Financial AnalysisClass PracticeThe BA 620 IncorporatedBala.docx

Financial Analysis/Class Practice
The BA 620 Incorporated
Balance Sheet
The balance sheet presents a summary of a firm’s financial
position at a given point in time.
The statement balances the firm’s assets (what it owns) against
its financing, which can be either debt (what it owes) or equity
(what was provided by owners).
Balance Sheet
Balance Sheet
Income Statements
The income statement provides a financial summary of a
company’s operating results during a specified period.
Although they are prepared quarterly for reporting purposes,
they are generally computed monthly by management and
quarterly for tax purposes.

Income Statements
Statement of Retained Earnings
The statement of retained earnings reconciles the net income
earned during a given year, and any cash dividends paid, with
the change in retained earnings between the start and the end of
that year.
Statement of Retained Earnings
Ratio analysis involves methods of calculating and interpreting
financial ratios to analyze and monitor the firm’s performance.
Interested parties:
Current and prospective shareholders are interested in the firm’s
current and future level of risk and return, which directly affect
share price.
Creditors are interested in the short-term liquidity of the
company and its ability to make interest and principal
payments.
Management is concerned with all aspects of the firm’s
financial situation, and it attempts to produce financial ratios

that will be considered favorable by both owners and creditors.
Types of Ratio Comparisons
Cross-sectional analysis is the comparison of different firms’
financial ratios at the same point in time; involves comparing
the firm’s ratios to those of other firms in its industry or to
industry averages
Benchmarking is a type of cross-sectional analysis in which the
firm’s ratio values are compared to those of a key competitor or
group of competitors that it wishes to emulate.
Comparison to industry averages is also popular, as in the
following example.
Types of Ratio Comparisons
Time-series analysis is the evaluation of the firm’s financial
performance over time using financial ratio analysis
Comparison of current to past performance, using ratios,
enables analysts to assess the firm’s progress.
Developing trends can be seen by using multiyear comparisons.
The most informative approach to ratio analysis combines cross-
sectional and time-series analyses.
Based on the financial Statements, calculate the following ratios
for the year 2015. Formula for each ratio is on the next slides
Current ratio
Quick ratio

Inventory turnover (times)
Average collection period (days)
Total asset turnover (times)
Debt ratio
Times interest earned
Gross profit margin
Net profit margin
Return on total assets
Return on equity
P/E ratio
Return on equity using DuPont Analysis
The current ratio measures the ability of the firm to meet its
short-term obligations.
Current ratio = Current assets ÷ Current liabilities
2015: $1,223,000 ÷ $620,000 = 1.97
The quick (acid-test) ratio excludes inventory, which is
generally the least liquid current asset.
Inventory turnover measures the activity, or liquidity, of a
firm’s inventory.
Inventory turnover = Cost of goods sold ÷ Inventory

$2,088,000 ÷ $289,000 = 7.2
The average age of inventory is the average number of days’
sales in inventory.
Average Age of Inventory = 365 ÷ Inventory turnover
365 ÷ 7.2 = 50.7 days
The average collection period is the average amount of time
needed to collect accounts receivable.
The average payment period is the average amount of time
needed to pay accounts payable.

Total asset turnover indicates the efficiency with which the firm
uses its assets to generate sales.
Total asset turnover = Sales ÷ Total assets
$3,074,000 ÷ $3,597,000 = 0.85
The debt ratio measures the proportion of total assets financed
by the firm’s creditors.
Debt ratio = Total liabilities ÷ Total assets
$1,643,000 ÷ $3,597,000 = 0.457 = 45.7%
The debt-to-equity ratio measures the relative proportion of
total liabilities and common stock equity used to finance the
firm’s total assets.
Debt to equity = Total liabilities ÷ Common stock equity
$1,643,000 ÷ $1,754,000 = 0.937 = 93.7%
The times interest earned ratio measures the firm’s ability to
make contractual interest payments; sometimes called the
interest coverage ratio.
Times interest earned ratio = EBIT ÷ Interest
$418,000 ÷ $93,000 = 4.49
The figure for earnings before interest and taxes (EBIT) is the
same as that for operating profits shown in the income
statement.
Gross profit margin measures the percentage of each sales

dollar remaining after the firm has paid for its goods.
Net profit margin measures the percentage of each sales dollar
remaining after all costs and expenses, including interest, taxes,
and preferred stock dividends, have been deducted.
Net profit margin = Earnings available for common
stockholders ÷ Sales
$221,000 ÷ $3,074,000 = 0.072 = 7.2%
Earnings per share represents the number of dollars earned
during the period on the behalf of each outstanding share of
common stock.
Company’s earnings per share (EPS) in 2015 is:
$221,000 ÷ 76,262 = $2.90

The return on total assets measures the overall effectiveness of
management in generating profits with its available assets.
Return on total assets (ROA) = Earnings available for common
stockholders ÷ Total assets
$221,000 ÷ $3,597,000 = 0.061 = 6.1%
The return on equity measures the return earned on common
stockholders’ investment in the firm.
Return on Equity (ROE) = Earnings available for common
stockholders ÷ Common stock equity
$221,000 ÷ $1,754,000 = 0.126 = 12.6%
The price/earnings (P/E) ratio measures the amount that
investors are willing to pay for each dollar of a firm’s earnings.
Price Earnings (P/E) Ratio = Market price per share of common
stock ÷ Earnings per share
If the Company’s common stock at the end of 2015 was selling
at $32.25, using the EPS of $2.90, the P/E ratio at
year-end 2015 is:
$32.25 ÷ $2.90 = 11.12

The DuPont system first brings together the net profit margin,
which measures the firm’s profitability on sales, with its total
asset turnover, which indicates how efficiently the firm has
used its assets to generate sales.
ROA
When the 2015 values of the net profit margin and total asset
turnover for the Company, calculated earlier, are substituted
into the DuPont formula, the result is:

The modified DuPont Formula relates the firm’s return on total
assets to its return on common equity. The latter is calculated
by multiplying the return on total assets (ROA) by the financial
leverage multiplier (FLM), which is the ratio of total assets to
common stock equity:
The modified DuPont Formula relates the firm’s return on total
assets to its return on common equity. The latter is calculated
by multiplying the return on total assets (ROA) by the financial
leverage multiplier (FLM), which is the ratio of total assets to
common stock equity:
Substituting the values for the Company’s ROA of 6.1 percent,
calculated earlier, and the FLM of 2.051 ($3,597,000 total
assets ÷ $1,754,000 common stock equity) into the modified
DuPont formula yields:

DuPont System of Analysis
Common-Sized Income Statements
Statement of Cash Flows
The statement of cash flows provides a summary of the firm’s
operating, investment, and financing cash flows and reconciles
them with changes in its cash and marketable securities during
the period.
This statement not only provides insight into a company’s
investment, financing and operating activities, but also ties
together the income statement and previous and current balance
sheets.
Statement of Cash Flows
navy

2019
social Media
Handbook
TABLE OF CONTENTS
1 INTRODUCTION
2 LEADERS
2 Overview of Today’s Online Landscape
2 Unofficial (Personal) Use of Social Media
3 Setting the Standard for Online Conduct
3 Reporting Incidents
4 Operations Security (OPSEC )
4 Political Activity
4 Endorsements
4 Impersonators
5 NAVY COMMUNICATORS
6 Official Use of Social Media for Navy Commands
6 Policy
7 Deciding if Social Media Is Right for a Command
8 Alternatives
8 Strategy Development and Content Planning
9 Social Listening
10 Social Assessments
14 Crisis Communication: Casualties and Adverse

Incidents
15 Post information as it’s released
16 Correct the record
16 Analyze results
19 Account Security
20 Operations Security (OPSEC)
21 Political Activity and Endorsements
21 Online Advertising
21 Online Conduct
22 Impersonators
22 Bots
i
23 SAILORS
23 Online Conduct
23 Follow the UCMJ
24 Reporting Incidents
25 Cybersecurity
25 Cyberbullying
26 Adverse Incidents
27 Private Groups
27 Endorsements
28 FAMILIES
29 Cybersecurity
30 Cyberbullying
31 OMBUDSMEN

31 Best Practices to Support Command’s
Official Social Media Presence(s)
32 Cybersecurity
33 Cyberbullying
34 Private Groups
35 NAVY CIVILIANS
35 Cybersecurity
36 Online Conduct
38 APPENDIX
ONLINE CONDUCT
ii
Mention of a commercial product or service in this document
does not constitute official endorsement by the U.S. Navy,
the Department of Defense or the federal government.
iii
U.S. Navy Social Media Handbook
for Navy leaders, communicators, Sailors, families, ombudsmen
and civilians
March 2019

1WWW.NAVY.MIL/SOCIALMEDIA >> U.S.
NAVY SOCIAL MEDIA HANDBOOK
>> INTRODUCTION
Social media has revolutionized our lives, from the way we
communicate and interact with the world to the content we
consume and the news we read. As a result, the way people get
information has drastically changed, and the desire to
have real-time conversations with individuals, organizations and
government entities has increased. This presents a
tremendous opportunity for everyone, from Sailors and families
to Navy leaders and ombudsmen, to more effectively
communicate with one another and to share the Navy story more
broadly.
Social media, when used effectively, presents unequaled
opportunities for you to share our Navy’s story in an authentic,
transparent and rapid manner — while building richer, more
substantive relationships with people you may not have
reached through traditional communication channels.
At the same time, the open, global nature of social media
creates challenges, operational and cybersecurity considerations
and concerns regarding online conduct, including cyberbullying
and harassment. Careful decisions on the best platforms
to use will ensure you convey the most relevant information as
platforms rapidly adapt, age-out or emerge. Each section of
this handbook is tailored to the unique audience it’s serving:
Navy leaders, communicators, Sailors, families, ombudsmen
and civilians.
Since social media is constantly evolving, we’ve included only
enduring information that will remain relevant. We

encourage you to frequently visit
http://www.navy.mil/socialmedia for the latest policy,
guidelines, best practices,
standard operating procedures, training and other resources.
If you have questions or want to share feedback, contact the
Navy Office of Information at 703-614-9154 or
[email protected]
2 U.S. NAVY SOCIAL MEDIA HANDBOOK >>
>> LEADERS
The Navy has an obligation to provide timely and accurate
information to the public; keep our Sailors, Department of
the Navy civilians and their families informed; and build
relationships with our communities. As a Navy leader, you’re a
crucial part of those communication efforts.
opportunities for you to share the Navy story in an authentic,
transparent and rapid manner while building richer, more
substantive relationships with people you may not have reached
through traditional communication channels.
It’s important to remember that social media is only part of a
command’s public affairs program. Navy leaders need to
work with their public affairs team to decide whether social
media is appropriate for their command; not every command
needs to use social media. If you decide social media would
benefit your command, evaluate each platform to determine
where your efforts will have the most impact; you don’t need to

use every platform.
Overview of Today’s Online Landscape
Social media use is nearly universal among younger adults and
is quickly growing among people over age 50. People
use it to consume news, make or strengthen connections, and
engage in discussions and activism related to personal
interests. There are many different social media platforms, each
with distinct use cases. Navy leaders need to work with
their public affairs team to focus their efforts on a social media
platform that aligns with the command’s communication
objectives and that its targeted audiences use regularly.
According to a 2018 study by Pew Research Center, the
percentage of adults who use at least one social media site
is as follows: 88 percent of 18- to 29-year-olds, 78 percent of
30- to 49-year-olds, 64 percent of 50- to 64-year-olds,
and 37 percent of people 65 and older. In total, nearly two-
thirds of adults use social media. Specifically, 68 percent
use Facebook, 35 percent use Instagram and 24 percent use
Twitter. Of the 68 percent of adults using Facebook, over
74 percent go onto the platform every day. Fewer users reported
logging onto Instagram (58 percent) and Twitter (46
percent) daily.
Unofficial (Personal) Use of Social Media
Unofficial internet posts are posts published on any internet site
by a Sailor or a Department of the Navy civilian in an
unofficial, personal capacity that include content about and/or
related to the Navy or Sailors.
“Posts” includes but is not limited to personal comments, blogs,
photographs, videos and graphics. “Internet sites”
includes but is not limited to social networking platforms,

messaging apps, photo and video sharing apps and sites,
blogs, forums and websites with comment sections.
LEADERS
If you’re expressing a personal opinion of any kind, it’s your
responsibility to make clear you’re not speaking for the Navy
and that the stance is your own and not representative of the
views of the Navy.
Setting the Standard for Online Conduct
As a Navy leader, you must lead by example. You must show
your Sailors and Navy civilians that improper or inappropriate
online behavior is not tolerated and must be reported if
experienced or witnessed. When it comes to your position as
command leadership, your conduct online should be no different
from your conduct offline, and you should hold your
Sailors and civilians to that same standard.
If evidence of a violation of command policy, Uniform Code of
Military Justice (UCMJ) or civil law by one of your Sailors
or Navy civilians comes to your attention from social media,
then you can act on it just as if it were witnessed in any other
public location. Additionally, pursuant to Navy regulations, you
have an affirmative obligation to act on UCMJ offenses
you observe. This adds an ethical wrinkle to friending or
following your subordinates; the key is for you to maintain the
same relationship with them online as you do at work and to be
clear about that.

Sailors using social media are subject to the UCMJ and Navy
regulations at all times, even when off duty. Commenting,
posting or linking to material that violates the UCMJ or Navy
regulations may result in administrative or disciplinary
action, to include administrative separation, and may subject
Navy civilians to appropriate disciplinary action.
Punitive action may include Articles 88, 89, 91, 92, 120b, 120c,
133 or 134 (General Article provisions for contempt,
disrespect, insubordination, indecent language, communicating
a threat, solicitation to commit another offense and child
pornography offenses), as well as other articles, including Navy
Regulations Article 1168, nonconsensual distribution or
broadcast of an intimate image.
Reporting Incidents
Anyone who experiences or witnesses incidents of improper
online behavior should promptly report it.
Reports can be made to the chain of command via the Command
Managed Equal Opportunity manager or Fleet and
Family Support office. Additional avenues for reporting include
Equal Employment Opportunity offices, the Inspector
General, Sexual Assault Prevention and Response offices and
the Naval Criminal Investigative Service (NCIS).
NCIS encourages anyone with knowledge of criminal activity to
report it to his or her local NCIS field office directly or via
web or smartphone app at
http://www.ncis.navy.mil/Pages/NCISTips.aspx.

Operations Security (OPSEC)
One of the best features of social media platforms is the ability
to connect people from across the world in spontaneous
and interactive ways. Like most things we do as a Navy, social
media can present OPSEC risks and challenges, but
they can be mitigated. Embrace the risks and challenges by
reinforcing OPSEC rules, which are universal and should be
maintained online just as they are offline. Make sure your
Sailors and Navy civilians as well as their families know that if
they wouldn’t say it, write it or type it, they shouldn’t post it on
the internet.
OPSEC violations commonly occur when personnel share
information with people they don’t know well or if their social
media accounts have loose privacy settings. As a Navy leader,
carefully consider the level of detail used when posting
information anywhere on the internet. Reinforce OPSEC best
practices, such as limiting the information your Sailors,
Navy civilians and families post about themselves, including
names, addresses, birthdates, birthplaces, local towns,
schools, etc. It’s important to remember small details can be
aggregated to reveal significant information that could
pose a threat. Work with your public affairs team to ensure best
practices and standard operating procedures, addressed
in this handbook’s section for Navy communicators, are
implemented.
Political Activity
Sailors may generally express their personal views about public
issues and political candidates on internet sites, including
liking or following accounts of a political party or partisan
candidate, campaign, group or cause. If the site explicitly or
indirectly identifies Sailors as on active duty (e.g., a title on
LinkedIn or a Facebook profile photo), then the content

needs to clearly and prominently state that the views expressed
are the Sailor’s own and not those of the U.S. Navy or
Department of Defense.
Sailors may not engage in any partisan political activity — such
as posting direct links to a political party, campaign,
group or cause on social media — which is considered
equivalent to distributing literature on behalf of those entities,
and
is prohibited. Similarly, as a leader, you cannot suggest that
others like, friend or follow a political party, campaign, group
or cause. Additional information is available at
https://go.usa.gov/xEEqy.
Endorsements
Navy leaders must not officially endorse or appear to endorse
any non-federal entity, event, product, service or enterprise,
including membership drives for organizations and fundraising
activities. No Sailor may solicit gifts or prizes for
command events in any capacity — on duty, off duty or in a
personal capacity.
Impersonators
Impostor accounts violate most social media platforms’ terms of
service. The best offense is a good defense. Regularly
search for impostors and report them to the social media site.
The impersonation of a senior Navy official, such as a flag
officer or a commanding officer, should also be reported to
the Navy Office of Information at 703-614-9154 and
[email protected]
LEADERS

opportunities for you to share our Navy’s story in an authentic,
transparent and rapid manner while building richer, more
substantive relationships with people you may not have
reached through traditional communication channels. Social
media has also led to new, creative ways and places to quickly
and directly tell your command’s story. Don’t be afraid to try
something different.
The Navy has an obligation to provide timely and accurate
information to the public; keep Sailors, Department of the
Navy civilians and families informed; and build relationships
with our communities.
It’s important to remember that social media is only part of a
command’s public affairs program. Navy communicators
need to work with their command leadership to decide whether
social media is appropriate for their command; not every
command needs to use social media. If you decide social media
would benefit your command, evaluate each platform
to determine where your efforts will have the most impact; you
don’t need to use every platform.
Your content — stories, photos, videos (b-roll and productions),
infographics (still and video), blogs, etc. — is needed to
tell our Navy’s story. Submit released stories to the Navy.mil
content management system and Navy Live blog proposals
to [email protected] Follow current instructions on release of
visual information and records management.
Finally, while this handbook will teach you best practices to tell
our Navy’s story on social media, remember that there’s

no substitute for personally using social media to understand
how to use it professionally.
Overview of Today’s Online Landscape
Social media use is nearly universal among younger adults and
is quickly growing among people over age 50. People
use it to consume news, make or strengthen connections, and
engage in discussions and activism related to personal
interests. There are many different social media platforms, each
with distinct use cases.
As a Navy communicator, you need to focus your efforts on a
social media platform that aligns with your command’s
communication objectives and that your targeted audiences use
regularly.
According to a 2018 Pew Research Center study, the percentage
of adults who use at least one social media site is
as follows: 88 percent of 18- to 29-year-olds, 78 percent of 30-
to 49-year-olds, 64 percent of 50- to 64-year-olds, and
37 percent of people 65 and older. In total, nearly two-thirds of
adults use social media. Specifically, 68 percent use
Facebook, 35 percent use Instagram and 24 percent use Twitter.
Of the 68 percent of adults using Facebook, over 74
>> NAVY COMMUNICATORS
percent go onto the platform every day. Fewer users reported
logging onto Instagram (58 percent) and Twitter (46
percent) daily.

Social media provides the ability to share news with your
audience, with limitations. About two-thirds of American adults
(68 percent) say they at least occasionally get news on social
media,. However, a majority (57 percent) say they expect
the news they see on social media to be largely inaccurate.
We know young Americans are very active on social media, but
they’re less likely to show they’re engaged in content.
Though people age 18-29 are almost 20 percent more likely to
use social media than people age 50-64, the older group is
4 percent more likely to share or repost a news story on social
media and 10 percent more likely to comment on a news
story. These metrics should influence your command’s content
strategies. If you want your messaging to resonate with
a younger audience, work on developing content that will
engage younger users.
Teenagers use social media differently from other age groups.
They’re less likely to use Facebook than older cohorts.
Roughly one-third of teens ages 13 to 17 say they visit Snapchat
(35 percent) or YouTube (32 percent) most often, while
15 percent say the same of Instagram. Roughly half of teens (51
percent) say they use Facebook, and only 10 percent
say it’s their most-used online platform.
Social media use differs across different fleet areas of
operation. In Asia, messaging apps, such as WeChat, LINE and
Facebook Messenger are more popular than traditional social
media platforms. Similarly, in the Middle East, WhatsApp
is the most used social app, although Facebook and Instagram
are also popular. Although Facebook is by far the most
popular social media platform across most of Europe, the
Russian site VKontakte dominates in Russia, Belarus and
Kazakhstan.
Don’t feel that you must use multiple platforms. It’s far better

to have one successful social media site than multiple
sites that aren’t used effectively.
Official Use of Social Media for Navy Commands
Navy social media sites are official representations of the
Department of the Navy and must demonstrate professionalism
at all times. While third-party sites such as Facebook and
Twitter are not owned by the DoN, there are guidelines for the
management of Navy social media accounts.
Policy
Department of Defense Instruction (DoDI) 8550.01, released
Sept. 11, 2012, discusses the use of Internet-based
capabilities (IbCs), such as social media, and provides
guidelines for their use. The instruction acknowledges IbCs are
integral to operations across the DoD. It also requires the
NIPRNet be configured to provide access to IbCs across all
DoD
components while balancing benefits and vulnerabilities. By
definition, IbCs don’t include command or activity websites.
DoDI 8550.01 requires that all official social media presences
be registered. Official Navy social media sites need to be
registered at http://www.navy.mil/socialmedia. SECNAVINST
5720.44C Change 1, Department of the Navy Public Affairs
Policy & Regulations, provides policy for the official and
unofficial (personal) use of social media and for the content and
NAVY COMMUNICATORS

administration of official Navy presences on social media, to
include:
ADMINISTRATORS: Commands and activities shall designate
administrators for official use of IbCs in writing.
The administrator is responsible for ensuring postings to
the IbCs comply with content policy. Commands
permitting postings by others must ensure the site contains
an approved user agreement delineating the types
of information unacceptable for posting to the site and
must remove such unacceptable content. At a minimum,
the DoN’s current social media user agreement is required,
available at http://www.navy.mil/socialmedia.
LOCAL PROCEDURES: Commands and activities must
develop written local procedures for the approval and
release of all information posted on command and activity
official use of IbCs.
SECURITY: Commands will actively monitor and evaluate
official use of IbCs for compliance with security
requirements and for fraudulent or unacceptable use.
PRIMARY WEB PRESENCE: A command or activity IbC
presence, including those on blog platforms, may not
serve as the DoN entity’s primary web presence and must link
to the primary web presence, the command or
activity’s official website.
PROHIBITED CONTENT: Commands and activities shall not
publish and shall prohibit content such as:
Personal attacks; vulgar, hateful, violent or racist
language; slurs, stereotyping, hate speech, and other forms
of discrimination based on any race, color, religion,
national origin, disability or sexual orientation.
Information that may engender threats to the security of
Navy and Marine Corps operations or assets or to
the safety of DoN personnel and their families.
CORRECTIONS TO PREVIOUS POSTS: If correcting a

previous post by another contributor on an IbC presence,
such posting is done in a respectful, clear and concise manner.
Personal attacks are prohibited.
Deciding if Social Media Is Right for a Command
Social media is not a silver bullet for all your command’s
communication needs. Not every command needs a social
media presence. It’s far better not to start a social media site
than to use it ineffectively and abandon the site.
Before launching a social media presence, consider what you
want to accomplish. What are your communication
objectives and how do they move your command closer to
achieving its mission? Is the level of transparency required
in social media appropriate for your command and its mission?
You also should consider your command’s priority
audiences and use the right social media platform to reach them.
Do you want to communicate with your Sailors, Navy
civilians, command leadership, family members, the local
community, a broader DoD audience, the American public or
another group altogether? Do you have the content and
personnel — both now and long term — to routinely engage
with
those audiences?
Additionally, if your command already has a social media
presence, you should routinely ask yourself the above questions
to ensure it remains an effective communications tool. If it
isn’t, take the opportunity to address the underlying issues
using the best practices in this handbook.

Alternatives
If your command wants to share information or content
privately, social media is not your solution. Social media
is never the right venue for sharing sensitive information.
If you have sensitive information you want to limit to a
specific group, consider one of the Navy’s private portals
that require a Common Access Card.
If the information or content is to be shared only with family
members, consider using a dial-in family line or
conveying it through the command ombudsman, emails or
family readiness group meetings.
If the information or content is to be shared with the local
community, but the command is not subordinate to
Navy Installations Command, contact the base public affairs
officer and/or the Navy region PAO.
If you have information or content that does not regularly
change, consider the command’s public website.
Don’t create social media presences for individual missions,
exercises and events. Instead, coordinate with
relevant commands and provide them content that is optimized
— both written and visually.
Strategy Development and Content Planning
Social media is not a substitute for a public affairs program. As
you decide how social media can support it, consider
your audience(s), goal, objectives and assessment method.
As public affairs plans are developed, discuss how to gather and
produce content that is optimized — both written and
visually — for specific platforms based on your command’s
social media strategy. A single event, such as a change-
of-command ceremony, can result in multiple products, such as
a Navy.mil story, live tweets, a blog from the outgoing
and/or incoming commanding officer and a social media graphic
with a quote — all from prepared remarks that can be

requested before the ceremony.
Once released, all Navy content is in the public domain and may
not include any copyrighted material such as music,
photos, videos or graphics without the appropriate licensing.
In addition to deciding what you’ll create, discuss when and
where you’ll share it. Not all your content needs to be shared
at once or on all your sites. For example, content shared on the
Navy’s Twitter account is frequently not shared on
Facebook and vice versa. The Twitter account is a blend of
news about the Navy and relevant trending content related
to the Navy that attracts new followers. Additionally, the
posting frequency is different. Since Twitter is about what’s
happening in the moment, content is tweeted more often than
posted on Facebook.
When content about a single topic is shared on Facebook and
Twitter, it’s optimized for that platform. The tweet is
much shorter (due to Twitter’s 280-character limit) and includes
relevant hashtags and mentions of other Twitter users.
Visually, the supporting imagery is edited by size and duration
for each platform.
Once you’ve developed your content plan, update your content
calendar. It can be tempting to connect, for example, a
Facebook account to a Twitter account so they automatically
post to each other. Even though it will save you time, it’s not
an effective approach. Instead, it indicates you likely don’t have
the personnel and content to sustain more than one site.
NAVY COMMUNICATORS

Commands are responsible for official content posted on their
social media. Like a press release or content posted
to a Navy website, information posted to an official social
media presence must be approved by a release authority.
Contractors may help manage a social media presence, but they
can’t serve as a spokesperson for the Navy. Therefore,
a Navy release authority must review and approve all content
before a contractor posts it.
This is an example portion of CHINFO’s content calendar:
Social Listening
An important part of a social media strategy is keeping track of
what’s being said about your command and understanding
the significance of specific social conversations. Social
listening is different from social monitoring. Listening involves
both tracking mentions of a specific topic and extracting
insights relevant to your strategy; listening can reveal sentiment
and trends.
While the most powerful social listening tools cost money, there
are no-cost options. Search for free tools that work
across multiple platforms and allow users to monitor specific
search terms in real time. TweetDeck (http://www.
tweetdeck.com) is a free Twitter tool that allows users to
schedule tweets, view multiple timelines in one interface and
track specific hashtags in one location. TweetDeck allows you
to set up columns in the main dashboard for certain
search terms or mentions of specific accounts.
Friday, February 15, 2019

Facebook
Time Type of content Text Imagery Line of effort Status
0935 Link This weekend, our
#USNavy’s newest
Independence-variant littoral
combat ship, the future
USS Tulsa (LCS 16), will
be commissioned in San
Francisco, expanding our
capacity. Be sure to watch
the ceremony live Saturday
at 1 p.m. (EST) / 10 a.m.
(PST) on our Facebook
page.
https://www.navy.mil/
submit/
display.asp?story_
id=108602
Link preview from story Equip Scheduled
(Approved by CM)
1217 Link During Exercise Citadel
Shield-Solid Curtain,
continental #USNavy
installations used realistic
training scenarios to
ensure their security forces
maintain a high level of
readiness. In Texas, those
scenarios turned from
training to reality.

https://www.navy.mil/
submit/
display.asp?story_
id=108629
Link preview from story Train Pending approval
Social Assessments
To ensure your social media efforts are achieving your aims,
you should conduct periodic assessments. Each social
media site provides in-platform analytics. Tracking analytics
weekly or monthly will reveal what type of content performs
best. In addition to the keeping track of the size of your
audience, it’s important to see what content has the greatest
reach and receives the most engagement from your followers.
Assessments are also useful to evaluate one-off events and
demonstrate to leadership the importance of social media
for communicating Navy messaging. See the following
historical example assessing the impact of content related to
April 2018 strikes against chemical weapons capabilities in
Syria. All the information in the report, which was captured
within the first 72 hours of content being posted, comes from
analytics available in-platform on Facebook, Twitter and
YouTube.
SOCIAL MEDIA ASSESSMENT | SYRIA STRIKES
APRIL 17, 2018
BLUF: On April 13, 2018, combined U.S., French and British

forces launched precision strikes against chemical
weapons capabilities in Syria to deter Syrian leader Bashar al-
Assad from using banned chemical weapons. In the
72 hours that followed, CHINFO shared social media content
related to the strikes on the Navy’s Facebook, Twitter
and YouTube accounts.
This content reached a large audience of Navy social media
followers and users associated with …
Running head: SHORT TITLE HERE IN UPPER CASE
1
SHORT TITLE HERE IN UPPER CASE
2
Place Full Title Here in Title Case
Firstname N. Lastname Jr.
Navy Senior Enlisted Academy
Class # Color Group
Place Full Title Here in Title Case
Start with a one-or-two sentence attention-getter. Add a
motivational statement (who, what, why). Finish with an
overview of the main points (e.g., This paper will examine the
problem with XYZ, provide a discussion of the associated
cause-and-effect, and make a recommendation to remedy this
issue).
Problem
Clearly identify the problem or issue. Include background if

needed. Set the foundation for the Discussion and
Recommendation that follows. Finish with a transition sentence
that bridges to the Discussion.
Discussion
Examine the significance of the issue. Look at the size, scope,
and impact of the problem. Finish with a transition sentence
that bridges to the Recommendation.
Recommendation
Tell the reader what action to take to remedy the problem
identified. Based on the facts presented, the Navy should take
the following action. A, B, and C. Remember to write it in the
third person perspective.
In summary, this paper highlighted the problem with XYZ,
provided a discussion of the associated cause-and-effect, and
made a recommendation to resolve this issue. Add a re-
motivational sentence (who, what, why). Finish with a quote or
thought-provoking close using one or two sentences.
References
Example, J.C. (2005). Accrued leave in excess of 60 days.
(OPNAVINST 1050.3). Washington, DC: Chief of Naval
Operations. Retrieved from
http://doni.daps.dla.mil/Directives/01000%20Military%20Perso
nnel%20Support/01-
01%20General%20Military%20Personnel%20Records/1050.3.pd
f
Problem Outline: Problem of Social Media Communications
I. Intro Comment by Taylor, Michael (NSBC): The Intro
paragraph is your first paragraph; it is made up of three parts:
the Attention Getter, the Motivation, and the Overview.
A. Attention Getter: Comment by Taylor, Michael (NSBC):
The AG should be 1-2 sentences MAX!!! Get the reader’s

attention; this is how you enter the stage.
B. Motivation: Senior Enlisted Leaders need to? Comment by
Taylor, Michael (NSBC): The Motivation is one sentence
composed of three parts: Who, What, Why. Who is your
audience. What are you telling them. Why should they listen.
As Senior Leaders (Who) exercising proper and ethical use of
authority is imperative (What) so that the erosion of confidence
of the junior enlisted in their senior leadership does not occur.
(Why).
C. Overview: Comment by Taylor, Michael (NSBC): The
Overview is one sentence that lists the Main Points (MP)
assigned per the PE. The Problem Essay PE lists three MPs:
Problem, Discussion, and Recommendation.
II. Body
A. Main Point 1: Problem. States the problem the student
identified. The problem lays the foundation to explain the
impact and recommendation. Include background information if
needed to clarify the main topic. Comment by Taylor,
Michael (NSBC): In MP1, you are simply stating the problem.
Per the PE: “Main point (1) Problem.
Transition Sentence 1: Now that the problem of social media
communication has been addressed…. Comment by Taylor,
Michael (NSBC): Transition sentences (TS) are found between
MPs; they are the last sentence in the last paragraph of the MP.
The TS closes out the current MP and introduces the next MP.
B. Main Point 2: Discussion. Here, the student will look at the
cause-and-effect of the problem. State the issues as they
currently affect the military community. What are the positive
and negative effects of this issue (pros and cons)? This main

point will help the reader understand the significance of the
problem. Aim to persuade the reader with facts. Comment by
Taylor, Michael (NSBC): In MP2, you will discuss the cause-
and-effect of the problem.
Transition Sentence 2: With the discussion stating the cause-and
effect of social media communication…
C. Main Point 3: Recommendation. Based on the research and
facts presented, propose a solution to the problem. In this main
point, the student will take a definitive position and state a
recommendation to correct or change the issue. (Reminder:
Even though the student is making a personal recommendation,
consistent with the entire essay, write the recommendation in
the third person.
III. Conclusion
A. Summary: In summary, this essay covered the problem of
Sailors communicating through social media sites…
Comment by Taylor, Michael (NSBC): The Summary is
one sentence that recaps the MPs, similarly to how the
Overview presented the MPs.
B. Remotivation: Senior Enlisted Leaders need to? Comment by
Taylor, Michael (NSBC): The Remotivation is the same as the
Motivation, one sentence. You can be creative and write a new
one, but It must include the Who, What, and Why. It is
completely fine to use the same statement that you used for your
Motivation. It’s up to you.
C. Closing: Comment by Taylor, Michael (NSBC): The
Closing can be 1-2 sentences and should leave the reader
wanting more; leave them intrigued. If you have a famous
quote that relates to the topic, use it. The Closing is how you

Financial AnalysisClass PracticeThe BA 620 IncorporatedBala.docx

Recommended

Recommended

More Related Content

Similar to Financial AnalysisClass PracticeThe BA 620 IncorporatedBala.docx

Similar to Financial AnalysisClass PracticeThe BA 620 IncorporatedBala.docx (20)

More from ericn8

More from ericn8 (20)

Recently uploaded

Recently uploaded (20)

Financial AnalysisClass PracticeThe BA 620 IncorporatedBala.docx