Running Head: ANALYSIS OF FINANCIAL STATEMENTS
Analysis of Financial Statements
NAME OF THE STUDENT:
INSTRUCTOR’S NAME:
CURSE TITLE:
DATE:
Question 1
Both articles are breaking down the benefits that one can enjoy from financial statements. These are insights that one can learn from the financial statement. Hence, both articles focus on advocating use and analysis of financial statements to gain insight into more information that may not be available from observation of business performance. Such include ratios that can be relied upon to ascertain how a business is performing, retrievable https://www.forbes.com/sites/sageworks/2013/12/22/understanding-financialstatements/#2a75846622b0.
Question 2
Both articles have discussed balance sheets and income statements. However, they have used a different approach to shed light on these financial statements. One article discusses how these financial statements can be used for trend purposes while the other discusses these financial statements from a perspective of what decisions need to be made in regard to the financial position from the income statements. Therefore, this article sheds light on the rationale behind different reflections from these financial statements.
Question 3
From the articles, that cash flow statements can be derived from assessing how cash is transacted in day to day operations of a business. When the cash performance is contrasted with the inventory performance, a company can gain insight into day sales and payables outstanding. Comparing this with inventory turnover enables the derivation of cash flow statements.
Question 4
Negative cash flow from operations is where a business is spending more cash than is earning. Therefore, payment exceeds receipts on a business. This identifies a business as an entity that has a problem in its expenditure hence a need to reduce expenses or find a way to increase revenue.
Question 5
There is a difference between financial checkup and financial benchmarking. With financial checkup, this involves assessing your own financial statements that have been recorded from your operations. This is different from the financial benchmark. The financial benchmark involves comparing financial statements of your business to those of competitors in your industry if operation. Financial statements tell you whether you are above, below in, or in line with the industry's performance average.
Question 6
There are three metrics of financial statements that help to make better decisions and, consequently, more revenue for a business. One metric is to introduce fiancé into ratio operation hence an insight of other reasons why finances behave in a particular way. The second metric is a mix and matches metric, which enables a business to ascertain how elements of different financial statements relate to each other. The third metric is to forecast from past knowledge. Hence, a business can use its trend to predict their future operations, retrievab.
Running Head ANALYSIS OF FINANCIAL STATEMENTS Analysi.docx
1. Running Head: ANALYSIS OF FINANCIAL STATEMENTS
Analysis of Financial Statements
NAME OF THE STUDENT:
INSTRUCTOR’S NAME:
CURSE TITLE:
DATE:
Question 1
Both articles are breaking down the benefits that one can enjoy
from financial statements. These are insights that one can learn
from the financial statement. Hence, both articles focus on
advocating use and analysis of financial statements to gain
insight into more information that may not be available from
observation of business performance. Such include ratios that
can be relied upon to ascertain how a business is performing,
retrievable
https://www.forbes.com/sites/sageworks/2013/12/22/understandi
ng-financialstatements/#2a75846622b0.
Question 2
Both articles have discussed balance sheets and income
statements. However, they have used a different approach to
shed light on these financial statements. One article discusses
how these financial statements can be used for trend purposes
while the other discusses these financial statements from a
perspective of what decisions need to be made in regard to the
financial position from the income statements. Therefore, this
article sheds light on the rationale behind different reflections
from these financial statements.
2. Question 3
From the articles, that cash flow statements can be derived from
assessing how cash is transacted in day to day operations of a
business. When the cash performance is contrasted with the
inventory performance, a company can gain insight into day
sales and payables outstanding. Comparing this with inventory
turnover enables the derivation of cash flow statements.
Question 4
Negative cash flow from operations is where a business is
spending more cash than is earning. Therefore, payment exceeds
receipts on a business. This identifies a business as an entity
that has a problem in its expenditure hence a need to reduce
expenses or find a way to increase revenue.
Question 5
There is a difference between financial checkup and financial
benchmarking. With financial checkup, this involves assessing
your own financial statements that have been recorded from
your operations. This is different from the financial benchmark.
The financial benchmark involves comparing financial
statements of your business to those of competitors in your
industry if operation. Financial statements tell you whether you
are above, below in, or in line with the industry's performance
average.
Question 6
There are three metrics of financial statements that help to make
better decisions and, consequently, more revenue for a business.
One metric is to introduce fiancé into ratio operation hence an
insight of other reasons why finances behave in a particular
way. The second metric is a mix and matches metric, which
enables a business to ascertain how elements of different
financial statements relate to each other. The third metric is to
forecast from past knowledge. Hence, a business can use its
3. trend to predict their future operations, retrievable from
https://www.forbes.com/sites/allbusiness/2017/03/30/why-
reading-your-financialstatements-is-a-lot-like-eating-
kale/#149b2312652a.
Question 7
Both articles have slightly discussed sales ratios. Sales rations
measure efficiency in terms of how many units each employee
sells per unit time of how many units are sold per unit surface
areas, in this case, per outlet shop.
Question 8
The gross margin is important in a company because it allows a
business to determine if sales are enough to cover all costs
incurred to arrive at net sales. Operating margin ion the hand
enables a business owner to ascertain if the business is making
enough profit to cater for all operations costs incurred during a
given financial period.
Question 9
When the author uses the phrase mix and match, he intends to
mean that it takes a different component of financial of
different financial statements and compares them as new ratios.
From the phrase track the trend, the author means that to learn
in the direction that your business is taking, you need to
identify the trend that your business has recorded. From this
trend, you can make a realistic forecast of business performance
in the future. The author perceives reading financial statements
like eating kales in the sense that it is not the best and most
desirable thing to do but has the most benefits when done,
especially in the long run.
REFERENCES:
5. weapons such as cruise missiles. Both submarine types are
powered by a nuclear propulsion system
and typically operate in depths between 200 and 400 meters for
three to six months.
A nuclear submarine is a very complex system operated by
specialized and highly trained crews of 12
to 14 officers and 120 to 150 enlisted men and women. The
commanding officer (CO) or captain is in
charge of the submarine and supported by an executive officer
(XO), who is second in command. The
crew is assigned to tasks in one of four departments and within
the departments to a specific
division:
1 The case is based on the book Turn the Ship Around!
(Marquet 2013).
This case study was prepared by Professor Jan U. Hagen of
ESMT Berlin and L. David Marquet, Captain, US Navy
(Ret.). Sole responsibility for the content rests with the
author(s). It is intended to be used as the basis for class
discussion rather than to illustrate either effective or ineffective
handling of a management situation.
Copyright 2017 by ESMT European School of Management and
Technology GmbH, Berlin, Germany, www.esmt.org.
ESMT cases are distributed through Harvard Business
6. Publishing, http://hbsp.harvard.edu, The Case Centre,
http://www.thecasecentre.org, and Ivey Publishing,
https://iveycases.com. Please contact them to request
permission to reproduce materials.
All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, used in a
spreadsheet, or transmitted in any form or by any means –
electronic, mechanical, photocopying, recording, or
otherwise – without the permission of ESMT Berlin.
http://hbsp.harvard.edu/
http://www.thecasecentre.org/
https://iveycases.com/
ESMT-317-0175-1
Turn the ship around! (A)
– Navigation
– Communication
– Sonar
– Fire control
7. – Torpedo
– Missile
– Auxiliary (non-nuclear mechanical)
– Electrical
– Mechanical
– Reactor controls
– Reactor laboratory
– Yeoman (office and administrative support)
– Supply
– Mess specialist (cook)
Each department is headed by an officer. The divisions are
headed by a junior officer and a “chief” –
a non-commissioned officer – in charge of the enlisted men.
Voyage into the unknown
Engineer officer Louis David was observing the concentrated
operation in the control room of the
nuclear-powered submarine the USS Will Rogers. Already
submerged, this huge 8,000-ton ship was
scheduled to commence a deep dive into the eastern Atlantic
8. Ocean in 30 minutes. Each crew
member was a specialist for his station and, collectively, they
all collaborated under the eyes of an
experienced captain. They were prepared and eager to
demonstrate their capabilities.
David was in charge of the ship’s nuclear reactor and auxiliary
equipment. Sixty men from an overall
crew of 140 reported directly to him. Since his assignment to
the Will Rogers, David had been
determined to introduce a new leadership style that would
empower his men to make decisions
regarding their tasks rather than just follow orders. During the
past weeks, he had supervised
extensive maintenance work on the crucial nuclear propulsion
system. Now it was time for a final
2
Turn the ship around! (A) ESMT-317-0175-1
check of the entire ship by the crew before deployment. It was
the perfect opportunity to prove to
his team and his superiors that his leadership style was right.
Aiming for a new approach
9. When Louis David graduated top of his class from the United
States Naval Academy in Annapolis, he
had a bright future as a young engineer officer in the US Navy.
He decided to join the elite submarine
force with the objective of becoming the CO of one of the
nuclear submarines. His focus was not only
on the ships’ technical aspects; he also displayed a keen interest
in leadership.
During his first assignment as a junior officer responsible for
the sonar on the USS Sunfish, a nuclear-
powered attack submarine, he experienced two leadership
styles. His first CO was practicing the
traditional leader–follower model, giving orders and expecting
the crew to execute them. He was a
technical expert who led the crew through highly successful
deployments. Then the command
changed to the new CO, Commander Marc Pelaez, who
displayed a very different attitude regarding
leadership. Pelaez encouraged initiative from the crew and was
open to their suggestions.
One example: During a training exercise in the Atlantic, David
observed a merchant ship through the
periscope. The sonar operator was listening to the noise of the
ship, but the crew was not sure how
far away it was. By using an active sonar ping on the target ship
10. – or “going active on sonar,” as it
was called – they would be able to determine the distance, but
this was not authorized during
normal operations, as it would reveal the location of the
submarine itself.
While David was following the merchant ship through the
periscope, he mentioned to the sonar
operator how helpful it would be if he could ping the ship,
despite everything. “Why don’t you ask
me?” asked Pelaez, who just passed by and heard his remarks.
“Why don’t you just say, ‘Captain, I
intend to go active on sonar for training’?”
David was stunned. Then he said: “Captain, I intend to go active
on sonar for training.”
“Go ahead,” said Pelaez and moved on to the next station in the
control room.
For the first time, David felt in charge. For the next half hour,
he and his team used all kinds of sonar
pulses to test and explore their sonar equipment. He and his
colleagues loved the experience. From
then on, while on watch, David practiced this newly learned
initiative of asking his captain directly.
Instead of the leader–follower model that he had been
introduced to in the Navy, he now felt that he
was operating within a leadership model that was intent-based,
provided him with a new level of
11. freedom to explore new opportunities, and gave him greater
flexibility. He could act as a leader and
decided he would practice this leadership approach himself
when he became department head – his
next step.
3
ESMT-317-0175-1
Turn the ship around! (A)
The crucial assignment
After serving on the USS Sunfish, David moved on to
assignments and trainings on land for several
years. But his intention was to return to sea. Finally, he was
assigned to serve as an engineer officer
on the USS Will Rogers. This submarine had just returned from
its previous tour and required
maintenance before it could be redeployed. David would be
responsible for the nuclear reactor and
the auxiliary equipment as well as for 60 men – almost half of
the ship’s crew. He wanted to excel in
his new job and had learned every technical aspect of the
submarine. But he was also determined to
12. break away from the top-down leadership practiced in the Navy.
His focus would be to inspire and
empower his team, just as he had experienced it himself on the
USS Sunfish under Commander
Pelaez.
However, on the USS Will Rogers, things were very different.
The CO practiced a clear command-and-
control leadership style that was copied by the XO.
Furthermore, the engineer officer who David
replaced had been very involved in details and keen on directing
and controlling his men. David, by
contrast, intended to give more decision-making power to his
team members and just supervise their
actions. He wanted them to be passionate about their jobs and to
take initiative, as during his time
on the Sunfish. Instead of providing task lists to the officers and
senior enlisted men, he described
the objectives and told them to prepare the lists of their tasks
themselves. He also decided that,
rather than telling them what to do, he would ask questions
pertaining to a job and start an open
discussion. Rather than being at the center of coordinating
activities, he wanted the non-
commissioned officers, also known as chiefs, to discuss their
13. tasks and potential problems among
each other and then assign the necessary tasks among
themselves.
Things did not go as expected. Errors were frequent and work
had to be redone. They fell behind
schedule. More than once, David could hear his men wishing his
predecessor was back to tell them
what to do. With the pressure to get the ship deployed back to
sea increasing, David realized that
even he fell back into the old behavior of barking orders, just to
get things done. But despite some
doubts regarding his new approach, he continued on his course
to empowerment.
When the scheduled maintenance period came to an end, things
finally seemed to be okay. David’s
men finished their tasks on time. Not having any immediate
duties in the control room, David
decided to have a final look at the submarine’s equipment and
check its systems. He walked past the
tubes for Poseidon missiles and the nuclear reactor compartment
to the engine room. Suddenly, he
stopped and stared. The nuts for a seawater heat exchanger were
not sufficiently grabbing the
threads on the bolt. Somebody must have been careless when
14. installing the nuts. As the heat
exchanger would be exposed to full pressure when submerged,
any leak would result in seawater
being sprayed into the ship, with potentially fatal consequences.
David had no option but to
immediately inform the officer of the deck in the control room
to cancel the planned deep dive.
4
Turn the ship around! (A) ESMT-317-0175-1
The sloppy work was a major blow, both to his department and
to his credentials as a leader in the
US Navy. While walking through the ship to make the
humiliating report to the captain, David
reflected on what might have gone wrong.
5
Turn the ship around! (A)IntroductionVoyage into the
unknownAiming for a new approachThe crucial assignment
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