Learning Objective 5 - Financial Statements Flashcards
2 basic accounting principles
- Financial statements are an important window into reality. There is a strong link between a company’s operations and its finances.
- Profits do not equal cash flow. A company could be profitable and still have cash flow problems that lead to insolvency.
assets =
liabilities + shareholders’ equity
Net income =
revenue - expenses
Many companies keep 2 separate sets of financial records for the purposes of:
1 for managing the company, 1 for tax purposes
international accounting standards adopted by more than 100 countries, the U.S. not being one
IFRS
International Financial Reporting Standards
Primary financial statement exhibits
- Balance sheet - a financial snapshot, taken at one point in time of all the assets the company owns, and all the claims against those assets (assets = liabilities + equity)
- Income statement - shows revenues and expenses, illustrating how owners’ equity changes over time (revenue - expenses = net income)
- Sources and uses statement - is used to gain a picture of where a company got its money and how it spent money. Is prepared by comparing successive balance sheets and segregating the changes in accounts between:
a. Sources - changes that generated cash, such as a reduction in an asset or an increase in a liability
b. Uses - changes that consumed cash, such as an increase in an asset or a reduction in a liability - Cash flow statement - provides a detailed look at changes in the company’s cash balance over time. Is prepared by expanding and rearranging the sources and uses statement, placing each source or use into one of 3 categories: cash flows from operating, investing, and financing activities
Definitions of types of earnings
- Net income - total revenue less total expenses
- Operating earnings - profit realized from day-to-day operations (excludes taxes, interest income and expense, and extraordinary items)
- Pro forma earnings - revenue less expenses after omitting items the company believes might cloud perceptions of the true earning power of the business.
4 EBIT is earnings before interest and taxes - EBITDA is earnings before interest, taxes, depreciation, and amortization.
- EIATBS is earnings ignoring all the bad stuff
Principle virtues of the cash flow statement
- It is easy to understand
- It provides more accurate information about some activities than what appears on income statements and balance sheets
- It casts light on cash generation and solvency
Definitions of types of cash flow
- Net cash flow - net income + noncash items
- Cash flow from operating activities = net cash flow plus or minus changes in current assets and liabilities
- Free cash flow - total cash available for distribution to owners and creditors after funding all worthwhile investment activities
- Discounted cash flow = a sum of money today having the same value as a future stream of cash receipts and disbursements
Primary reasons why a company’s book value does not represent the value of the company
- Financial statements are transactions based - so an asset’s value on the statements is based on the purchase price and depreciation, not its true value.
- Investors buy shares of a company based on the future income they hope to receive, not based on the value of the company’s assets.
Techniques for forecasting external funding needs
All of these techniques produce the same estimate of external funding required
1. Pro forma statement - a prediction of what the company’s financial statements will look like at the end of the forecast period. Is the reommended approach for most planning purposes and for credit analysis.
External funding required = total assets - (liabilities + shareholders’ equity)
2. Cash flow forecast - a forecat of sources and uses of cash. Straightforward and easily understood, but less informative than a pro forma statement.
External funding required = total uses - total sourcdes
3. Cash budget - a forecast of cash receipts and disbursements. Is appropriate for short-term forecasting and the management of cash.
Ending cash = beginning cash + total cash receipts - total cash disbursements
External funding required = minimum desired cash - ending cash
Steps in the % of sales approach for creating pro forma statements
- Examine historical data to determine which financial statement items have varied in proportion to sales in the past.
- Estimate future sales as accurately as possible
- Estimate statement items by extrapolating historical patterns to the newly estimated sales. Some items will not vary with sales, and will therefore need to be forecasted independently
- Test the sensitivity of the results to reasonable variations in the sales forecast.
Ways to cope with uncertainty in financial forecasts
- Sensitivity analysis - systematically changing 1 assumption at a time and observing how the forecast responds
- Scenario analysis - looks at how a number of assumptions might change in unison in response to a particular economic event. Generates a separate forecast for each scenario
- Simulation - assign probability distributions to a number of uncertain inputs and use a computer to generate a distribution of possible outcomes
Stages of the financial planning process
- Corporate executives develop a corporate strategy, including development of performance goals for the different divisions.
- Division managers determine the activities needed for achieving the goals defined in stage 1
- Department personnel develop quantitative plans and budgets based on the activities defined in stage 2
Life cycle of successful companies
- Startup - the company loses money while developing products or services and establishing market foothold
- Rapid growth - the company is profitable but Is growing so rapidly that it needs regular infusions of outside financing
- Maturity - growth declines and the company switches from absorbing outside financing to generating more cash than it can profitably invest
- Decline - the company is perhaps marginally profitable, generates excess cash, and suffers declining sales.
Definition of sustainable growth rate
- The sustainable growth rate (g*) represents the limit on a company’s growth if there is no external source of capital.
- g* = change in equity / equity (bop) = R * ROE(bop)
R = earnings retention rate = 1 - dividends/ earnings
Equity(bop) - equity @ beginning of period
ROE(bop) = earnings / equity(bop) - Since ROE(bop) = PAT
, then g* = PRAT
P = profit margin = net income/ sales
A = asset turnover ratio = sales/ assets
T= financial leverage = assets-to-equity ratio (using beginning of period equity) Therefore, to increase g*, one of P, R, A, or T
must increase - Since ROA = profit margin * asset turnover ratio, then g* = RT` * ROA
Growth management strategies for when actual growth exceeds sustainable growth
- Sell new equity - many companies are unable or unwilling to do this
- Increase financial leverage by increasing debt
- Reduce the dividend payout - not possible for most companies since they don’t pay dividends
- Prune away marginal activities (“profitable pruning”) - selling off marginal operations and putting that money back into the remaining business
- Outsoucre some or all of production - outsource activities that are not core competencies
- Increase prices - this will slow actual growth and could also lead to higher profit margins
- Merge with a “cash cow” - look for a partner with deep pockets
Growth management strategies for when sustainable growth exceeds actual growth
- Look within the firm to remove internal constraints on company growth.
- Ignore the problem - continue to invest in the core business despite poor returns, or sit on idle resources. This may lead investors or the board of directors to force a management change.
- Return the money to shareholders - done by increasing dividends or repurchasing shares
- Buy growth - acquire an existing business or start a new product line from scratch
- Reduce financial leverage
- Cut prices