Analysis and Interpretation Flashcards

1
Q

Working Capital

A

The capital amount available for day-to-day business operations.
Current Assets - Current Liabilities

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2
Q

Capital

A

The amount invested by the owners/ shareholders.

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3
Q

Capital for a sole trader

A

Capital is invested by the owners

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4
Q

Capital for partnership

A

Capital is invested by the partners

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5
Q

Capital for limited companies

A

Capital (equity) will be invested by shareholders and reserves.

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6
Q

Equity of limited companies

A

Equity of limited companies = Ordinary share capital + Retained earnings + General reserves.

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7
Q

Capital employed

A

Total funds invested by the owners and lenders.
Capital employed = Owners fund Capital + Borrowed Fund loans
or
Capital employed = Issued Shares + Reserves + Non-Current Liabilities

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8
Q

Accounting Ratios

A

1) Profitability Ratios
2) Liquidity Ratios
3) Activity Ratios

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9
Q

Profitability Ratios

A

It measures the performance of the business by comparing the profit to other figures in the same set of financial statements.
1) Gross Margin
2) Profit Margin
3) Return on Capital Employed (ROCE)

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10
Q

Liquidity Ratios

A

It measures the ability of the business to turn assets into cash to pay short-term debts.
1) Current ratio
2) Liquid Ratio ( Acid Test Ratio)

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11
Q

Activity Ratio

A

1) Rate of inventory turnover
2)Trade receivables turnover
3)Trade payables turnover

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12
Q

Gross Margin

A

This expresses gross profit as a percentage of revenue / net sales (sales - sales return)
Gross Margin = Gross profit/Revenue x 100
Gross Markup = Gross profit/Cost of Sales x 100

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13
Q

Analysis of Gross Margin

A

1) This ratio shows the gross profit earned for every $100 of sales.
2) Higher gross profit margin indicates higher gross profits available to pay for the other expenses.

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14
Q

How to improve Gross Margin

A

1) Increase the selling price
2) Reduce the purchasing cost/Manufacturing cost
3) Changing the sales mix

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15
Q

Profit Margin

A

This expresses profit as a percentage of revenue.
Profit Margin= Profit for the year/Revenue × 100

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16
Q

Analysis of Profit Margin

A

1) It shows the profit earned for every $100 of revenue.
2) This ratio shows as an indicator of how well a business is able to control its expenses.
3) If the profit margin of a business has a high percentage, it indicates that the operating expenses are being controlled.

17
Q

How to improve Profit Margin

A

1) Steps to increase the gross profit
✓ increasing the selling price
✓ Reduce the cost
2) Maintain better control over business expenses.

18
Q

Return on Capital employed (ROCE)

A

Expresses operating profit as a percentage of capital employed.
ROCE= Net profit before interest/Capital employed × 100

19
Q

Analysis of Return on Capital employed

A

1) It shows the operating profit earned for every $100 capital employed.
2) A higher rate of ROCE indicates better use of funds invested in the business and hence higher efficiency in business operations.

20
Q

How to improve the Return on Capital employed

A

1) Increase the gross profit
2) Efficiently manage expenditures

21
Q

Current Ratio/ Working Capital Ratio

A

It compares the current assets of the business to its current liabilities.
Current ratio = Current Assets/Current Liabilities

22
Q

Analysis of Current Ratio

A

It shows the current assets held for every $1 current liabilities. It measures the ability of the business to meet its current liabilities.
1) The ideal current ratio is suggested to be 2:1
2) 1.5:1 to 2:1 Satisfactory
3) If the current ratio is greater than 2:1 shows poor management of the current assets. A high ratio indicates inefficiency in the management of working capital.
4) If the rate is below 1.5:1, it shows short of working capital.
5) A lower ratio indicates a risk of default by the business in meeting its short-term liabilities.

23
Q

Problems that occur when short of working capital

A
  1. Cannot meet immediate liabilities when they are due
  2. Experience difficulties in obtaining further suppliers on credit.
  3. Cannot take advantage of cash discounts
  4. Cannot take advantage of business opportunities when they arise
24
Q

How to improve the Current Ratio

A

1) Capital investment by owners
2) Obtain long-term loans
3) Dispose of unused non-current assets for cash
4) Reduction of owners’ drawings/ Dividend payment
5) Delaying purchasing non-current assets.

25
Q

Acid Ratio/ Quick Ratio

A

This ratio compares assets that will convert into money quickly (liquid assets), with liabilities that are due for repayment in the near future.
Acid Ratio = Current Assets – Inventory/ Current Liabilities

26
Q

Analysis of Acid Ratio

A

1) 1:1 Says all the immediate liabilities can be met out of the liquid assets without having to sell inventories
2) If the ratio falls between 0.7:1 to 1 :1 usually treated as satisfactory.
3) If the ratio is below 0.7:1 it shows not enough liquid assets available in the business to cover immediate liabilities

27
Q

How to improve Acid Ratio

A

1) Capital investment by owners
2) Obtain long-term loans
3) Dispose of unused non-current assets for cash
4) Reduction of owners’ drawings/ Dividend payment
5) Delaying purchasing non-current assets.

28
Q

Rate of Inventory Turnover

A

Can be calculated in;
1) Number of times inventory is sold and replaced in the period
Rate of Inventory Turnover = Cost of Sales/Average Inventory —–> () times

2) Number of days on average the inventory is held before being sold.
Inventory Turnover = Average Inventory/ Cost of Sales x 365 —–> () days

29
Q

Analysis of Rate of Inventory turnover/ Inventory Turnover

A

1) The rate of inventory turnover will vary according to the type of business.
2) Businesses selling luxury goods will have low inventory turnover whereas businesses selling low-value everyday requirements will have a high rate of inventory turnover.
3) It’s better to compare the RIOT from year to year in the same business or compare businesses in the same industry
4) When this year’s inventory turnover is increasing when compared to last year, it says the company improved efficiency. When it decrees it, says, the business has too many inventories or sales are slowing down.

30
Q

Factors caused by a lower rate of inventory turnover

A
  1. Lower Sales
  2. Inventory over purchased
  3. Too high selling prices
  4. Falling demand
  5. Business activity slowing down
  6. Business inefficiency
31
Q

Trade Receivables turnover

A

This measures the average time the credit customers take to pay their accounts. This can be
measured in days, weeks, or months.
TRT= Trade receivables/Credit Sales x 365 —> () days

32
Q

Analysis of Trade Receivables turnover

A

1) If the period increases, it may indicate that the credit control policy is inefficient or
that longer credit terms are being allowed in order to maintain the quantity of credit
sales.
2) If the period decreases that says the credit control policy is being applied more
effectively.

33
Q

How to improve Trade Receivables turnover

A

1) Improving credit control policy
2) Offering cash discount for early settlement.
3) Charging interest on an overdue account
4) Refusing further supplies until any outstanding debt is paid.
5) Invoice discounting and debt factoring.

34
Q

Trade payables turnover

A

This measures the average time taken to pay the accounts of credit suppliers.
TPT= Trade Payables/Credit Purchases × 365 —> () days

35
Q

Analysis of Trade payables turnover

A

1) If the period decreases, it indicates that the company is paying the suppliers more quickly.
2) When the period increases it shows that the business is short of immediate funds and is finding
difficulties to meet debts when they fall due.

36
Q

Relationship of Trade receivables turnover and Trade payables turnover

A

When the trade receivables ratio carries a high rate, businesses will be facing difficulties to pay their credit suppliers promptly.

37
Q

Advantages of having a high rate of Trade Payables Turnover.

A

Businesses can use the funds for other purposes

38
Q

Disadvantages of having a high rate of Trade Payables Turnover

A

1) Suppliers refusing credit in the future
2) The suppliers refusing further supplies
3) The loss of any cash discounts for early settlement
4) Damage to the relationship with the suppliers