credit sales are unavailable, particularly if a large portion of the sales are cash sales. As with inventory turnover, you can use either ending receivables or an average of beginning and ending. You also run into the same seasonal issues as discussed with inventory. Probably the best benchmark for days’ sales in receivables is the company’s credit terms. If the company offers a discount (1/10 net 30), then you would like to see days’ sales in receivables less than 30. If the company does not offer a discount (net 30), then you would like to see days’ sales in receivables close to the net terms. If days’ sales in receivables is substantially larger than the net terms, then you first need to look for biases, such as seasonality in sales. If this does not provide an explanation for the difference, then the company may need to take another look at its credit policy (who it grants credit to and its collection procedures).
  • Having a TAT of less than one is not a problem for most firms. Fixed assets are expensive and are meant to provide sales over a long period of time. This is why the matching principle indicates that they should be depreciated instead of immediately expensed. This is one of the ratios that will be used in the Du Pont identity.
  • You can also compute the gross profit margin and the operating profit margin. Profit margin is one of the components of the Du Pont identity and is a measure of operating efficiency. It measures how well the firm controls the costs required to generate the revenues. It tells how much the firm earns for every dollar in sales. In the example, the firm earns almost $0.11 for each dollar in sales. Note that the ROA and ROE are returns on accounting numbers. As such, they are not directly comparable with returns found in the marketplace. ROA is sometimes referred to as ROI (return on investment). As with many of the ratios, there are variations in how they can be computed. The most important thing is to make sure that you are computing them the same way as the benchmark you are using. ROE will always be higher than ROA as long as the firm has debt. The greater the leverage the larger the difference will be. ROE is often used as a measure of how well management is attaining the goal of owner wealth maximization. The Du Pont identity is used to identify factors that affect the ROE.
  • Be sure and point out that the numbers in the tables are presented in thousands, so the BV of equity has to have the extra three zeros in order for the market-to-book ratio to work.
  • Improving our operating efficiency or our asset use efficiency will improve our return on equity. If the TAT is low compared to our benchmark, then we can break it down into more detail by looking at inventory turnover and receivables turnover. If those areas are strong then we can look at fixed asset turnover and cash management. We can also improve our ROE by increasing our leverage – up to a point. Debt affects a lot of other factors, including profit margin, so we have to be a little careful here. We want to make sure we have enough debt to utilize our interest tax credit effectively, but we don’t want to overdo it. The choice of leverage is discussed in more detail in chapter 13.
  • SIC codes have been used many years to identify industries and allow for comparison with industry average ratios. The SIC codes are limited however and have not kept pace with a rapidly changing environment. Consequently, the North American Industry Classification System was introduced in 1997 to alleviate some of the problems with SIC codes. www: Click on the web surfer to go the NAICS home page. It provides information on the change to the NAICS and conversion between SIC and NAICS codes.
  • www: The annual report was downloaded from the company’s web site and that is the hot link that is provided above. As time passes and the company produces new annual reports, the information may change, although it is linked directly to 1999, so hopefully it will still be available. If it isn’t, you can either update the ratios, or I have provided summary information in the Instructor’s manual for 1999. It would be a good exercise to have the students print the balance sheet and income statement for the latest year and work through these ratios in class. They could then compare the ratios to the table in the book. If you do this, be sure to point out that you should technically use benchmark data for the same time period.
  • The industry number reported above is the median from the table. I also used the 25MM and over column to better match size. Liquidity ratio: Ethan Allan has an industry well above the median and it is right at the upper quartile. Is this good or bad? Short-term creditors like high current ratios, so the company should have little difficulty receiving short-term financing. However, short-term assets also tend to earn lower returns than do long-term assets, so the company may be passing up returns by holding more short-term assets. Finally, a high current ratio may be indicative of too much inventory or receivables problems. Quick ratio: Ethan Allan is still above the industry median, but below the upper quartile. This may be an indication of substantial amounts of inventory relative to the industry. Debt/Equity ratio: Ethan Allan is well below the industry average and has much less debt than 75% of the companies in the industry. Creditors like this, however, the firm may be foregoing valuable tax benefits associated with interest payments. Based on industry figures, Ethan Allan may have substantial unused debt capacity and might be able to increase shareholder wealth by taking on some additional debt. Times Interest Earned: This ratio is substantially higher than the industry median and is another indication that the company may have significant debt capacity available. Ethan Allan carries quite a bit of notes receivables. The interest received on the notes receivables can be used to offset interest expense paid on debt. This is another reason for the extremely high TIE.
  • Inventory Turnover: The inventory turnover is substantially lower than the industry median and is right at the lower quartile. This is consistent with the high current ratio and the significant drop in the quick ratio relative to the current ratio. The company may want to examine its current inventory management policies to see if there are ways to maintain less inventory without incurring significant stock-out costs. This may also be a problem with a different accounting method than most firms in the industry or a different fiscal period (note that Ethan Allen’s fiscal year ends in June, but the data in the table is running April to March). Receivables are collected a little faster than the industry median, however, it is not outside the boundaries of the upper and lower quartiles. There is probably not much of a concern with the firm’s credit policy at this point. Total Asset Turnover: The company is a little below the industry median, but they are within the boundaries of the upper and lower quartiles. The problem with inventory seems to be mitigated somewhat by the efficient use of other assets. Profit margin before taxes (From Table 3.8): Ethan Allen’s profit margin is substantially higher than the median. This is generally good as long as the company is not foregoing necessary expenses just to increase the bottom line. ROA: The ROA is substantially higher than the upper quartile for the industry. This shows excellent return characteristics relative to the industry. The same comments hold for ROE. Note that ROA and ROE are computed using profit before taxes to be consistent with the numbers in the table.
  • Please note that you will need to be registered with Multex to view the comparison reports. It is free to register, so you will probably want to do so prior to doing this presentation in class.
  • chap003_DW.ppt

    1. 1. Working With Financial Statements Chapter Three
    2. 2. Chapter Outline <ul><li>Cash Flow and Financial Statements: A Closer Look </li></ul><ul><li>Standardized Financial Statements </li></ul><ul><li>Ratio Analysis </li></ul><ul><li>The Du Pont Identity </li></ul><ul><li>Using Financial Statement Information </li></ul>
    3. 3. Cash Flow and Financial Statements: A Closer Look <ul><li>Sources and Uses of Cash </li></ul><ul><li>SOURCES: Activities that bring in cash </li></ul><ul><ul><ul><li>selling assets, borrowing money or selling securities. </li></ul></ul></ul><ul><ul><ul><li>USES: Activities that involve cash outflows </li></ul></ul></ul><ul><ul><ul><li>buying assets, paying off debt, repurchasing stock or paying dividends. </li></ul></ul></ul>
    4. 4. Mechanical Rules for determining Sources and Uses: <ul><li>Sources: Decrease in asset account Increase in liabilities or equity account </li></ul><ul><li>Uses: Increase in asset account Decrease in liabilities or equity account </li></ul>
    5. 5. The Statement of Cash Flows <ul><li>Group cash flows into one of three categories: </li></ul><ul><ul><li>operating activities </li></ul></ul><ul><ul><li>investing activities </li></ul></ul><ul><ul><li>financing activities. </li></ul></ul><ul><li>Note: some considerable simplification in chapter especially with respect to treatment of gains and losses </li></ul>
    6. 6. Operating Activities <ul><li>+ Net Income </li></ul><ul><li>+ Depreciation </li></ul><ul><li>+ Decrease in current asset accounts (except cash) </li></ul><ul><li>+ Increase in current liability accounts (except notes payable) </li></ul><ul><li>‑ Increase in current asset accounts (except cash) </li></ul><ul><li>‑ Decrease in current liability accounts (except notes payable) </li></ul>
    7. 7. Investing Activities <ul><li>+ Ending net fixed assets </li></ul><ul><li>- Beginning net fixed assets </li></ul><ul><li>+ Depreciation </li></ul>
    8. 8. Financing Activities <ul><li>+/- change in notes payable </li></ul><ul><li>+/- change in long‑term debt </li></ul><ul><li>+/- change in common stock </li></ul><ul><li>‑ Dividends </li></ul>
    9. 9. Putting it all together: <ul><li>+/- Net cash flow from operating activities </li></ul><ul><li>+/- Fixed asset acquisition </li></ul><ul><li>+/- Net cash flow from financing activities </li></ul><ul><li>= Net increase (decrease) in cash over the period </li></ul>
    10. 10. Standardized Financial Statements: <ul><li>Allow users to </li></ul><ul><ul><li>Compare companies of different sizes </li></ul></ul><ul><ul><li>Compare a company as it grows through time. </li></ul></ul><ul><li>Common‑Size Statements: Useful in comparison of firms of unequal size. </li></ul><ul><ul><li>Common-Size Balance Sheet ‑ express each account as a percent of total assets </li></ul></ul><ul><ul><li>Common-Size Income Statement ‑ express each item as a percent of sales </li></ul></ul><ul><li>Common‑Base Year Financial Statements: Trend Analysis </li></ul><ul><ul><li>Select a base year, then express each item or account as a percent of the base‑year value of that item </li></ul></ul><ul><ul><li>Useful for picking up trends through time. </li></ul></ul>
    11. 11. Combined Common-Size and Base-Year Analysis <ul><li>Express each item in base year as a percent of either total assets or sales. </li></ul><ul><li>Then, compare each subsequent year's common‑size percent to the base‑year percent </li></ul><ul><li>Abstracts from the growth in assets and sales. </li></ul>
    12. 12. Ratio Analysis <ul><li>Considerations </li></ul><ul><li>Categories </li></ul>
    13. 13. Things to consider with financial ratios: <ul><li>What aspects of the firm are we attempting to analyze? </li></ul><ul><li>What information goes into computing a particular ratio and how does that information relate to the aspect of the firm being analyzed? </li></ul><ul><li>What is the unit of measurement (times, days, percent)? </li></ul><ul><li>What are the benchmarks used for comparison? What makes a ratio &quot;good&quot; or &quot;bad?” </li></ul>
    14. 14. Categories of Financial Ratios: <ul><li>Solvency </li></ul><ul><li>Asset Management </li></ul><ul><li>Profitability </li></ul><ul><li>Market Measures </li></ul>
    15. 15. Solvency <ul><li>Short‑term Solvency, or Liquidity: ability to pay bills in the short-run </li></ul><ul><ul><li>Current Ratio = current assets / current liabilities </li></ul></ul><ul><ul><li>Quick Ratio = (current assets ‑ inventory) / current liabilities </li></ul></ul><ul><ul><li>Cash Ratio = cash / current liabilities </li></ul></ul>
    16. 16. Solvency (continued) <ul><li>Long‑Term Solvency: ability to meet long-term obligations </li></ul><ul><ul><li>Total debt ratio = (total assets ‑ total equity) / total assets </li></ul></ul><ul><ul><ul><li>Variations: </li></ul></ul></ul><ul><ul><ul><ul><li>Debt/equity ratio = (total assets ‑ total equity) / total equity </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Equity multiplier = 1 + debt/equity ratio </li></ul></ul></ul></ul><ul><ul><li>Times interest earned ratio = EBIT / interest </li></ul></ul><ul><ul><li>Cash coverage ratio = (EBIT + depreciation) / interest </li></ul></ul>
    17. 17. Asset Management, or Turnover, Measures: efficiency of asset use <ul><li>Inventory turnover = cost of goods sold / inventory </li></ul><ul><li>Days' sales in inventory = 365 days / inventory turnover </li></ul><ul><li>Receivables turnover = sales / accounts receivable </li></ul><ul><li>Days' sales in receivables = 365 days / receivables turnover </li></ul><ul><ul><li>Ratio also called &quot;average collection period&quot; or &quot;days' sales outstanding” </li></ul></ul><ul><li>Total asset turnover = sales / total assets </li></ul>
    18. 18. Profitability Measures <ul><li>Note </li></ul><ul><ul><li>These measures are based on book values, so they are not comparable with returns that you see on publicly traded assets. </li></ul></ul><ul><li>General Form: Net Income / Some Base </li></ul><ul><li>Profit margin = net income / sales </li></ul><ul><li>Return on assets = net income / total assets </li></ul><ul><li>Return on equity = net income / total equity </li></ul>
    19. 19. Market Value Measures <ul><li>How the market values the firm relative to the book values </li></ul><ul><li>Price‑earnings ratio = price per share / earnings per share </li></ul><ul><li>Market‑to‑book ratio = market value per share / book value per share </li></ul>
    20. 20. The DuPont Identity <ul><li>Provides a way to breakdown ROE and investigate what areas of the firm need improvement. </li></ul>
    21. 21. DuPont Formulas <ul><li>ROE = (NI / total equity) </li></ul><ul><li>Multiply by one:(assets / assets) & Rearrange </li></ul><ul><li>ROE = (NI / assets) (assets / total equity) </li></ul><ul><li>Multiply by one: (sales / sales) & rearrange </li></ul><ul><li>ROE = (NI / sales) (sales / assets) (assets / total equity) </li></ul><ul><li>ROE = profit margin x total asset turnover x equity multiplier </li></ul>
    22. 22. Interpretation <ul><li>Three ratios indicate that a firm's return on equity depends </li></ul><ul><ul><li>its operating efficiency (profit margin) </li></ul></ul><ul><ul><li>its asset use efficiency (total asset turnover) </li></ul></ul><ul><ul><li>its financial leverage (equity multiplier). </li></ul></ul>
    23. 23. Using Financial Statement Information <ul><li>Why </li></ul><ul><li>Benchmarks </li></ul><ul><li>Problems/Limitations </li></ul>
    24. 24. Why Evaluate Financial Statements <ul><li>Internal Uses ‑ evaluate performance, look for trouble spots, generate projections </li></ul><ul><li>External Uses ‑ making credit decisions, evaluating competitors, assessing acquisitions </li></ul>
    25. 25. Choosing a Benchmark <ul><li>Time‑Trend Analysis ‑ look for significant changes from one period to the next </li></ul><ul><li>Peer Group Analysis </li></ul><ul><ul><li>Compare to other companies in the same industry </li></ul></ul><ul><ul><li>Use SIC or NAICS codes to determine the industry comparison figures </li></ul></ul>
    26. 26. Problems with Financial Statement Analysis <ul><li>Lack of Theory: No underlying financial theory </li></ul><ul><li>Finding comparable firms </li></ul><ul><li>What to do with conglomerates, multidivisional firms </li></ul><ul><li>Differences in accounting practices </li></ul><ul><li>Differences in capital structure </li></ul><ul><li>Seasonal variations, one‑time events </li></ul>
    27. 28. Sources and Uses <ul><li>Sources </li></ul><ul><ul><li>Cash inflow – occurs when we “sell” something </li></ul></ul><ul><ul><li>Decrease in asset account ( Sample B/S ) </li></ul></ul><ul><ul><ul><li>Cash & equivalents is the only source </li></ul></ul></ul><ul><ul><li>Increase in liability or equity account </li></ul></ul><ul><ul><ul><li>Everything except accounts payable is a source </li></ul></ul></ul><ul><li>Uses </li></ul><ul><ul><li>Cash outflow – occurs when we “buy” something </li></ul></ul><ul><ul><li>Increase in asset account </li></ul></ul><ul><ul><ul><li>Everything except cash & equivalents is a use </li></ul></ul></ul><ul><ul><li>Decrease in liability or equity account </li></ul></ul><ul><ul><ul><li>Accounts payable is the only use </li></ul></ul></ul>
    28. 29. Statement of Cash Flows <ul><li>Statement that summarizes the sources and uses of cash </li></ul><ul><li>Changes divided into three major categories </li></ul><ul><ul><li>Operating Activity – includes net income and changes in most current accounts </li></ul></ul><ul><ul><li>Investment Activity – includes changes in fixed assets </li></ul></ul><ul><ul><li>Financing Activity – includes changes in notes payable, long-term debt and equity accounts as well as dividends </li></ul></ul>
    29. 30. Sample Statement of Cash Flows Numbers in thousands 3,170* -3,319 227,301 -395,521 -36,159 517,764 141,217 *Difference due to rounding of dividends Cash End of Year Net Decrease in Cash Net Cash from Financing Dividends Paid Decrease in C/S Increase in LT Debt Increase in Notes Payable Financing Activity -957,007 Net Cash from Investments -957,007 Fixed Asset Acquisition Investment Activity 726,387 Net Cash from Operations -26,934 Decrease in A/P -82,150 Increase in Other CA -93,692 Increase in Inventory -46,127 Less: Increase in A/R 141,049 Increase in Other CL 362,325 Plus: Depreciation 471,916 Net Income Operating Activity 6,489 Cash, beginning of year
    30. 31. Standardized Financial Statements <ul><li>Common-Size Balance Sheets </li></ul><ul><ul><li>Compute all accounts as a percent of total assets </li></ul></ul><ul><li>Common-Size Income Statements </li></ul><ul><ul><li>Compute all line items as a percent of sales </li></ul></ul><ul><li>Standardized statements make it easier to compare financial information, particularly as the company grows </li></ul><ul><li>They are also useful for comparing companies of different sizes, particularly within the same industry </li></ul>
    31. 32. Ratio Analysis <ul><li>Ratios also allow for better comparison through time or between companies </li></ul><ul><li>As we look at each ratio, ask yourself what the ratio is trying to measure and why is that information important </li></ul><ul><li>Ratios are used both internally and externally </li></ul>
    32. 33. Categories of Financial Ratios <ul><li>Short-term solvency or liquidity ratios </li></ul><ul><li>Long-term solvency or financial leverage ratios </li></ul><ul><li>Asset management or turnover ratios </li></ul><ul><li>Profitability ratios </li></ul><ul><li>Market value ratios </li></ul>
    33. 34. Computing Liquidity Ratios <ul><li>Current Ratio = CA / CL </li></ul><ul><ul><li>1,801,690 / 1,780,785 = 1.01 times </li></ul></ul><ul><li>Quick Ratio = (CA – Inventory) / CL </li></ul><ul><ul><li>(1,801,690 – 314,454) / 1,780,785 = .835 times </li></ul></ul><ul><li>Cash Ratio = Cash / CL </li></ul><ul><ul><li>3,171 / 1,780,785 = .002 times </li></ul></ul>
    34. 35. Computing Long-term Solvency Ratios <ul><li>Total Debt Ratio = (TA – TE) / TA </li></ul><ul><ul><li>(4,931,444 – 1,761,044) / 4,931,444 = .6429 times or 64.29% </li></ul></ul><ul><ul><li>The firm finances a little over 64% of its assets with debt. </li></ul></ul><ul><li>Debt/Equity = TD / TE </li></ul><ul><ul><li>(4,931,444 – 1,761,044) / 1, 761,044 = 1.800 times </li></ul></ul><ul><li>Equity Multiplier = TA / TE = 1 + D/E </li></ul><ul><ul><li>1 + 1.800 = 2.800 </li></ul></ul>
    35. 36. Computing Coverage Ratios <ul><li>Times Interest Earned = EBIT / Interest </li></ul><ul><ul><li>820,183 / 52,841 = 15.5 times </li></ul></ul><ul><li>Cash Coverage = (EBIT + Depreciation) / Interest </li></ul><ul><ul><li>(820,183 + 362,325) / 52,841 = 22.38 times </li></ul></ul>
    36. 37. Computing Inventory Ratios <ul><li>Inventory Turnover = Cost of Goods Sold / Inventory </li></ul><ul><ul><li>1,762,721 / 388,947 = 4.53 times </li></ul></ul><ul><li>Days’ Sales in Inventory = 365 / Inventory Turnover </li></ul><ul><ul><li>365 / 4.53 = 81 days </li></ul></ul>
    37. 38. Computing Receivables Ratios <ul><li>Receivables Turnover = Sales / Accounts Receivable </li></ul><ul><ul><li>4,335,491 / 1,095,118 = 3.96 times </li></ul></ul><ul><li>Days’ Sales in Receivables = 365 / Receivables Turnover </li></ul><ul><ul><li>365 / 3.96 = 92 days </li></ul></ul>
    38. 39. Computing Total Asset Turnover <ul><li>Total Asset Turnover = Sales / Total Assets </li></ul><ul><ul><li>4,335,491 / 4,931,444 = .88 times </li></ul></ul><ul><li>Measure of asset use efficiency </li></ul><ul><li>Not unusual for TAT < 1, especially if a firm has a large amount of fixed assets </li></ul>
    39. 40. Computing Profitability Measures <ul><li>Profit Margin = Net Income / Sales </li></ul><ul><ul><li>471,916 / 4,335,491 = .1088 times or 10.88% </li></ul></ul><ul><li>Return on Assets (ROA) = Net Income / Total Assets </li></ul><ul><ul><li>471,916 / 4,931,444 = . 0957 times or 9.57% </li></ul></ul><ul><li>Return on Equity (ROE) = Net Income / Total Equity </li></ul><ul><ul><li>471,916 / 1,761,044 = .2680 times or 26.8% </li></ul></ul>
    40. 41. Computing Market Value Measures <ul><li>Market Price = $60.98 per share </li></ul><ul><li>Shares outstanding = 205,838,910 </li></ul><ul><li>PE Ratio = Price per share / Earnings per share </li></ul><ul><ul><li>60.98 / 2.41 = 25.3 times </li></ul></ul><ul><li>Market-to-book ratio = market value per share / book value per share </li></ul><ul><ul><li>60.98 / (1,761,044,000 / 205,838,910) = 7.1 times </li></ul></ul>
    41. 42. Deriving the Du Pont Identity <ul><li>ROE = NI / TE </li></ul><ul><li>Multiply by 1 and then rearrange </li></ul><ul><ul><li>ROE = (NI / TE) (TA / TA) </li></ul></ul><ul><ul><li>ROE = (NI / TA) (TA / TE) = ROA * EM </li></ul></ul><ul><li>Multiply by 1 again and then rearrange </li></ul><ul><ul><li>ROE = (NI / TA) (TA / TE) (Sales / Sales) </li></ul></ul><ul><ul><li>ROE = (NI / Sales) (Sales / TA) (TA / TE) </li></ul></ul><ul><ul><li>ROE = PM * TAT * EM </li></ul></ul>
    42. 43. Using the Du Pont Identity <ul><li>ROE = PM * TAT * EM </li></ul><ul><ul><li>Profit margin is a measure of the firm’s operating efficiency – how well does it control costs </li></ul></ul><ul><ul><li>Total asset turnover is a measure of the firm’s asset use efficiency – how well does it manage its assets </li></ul></ul><ul><ul><li>Equity multiplier is a measure of the firm’s financial leverage </li></ul></ul>
    43. 44. Why Evaluate Financial Statements? <ul><li>Internal uses </li></ul><ul><ul><li>Performance evaluation – compensation and comparison between divisions </li></ul></ul><ul><ul><li>Planning for the future – guide in estimating future cash flows </li></ul></ul><ul><li>External uses </li></ul><ul><ul><li>Creditors </li></ul></ul><ul><ul><li>Suppliers </li></ul></ul><ul><ul><li>Customers </li></ul></ul><ul><ul><li>Stockholders </li></ul></ul>
    44. 45. Benchmarking <ul><li>Ratios are not very helpful by themselves; they need to be compared to something </li></ul><ul><li>Time-Trend Analysis </li></ul><ul><ul><li>Used to see how the firm’s performance is changing through time </li></ul></ul><ul><ul><li>Internal and external uses </li></ul></ul><ul><li>Peer Group Analysis </li></ul><ul><ul><li>Compare to similar companies or within industries </li></ul></ul><ul><ul><li>SIC and NAICS codes </li></ul></ul>
    45. 46. Real World Example - I <ul><li>Ratios are figured using financial data from the 1999 Annual Report for Ethan Allen </li></ul><ul><li>Compare the ratios to the industry ratios in Table 3.9 in the book </li></ul><ul><li>Ethan Allen’s fiscal year end is June 30. </li></ul><ul><li>Be sure to note how the ratios are computed in the table so that you can compute comparable numbers. </li></ul><ul><li>Ethan Allan sales = $762 MM </li></ul>
    46. 47. Real World Example - II <ul><li>Liquidity ratios </li></ul><ul><ul><li>Current ratio = 2.433x; Industry = 1.4x </li></ul></ul><ul><ul><li>Quick ratio = .763x; Industry = .6x </li></ul></ul><ul><li>Long-term solvency ratio </li></ul><ul><ul><li>Debt/Equity ratio (Debt / Worth) = .371x; Industry = 1.9x. </li></ul></ul><ul><li>Coverage ratio </li></ul><ul><ul><li>Times Interest Earned = 70.6x; Industry = 3.4x </li></ul></ul>
    47. 48. Real World Example - III <ul><li>Asset management ratios: </li></ul><ul><ul><li>Inventory turnover = 2.8x; Industry = 3.6x </li></ul></ul><ul><ul><li>Receivables turnover = 22.2x (16 days); Industry = 17.7x (21 days) </li></ul></ul><ul><ul><li>Total asset turnover = 1.6x; Industry = 2.2x </li></ul></ul><ul><li>Profitability ratios </li></ul><ul><ul><li>Profit margin before taxes = 17.4%; Industry = 3.1% </li></ul></ul><ul><ul><li>ROA (profit before taxes / total assets) = 27.6%; Industry = 5.8% </li></ul></ul><ul><ul><li>ROE = (profit before taxes / tangible net worth) = 37.9%; Industry = 17.6% </li></ul></ul>
    48. 49. Potential Problems <ul><li>There is no underlying theory, so there is no way to know which ratios are most relevant </li></ul><ul><li>Benchmarking is difficult for diversified firms </li></ul><ul><li>Globalization and international competition makes comparison more difficult because of differences in accounting regulations </li></ul><ul><li>Varying accounting procedures, i.e. FIFO vs. LIFO </li></ul><ul><li>Different fiscal years </li></ul><ul><li>Extraordinary events </li></ul>
    49. 50. Work the Web Example <ul><li>The Internet makes ratio analysis much easier than it has been in the past </li></ul><ul><li>Click on the web surfer to go to Multex Investor </li></ul><ul><ul><li>Choose a company and enter its ticker symbol </li></ul></ul><ul><ul><li>Click on comparison and see what information is available </li></ul></ul>
    50. 51. Quick Quiz <ul><li>What is the Statement of Cash Flows and how do you determine sources and uses of cash? </li></ul><ul><li>How do you standardize balance sheets and income statements and why is standardization useful? </li></ul><ul><li>What are the major categories of ratios and how do you compute specific ratios within each category? </li></ul><ul><li>What are some of the problems associated with financial statement analysis? </li></ul>