Enhanced Call Overwriting*
Systematically overwriting the S&P 500 with 1-month at-the-money calls, rebalanced on a monthly basis at expiration, outperformed the S&P 500 Index during our sample period (1996 – 2005). This “base case” overwriting strategy also generated superior risk-adjusted returns versus the index.
Overwriting portfolios with out-of-the-money calls tends to outperform at-the-money overwriting during market rallies, but provides less protection during market downturns. However, out-of-the money overwriting also results in relatively higher return variability and inferior risk-adjusted performance.
During the sample period, overwriting the S&P 500 with short-dated options, rebalanced more frequently, outperformed overwriting with longer-dated options, rebalanced less frequently. We discuss possible explanations for these performance differences.
We find that going long the market during periods of heightened short-term anxiety, inferred from the presence of relatively high S&P 500 1-month at-the-money implied volatility, has, on average, been a winning strategy. To a slightly lesser extent, having relatively less exposure to the market during periods of complacency – or relatively low implied market implied volatility – was also beneficial.
We create an “enhanced” overwriting strategy – whereby investors systematically overwrite the S&P 500 or Nasdaq 100 with disproportionately fewer (more) calls against the indices when risk expectations are relatively high (low).
Our enhanced overwriting portfolios handily outperformed the base case overwrite portfolios and the respective underlying indices, on an absolute and risk-adjusted basis. For example, the average annual return for the S&P 500 enhanced overwriting portfolio from 1997 – 2005 was 7.9%, versus 6.6% for the base case overwrite portfolio and 5.5% for the S&P 500 Index.
Overwriting with fewer calls when implied volatility is rich, and more calls when implied volatility is cheap, could improve the absolute and risk-adjusted performance of index-oriented overwriting portfolios.
This goes against the conventional tendency for investors to sell calls against their positions when implied volatility is high.
*Renicker, Ryan and Devapriya Mallick., “Enhanced Call Overwriting.”, Lehman,Brothers Global Equity Research Nov 17, 2005.
Enhanced Call Overwriting*
Systematically overwriting the S&P 500 with 1-month at-the-money calls, rebalanced on a monthly basis at expiration, outperformed the S&P 500 Index during our sample period (1996 – 2005). This “base case” overwriting strategy also generated superior risk-adjusted returns versus the index.
Overwriting portfolios with out-of-the-money calls tends to outperform at-the-money overwriting during market rallies, but provides less protection during market downturns. However, out-of-the money overwriting also results in relatively higher return variability and inferior risk-adjusted performance.
During the sample period, overwriting the S&P 500 with short-dated options, rebalanced more frequently, outperformed overwriting with longer-dated options, rebalanced less frequently. We discuss possible explanations for these performance differences.
We find that going long the market during periods of heightened short-term anxiety, inferred from the presence of relatively high S&P 500 1-month at-the-money implied volatility, has, on average, been a winning strategy. To a slightly lesser extent, having relatively less exposure to the market during periods of complacency – or relatively low implied market implied volatility – was also beneficial.
We create an “enhanced” overwriting strategy – whereby investors systematically overwrite the S&P 500 or Nasdaq 100 with disproportionately fewer (more) calls against the indices when risk expectations are relatively high (low).
Our enhanced overwriting portfolios handily outperformed the base case overwrite portfolios and the respective underlying indices, on an absolute and risk-adjusted basis. For example, the average annual return for the S&P 500 enhanced overwriting portfolio from 1997 – 2005 was 7.9%, versus 6.6% for the base case overwrite portfolio and 5.5% for the S&P 500 Index.
Overwriting with fewer calls when implied volatility is rich, and more calls when implied volatility is cheap, could improve the absolute and risk-adjusted performance of index-oriented overwriting portfolios.
This goes against the conventional tendency for investors to sell calls against their positions when implied volatility is high.
*Renicker, Ryan and Devapriya Mallick., “Enhanced Call Overwriting.”, Lehman,Brothers Global Equity Research Nov 17, 2005.
Assignment Title SheetSubjectStrategic Manageri.docxrock73
Assignment Title Sheet
Subject:
Strategic Managerial Finance
Study Mode:
Full time
Yes
Part-time
Assignment No.:
1
Assignment Title
CAFFREY and BROGAN
Please refer to assignment question provided. WORK SUBMITTED MUST BE THE STUDENT’S OWN WORK. STUDENTS MUST SUBMIT TWO COPIES.
Word count:
3,000 Words
Total %:
50%
Due date(s):
TBC
Submit assignment to:
Faculty Office
Learning
Outcomes Assessed:
1. Demonstrate an understanding of the principles of corporate financial management
2. Assess and plan acquisitions and mergers as a growth strategy.
Presentation:
Text: Times New Roman, Font Size 12, 1.5 Spacing, Justified
Headings: Times New Roman, Font Size 14, Bold
Assignment Brief – CaffreyCo
Caffrey Co (“CAFFREY”) a company established in the 1950’s owns a large chain of supermarkets. It has grown from one single supermarket in Dublin to 47 supermarkets located throughout Ireland and the United Kingdom. Its share price has risen steadily over the past number of years and it is currently €3.60 per share. There are currently 8,800,000 ordinary shares in issue. Profits after tax have remained steady at €4,950,000 over the past five years.
In the last 10 years CAFFREY has diversified into many different areas and food sales now only account for 40% of its turnover. CAFFREY sells clothes and electronics from kitchen appliances to laptops as well as selling sports equipment and furnishings. In recent times CAFFREY has diversified into financial services and now offers credit cards and car insurance to its customers.
The company is cash rich and has substantial cash reserves accumulated on its Statement of Financial Position.
The Strategic Financial Manager (“SFM”) has signalled to the Board of Directors that while their Statement of Financial Position is in a very healthy position their cash reserves should be invested in order to yield a higher return to the shareholders. The SFM has proposed expanding the company through a strategy of acquisition. The SFM has carried out some preliminary research and identified a company called Brogan Limited (“BROGAN”) which he proposes CAFFREY should consider taking over.
BROGAN is an online service platform that allows its customers to buy and sell products on line.
BROGAN is financed primarily by annual subscriptions payable in advance by its 3 million members. BROGAN generates 10% of its turnover through advertising revenues. If the takeover is agreed, CAFFREY Limited would preserve the “BROGAN” name which is extremely well known by its customers.
The shares in BROGAN are held by one institutional investors each holding 1,000,000 shares each. The current PE (Price Earnings) ratio in the industry that BROGAN operates is 5 times. BROGANhas a profit after tax of €625,000 for the year ended 31 December 2015.
The SFM anticipates that profits before tax will rise by €1,688,000 as a result of combining both companies and the PE ratio of the combined company will be 7.
The SFM has proposed to pay ...
BA 620 Managerial Finance Group Problem Set 2 (125 poi.docxrosemaryralphs52525
BA 620 Managerial Finance
Group Problem Set 2 (125 points)
This problem Set is based on materials covered in modules 5, 6, and 7. It is designed
for you to demonstrate your understanding and be able to apply basic capital budgeting
concepts, working capital management, dividend policy, and international financial
management.
Part 1: Capital Budgeting Analysis
Adams, Incorporated would like to add a new line of business to its existing retail
business. The new line of business will be the manufacturing and distribution of animal
feeds. This is a major capital project. Adams, Incorporated is aware you an in an MBA
program and would like you to help analysis the viability of this major business venture
based on the following information:
• The production line would be set up in an empty lot the company owns.
• The machinery’s invoice price would be approximately $200,000, another
$10,000 in shipping charges would be required, and it would cost an additional
$30,000 to install the equipment.
• The machinery has useful life of 4 years, and it is a MACRS 3-year asset.
• The machinery is expected to have a salvage value of $25,000 after 4 years of
use.
• This new line of business will generate incremental sales of 1,250 units per year
for 4 years at an incremental cost of $100 per unit in the first year, excluding
depreciation. Each unit can be sold for $200 in the first year. The sales price
and cost are expected to increase by 3% per year due to inflation.
• Net working capital would have to increase by an amount equal to 12% of sales
revenues. The firm’s tax rate is 40%, and its overall weighted average cost of
capital is 10%.
Required:
1. If the company spent $40,000 last year in the upkeep of the empty lot, should this
cost be included in the analysis? Why or why not?
2. Disregard the assumptions in part 1 above. What is the machinery’s depreciable
basis? What are the annual depreciation expenses?
3. Calculate the annual sales revenues and costs (other than depreciation).
4. Construct annual incremental operating cash flow statements.
5. Estimate the required net working capital for each year based on sales for the
following year. Working capital will be recovered at the end of year 4.
6. Calculate the after-tax salvage cash flow.
7. Calculate the net cash flows for each year. Based on these cash flows, what are
the project’s NPV, IRR, Profitability Index (PI), and payback?
8. Can you use the Payback method to decide whether this is a good project or
not? Why or why not?
9. Interpret what NPV, IRR, and Profitability Index (PI) mean. Based on your
interpretation, do these indicators suggest the new business line should be
undertaken?
Part 2: Working Capital Management
1. Adams Stores, Inc. is trying to determine the effect of its inventory turnover ratio and days
sales outstanding (DSO) on its cash flow cycle. Adams’ sales last year (.
BA 620 Managerial Finance Group Problem Set 2 (125 poi.docxwilcockiris
BA 620 Managerial Finance
Group Problem Set 2 (125 points)
This problem Set is based on materials covered in modules 5, 6, and 7. It is designed
for you to demonstrate your understanding and be able to apply basic capital budgeting
concepts, working capital management, dividend policy, and international financial
management.
Part 1: Capital Budgeting Analysis
Adams, Incorporated would like to add a new line of business to its existing retail
business. The new line of business will be the manufacturing and distribution of animal
feeds. This is a major capital project. Adams, Incorporated is aware you an in an MBA
program and would like you to help analysis the viability of this major business venture
based on the following information:
• The production line would be set up in an empty lot the company owns.
• The machinery’s invoice price would be approximately $200,000, another
$10,000 in shipping charges would be required, and it would cost an additional
$30,000 to install the equipment.
• The machinery has useful life of 4 years, and it is a MACRS 3-year asset.
• The machinery is expected to have a salvage value of $25,000 after 4 years of
use.
• This new line of business will generate incremental sales of 1,250 units per year
for 4 years at an incremental cost of $100 per unit in the first year, excluding
depreciation. Each unit can be sold for $200 in the first year. The sales price
and cost are expected to increase by 3% per year due to inflation.
• Net working capital would have to increase by an amount equal to 12% of sales
revenues. The firm’s tax rate is 40%, and its overall weighted average cost of
capital is 10%.
Required:
1. If the company spent $40,000 last year in the upkeep of the empty lot, should this
cost be included in the analysis? Why or why not?
2. Disregard the assumptions in part 1 above. What is the machinery’s depreciable
basis? What are the annual depreciation expenses?
3. Calculate the annual sales revenues and costs (other than depreciation).
4. Construct annual incremental operating cash flow statements.
5. Estimate the required net working capital for each year based on sales for the
following year. Working capital will be recovered at the end of year 4.
6. Calculate the after-tax salvage cash flow.
7. Calculate the net cash flows for each year. Based on these cash flows, what are
the project’s NPV, IRR, Profitability Index (PI), and payback?
8. Can you use the Payback method to decide whether this is a good project or
not? Why or why not?
9. Interpret what NPV, IRR, and Profitability Index (PI) mean. Based on your
interpretation, do these indicators suggest the new business line should be
undertaken?
Part 2: Working Capital Management
1. Adams Stores, Inc. is trying to determine the effect of its inventory turnover ratio and days
sales outstanding (DSO) on its cash flow cycle. Adams’ sales last year (.
BUS 4951, Business Policy and Strategic Management 1 .docxaryan532920
BUS 4951, Business Policy and Strategic Management 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
1. Analyze the nuances of strategic management.
2. Correlate the characteristics of vision and mission to business success.
5. Diagram the strategy analysis process.
5.1 Describe the strategy analysis process.
Reading Assignment
Chapter 5:
Strategies in Action
Chapter 6:
Strategy Analysis and Choice
Unit Lesson
Previously, we have discussed how to assess your internal and external factors. In this unit, we are going to
expand on that by discussing strategies.
Chapters 5 and 6 will really focus on past strategies that have been successful and effective. These will
include formulation and an introduction of the SWOT analysis. This unit will also begin laying the framework
for a successful strategic plan. The final project for this course will be initiated during this unit and will build
upon each section as we move forward in the term together.
Strategy Formulation
Every strategy also encompasses long-term and short-term objectives. We will begin with a discussion of
long-term objectives and how these impact the strategy. A long-term objective is defined as the results
expected from pursing specific strategies. These objectives generally take between two to five years to attain.
The objectives must be attainable and realistic for the organization to achieve. Common long-term objectives
include growth, profitability, earnings, and social responsibility. Each level within the organization can have
long-term objectives. This includes the levels of corporate (highest level), division (middle level), and function
(lowest level) within an organization. An example of a long-term oriented company could be your local taxi
company and its plans to remain competitive in the digital age. For example, Yellow Cab of Boston could
strive to have interactive apps that allow riders to request a ride, split fares, and even receive a digital receipt.
Financial Objectives
Financial objectives are similar to long-term objectives but are more specific to financial themes. Examples of
financial objectives include growth in revenues, profit margins, cash flow, and other financial considerations.
There is a delicate balance when considering financial objectives. An organization may create a short-term
objective that may be harmful or even detrimental to the organization in the long term. Let us use Kodak as an
example; their short-term objective led to their overall failure. Kodak has been around for several decades as
the lead photo developer. They produced an array of products to include the introduction of the digital
camera. What Kodak failed to do was to ensure they remained technologically savvy with their digital camera
UNIT IV STUDY GUIDE
Strategy
BUS 4951, Business Policy and Strategic Management 2
UNIT x STUDY GUIDE
Title
...
The KPI - Cash Flow Modeling and Projections (Series: MBA Shortcut) Financial Poise
You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable.
Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalist who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/cash-flow-modeling-2019/
More Related Content
Similar to Www.edupristine.com blog-6-steps-to-score-70-in-fra--.uk4 jlkkdexo.pdfmyurl
Assignment Title SheetSubjectStrategic Manageri.docxrock73
Assignment Title Sheet
Subject:
Strategic Managerial Finance
Study Mode:
Full time
Yes
Part-time
Assignment No.:
1
Assignment Title
CAFFREY and BROGAN
Please refer to assignment question provided. WORK SUBMITTED MUST BE THE STUDENT’S OWN WORK. STUDENTS MUST SUBMIT TWO COPIES.
Word count:
3,000 Words
Total %:
50%
Due date(s):
TBC
Submit assignment to:
Faculty Office
Learning
Outcomes Assessed:
1. Demonstrate an understanding of the principles of corporate financial management
2. Assess and plan acquisitions and mergers as a growth strategy.
Presentation:
Text: Times New Roman, Font Size 12, 1.5 Spacing, Justified
Headings: Times New Roman, Font Size 14, Bold
Assignment Brief – CaffreyCo
Caffrey Co (“CAFFREY”) a company established in the 1950’s owns a large chain of supermarkets. It has grown from one single supermarket in Dublin to 47 supermarkets located throughout Ireland and the United Kingdom. Its share price has risen steadily over the past number of years and it is currently €3.60 per share. There are currently 8,800,000 ordinary shares in issue. Profits after tax have remained steady at €4,950,000 over the past five years.
In the last 10 years CAFFREY has diversified into many different areas and food sales now only account for 40% of its turnover. CAFFREY sells clothes and electronics from kitchen appliances to laptops as well as selling sports equipment and furnishings. In recent times CAFFREY has diversified into financial services and now offers credit cards and car insurance to its customers.
The company is cash rich and has substantial cash reserves accumulated on its Statement of Financial Position.
The Strategic Financial Manager (“SFM”) has signalled to the Board of Directors that while their Statement of Financial Position is in a very healthy position their cash reserves should be invested in order to yield a higher return to the shareholders. The SFM has proposed expanding the company through a strategy of acquisition. The SFM has carried out some preliminary research and identified a company called Brogan Limited (“BROGAN”) which he proposes CAFFREY should consider taking over.
BROGAN is an online service platform that allows its customers to buy and sell products on line.
BROGAN is financed primarily by annual subscriptions payable in advance by its 3 million members. BROGAN generates 10% of its turnover through advertising revenues. If the takeover is agreed, CAFFREY Limited would preserve the “BROGAN” name which is extremely well known by its customers.
The shares in BROGAN are held by one institutional investors each holding 1,000,000 shares each. The current PE (Price Earnings) ratio in the industry that BROGAN operates is 5 times. BROGANhas a profit after tax of €625,000 for the year ended 31 December 2015.
The SFM anticipates that profits before tax will rise by €1,688,000 as a result of combining both companies and the PE ratio of the combined company will be 7.
The SFM has proposed to pay ...
BA 620 Managerial Finance Group Problem Set 2 (125 poi.docxrosemaryralphs52525
BA 620 Managerial Finance
Group Problem Set 2 (125 points)
This problem Set is based on materials covered in modules 5, 6, and 7. It is designed
for you to demonstrate your understanding and be able to apply basic capital budgeting
concepts, working capital management, dividend policy, and international financial
management.
Part 1: Capital Budgeting Analysis
Adams, Incorporated would like to add a new line of business to its existing retail
business. The new line of business will be the manufacturing and distribution of animal
feeds. This is a major capital project. Adams, Incorporated is aware you an in an MBA
program and would like you to help analysis the viability of this major business venture
based on the following information:
• The production line would be set up in an empty lot the company owns.
• The machinery’s invoice price would be approximately $200,000, another
$10,000 in shipping charges would be required, and it would cost an additional
$30,000 to install the equipment.
• The machinery has useful life of 4 years, and it is a MACRS 3-year asset.
• The machinery is expected to have a salvage value of $25,000 after 4 years of
use.
• This new line of business will generate incremental sales of 1,250 units per year
for 4 years at an incremental cost of $100 per unit in the first year, excluding
depreciation. Each unit can be sold for $200 in the first year. The sales price
and cost are expected to increase by 3% per year due to inflation.
• Net working capital would have to increase by an amount equal to 12% of sales
revenues. The firm’s tax rate is 40%, and its overall weighted average cost of
capital is 10%.
Required:
1. If the company spent $40,000 last year in the upkeep of the empty lot, should this
cost be included in the analysis? Why or why not?
2. Disregard the assumptions in part 1 above. What is the machinery’s depreciable
basis? What are the annual depreciation expenses?
3. Calculate the annual sales revenues and costs (other than depreciation).
4. Construct annual incremental operating cash flow statements.
5. Estimate the required net working capital for each year based on sales for the
following year. Working capital will be recovered at the end of year 4.
6. Calculate the after-tax salvage cash flow.
7. Calculate the net cash flows for each year. Based on these cash flows, what are
the project’s NPV, IRR, Profitability Index (PI), and payback?
8. Can you use the Payback method to decide whether this is a good project or
not? Why or why not?
9. Interpret what NPV, IRR, and Profitability Index (PI) mean. Based on your
interpretation, do these indicators suggest the new business line should be
undertaken?
Part 2: Working Capital Management
1. Adams Stores, Inc. is trying to determine the effect of its inventory turnover ratio and days
sales outstanding (DSO) on its cash flow cycle. Adams’ sales last year (.
BA 620 Managerial Finance Group Problem Set 2 (125 poi.docxwilcockiris
BA 620 Managerial Finance
Group Problem Set 2 (125 points)
This problem Set is based on materials covered in modules 5, 6, and 7. It is designed
for you to demonstrate your understanding and be able to apply basic capital budgeting
concepts, working capital management, dividend policy, and international financial
management.
Part 1: Capital Budgeting Analysis
Adams, Incorporated would like to add a new line of business to its existing retail
business. The new line of business will be the manufacturing and distribution of animal
feeds. This is a major capital project. Adams, Incorporated is aware you an in an MBA
program and would like you to help analysis the viability of this major business venture
based on the following information:
• The production line would be set up in an empty lot the company owns.
• The machinery’s invoice price would be approximately $200,000, another
$10,000 in shipping charges would be required, and it would cost an additional
$30,000 to install the equipment.
• The machinery has useful life of 4 years, and it is a MACRS 3-year asset.
• The machinery is expected to have a salvage value of $25,000 after 4 years of
use.
• This new line of business will generate incremental sales of 1,250 units per year
for 4 years at an incremental cost of $100 per unit in the first year, excluding
depreciation. Each unit can be sold for $200 in the first year. The sales price
and cost are expected to increase by 3% per year due to inflation.
• Net working capital would have to increase by an amount equal to 12% of sales
revenues. The firm’s tax rate is 40%, and its overall weighted average cost of
capital is 10%.
Required:
1. If the company spent $40,000 last year in the upkeep of the empty lot, should this
cost be included in the analysis? Why or why not?
2. Disregard the assumptions in part 1 above. What is the machinery’s depreciable
basis? What are the annual depreciation expenses?
3. Calculate the annual sales revenues and costs (other than depreciation).
4. Construct annual incremental operating cash flow statements.
5. Estimate the required net working capital for each year based on sales for the
following year. Working capital will be recovered at the end of year 4.
6. Calculate the after-tax salvage cash flow.
7. Calculate the net cash flows for each year. Based on these cash flows, what are
the project’s NPV, IRR, Profitability Index (PI), and payback?
8. Can you use the Payback method to decide whether this is a good project or
not? Why or why not?
9. Interpret what NPV, IRR, and Profitability Index (PI) mean. Based on your
interpretation, do these indicators suggest the new business line should be
undertaken?
Part 2: Working Capital Management
1. Adams Stores, Inc. is trying to determine the effect of its inventory turnover ratio and days
sales outstanding (DSO) on its cash flow cycle. Adams’ sales last year (.
BUS 4951, Business Policy and Strategic Management 1 .docxaryan532920
BUS 4951, Business Policy and Strategic Management 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
1. Analyze the nuances of strategic management.
2. Correlate the characteristics of vision and mission to business success.
5. Diagram the strategy analysis process.
5.1 Describe the strategy analysis process.
Reading Assignment
Chapter 5:
Strategies in Action
Chapter 6:
Strategy Analysis and Choice
Unit Lesson
Previously, we have discussed how to assess your internal and external factors. In this unit, we are going to
expand on that by discussing strategies.
Chapters 5 and 6 will really focus on past strategies that have been successful and effective. These will
include formulation and an introduction of the SWOT analysis. This unit will also begin laying the framework
for a successful strategic plan. The final project for this course will be initiated during this unit and will build
upon each section as we move forward in the term together.
Strategy Formulation
Every strategy also encompasses long-term and short-term objectives. We will begin with a discussion of
long-term objectives and how these impact the strategy. A long-term objective is defined as the results
expected from pursing specific strategies. These objectives generally take between two to five years to attain.
The objectives must be attainable and realistic for the organization to achieve. Common long-term objectives
include growth, profitability, earnings, and social responsibility. Each level within the organization can have
long-term objectives. This includes the levels of corporate (highest level), division (middle level), and function
(lowest level) within an organization. An example of a long-term oriented company could be your local taxi
company and its plans to remain competitive in the digital age. For example, Yellow Cab of Boston could
strive to have interactive apps that allow riders to request a ride, split fares, and even receive a digital receipt.
Financial Objectives
Financial objectives are similar to long-term objectives but are more specific to financial themes. Examples of
financial objectives include growth in revenues, profit margins, cash flow, and other financial considerations.
There is a delicate balance when considering financial objectives. An organization may create a short-term
objective that may be harmful or even detrimental to the organization in the long term. Let us use Kodak as an
example; their short-term objective led to their overall failure. Kodak has been around for several decades as
the lead photo developer. They produced an array of products to include the introduction of the digital
camera. What Kodak failed to do was to ensure they remained technologically savvy with their digital camera
UNIT IV STUDY GUIDE
Strategy
BUS 4951, Business Policy and Strategic Management 2
UNIT x STUDY GUIDE
Title
...
The KPI - Cash Flow Modeling and Projections (Series: MBA Shortcut) Financial Poise
You can chase a lot of financial measures of your business, but nothing stacks up to cash flow. Like a boat captain on a rough sea, being able to see what is coming at you financially is absolutely invaluable.
Cash flow models are the absolute go-to tool for reviewing companies in distress, yet they are also invaluable to venture capitalist who must manage long range investments as well as fast growth. This webinar discusses the basic components of a cash flow model, why it is weekly and not monthly and why 13 weeks is the usual length. This webinar also discusses what type of data is best for making an efficient and practical cash flow model, as well as best practices for reporting and pitfalls associated with modeling and balance roll forwards.
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/cash-flow-modeling-2019/
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Dear CFA Level –I Candidate, We all thank those of you who have found this series useful and sent in your email id Subscribe
letters of appreciation.
So far we have seen a few tricks in the topic s of Corporate Finance, Economics, and Fixed Income. These
FREE 10 days Se e
subjects cover a total of 30%. CFA trial course D e t ails
In this session we will discuss the Commandments and Sins of the topic that has the highest weight in you
exam. That’s right! It’s Financial Reporting and Analysis.
1. The best way to remember the differences between IFRS and US GAAP is: IFRS is mostly logic- based in
its approach and allows more flexibility / discretion based on substance of the transaction while US GAAP
is mostly rule- based and leaves no room for judgement.
2. While answering a question with respect to ratios: Always ensure that there is consistency in the numerator
and denominator in a ratio; for example, if you are calculating ROE, the numerator should have a profit
figure that is available for equity shareholders (Profit after tax less preferred dividend) since the
denominator has equity share capital.
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2. 3. To understand whether an item should be capitaliz ed or expensed: Remember the Matching Principle - any
Po pular Po st s
cost item (or a portion of it) that can be matched to the revenue of the current period should be expensed
CFA fro m ICFAI (India) Vs CFA fro m CFAI
rest all should be capitaliz ed. (US)
4. Remember, Goodwill is not amortiz ed but is tested annually for impairment. CFA v/s FRM
5. Two checks for sales type lease:
CFA Results
1. Lessor is the manufacturer of the item being leased, and CFA Planner
2. PV of the future cash flows from lease payments exceeds the carrying value / purchase price of the
FRM Co urse Planner
item being leased, indicating a Gross Profit on the sale
6. Fraud triangle's first two buckets - due to incentives and pressures & due to opportunity for fraud are
All Cat e go rie s
clearer and easier to remember; try to map items / fraud cases into these buckets, else by default it can be
Career in Finance
clubbed in the third bucket.
Chartered Financial Analyst (CFA)
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