S.6. Ratio Analysis Flashcards

1
Q

introduction

A

fianancial statements contains vision of firm
a) past performance - income/cash flow
b) current financial conditions - a/l/equity
but such statement such not necessarily provide all information useful for analysis nor do they forecast future results

analysts must b capable of using financial statements to make projection and reach valid conclusion

financial analysis of a company may performed

  • valuing equity securities
  • assessing credit risk
  • conducting due diligence related to acquisition
  • assessing a subsidiary´s performance
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2
Q

objectives of financial analysis process

A
  • purpose of analysis
  • question this analysis will answer
  • level of detail will be needed to accomplish this purpose
  • data available for the analysis
  • factors/relationships that will influence this purpose
  • analytical limitations &will these potentially impair the analysis?
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3
Q

Analytical tools + techniques

A

evaluation requires COMPARISONS
no statements are useful without any clarification about BASIS fo comparison

when assessing company´s ability to generate/grow earnings; cash flow; and considering risk related to those earnings, CF

  • -> analyst draw comparisons with other firms (coss-sectional analysis)
  • -> over time (time series)

a) ratios are not the answer
ratio is merely an indicator of some aspect of a company´s performance - telling what happened but no WHY it happened
b) different accounting principles can distort ratios
c) not all ratios are necessarily relevant to a particular analysis
d) ratio analysis does not stop with computation - interpretation is essential as well

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4
Q

Rules of thumb

A

average used for denominator coming from BS when numerator is of NI

problem: when assets are growing
OI/end asset - not make sens as income would have been generated before some assets where purchased hence UNDERESTATE firm´s performance

OI/beg. assets - some of income later in the year may have been generated only because of add of asset - hence OVERSTATE the performance

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5
Q

Ratios Analysis Limitations

A

heterogenity of firm´s operating activities

  • firms may have divisions in many diff. industries
  • difficult to find comparable ratios

consistency
- one set of ratios may indicate a problem - whereas another set may indicate that potential problem is only short term - hence which one to follow?

judgmente

  • key issue whether ratio for company is within a reasonable range
  • ratios cannot be used alone to directly value company o its securities or determine creditworthiness
  • the entire operation would be necessary to examine
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6
Q

Use of alternative accounting methods

A

companies frequently have latitude when choosing certain accounting methods
ratios adjustment needs to be made
Examples:
- FIFO, LIFO average of valuation methods
- Cost of equity of accounting fo unconsolidated affiliate
- straightline vs accelerated method of depreciation
- operating vs capital lease

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7
Q

Activity Ratios

A

asset utilisation ratios or operating efficiency
measure how efficient company manages its assets
efficiency of both WC and longterm ratios
efficiency has direct impact on liquidity (ability to met St obligation)

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8
Q

Activity Ratios

Inventory Turnover

A

make sense for industrial companies vs service sector
it indicates resources tied up in inventory (carrying cost)
hence, used o indicate inventory management effectiveness
high IT = shorter period of inventory (high CGOS - sold) vs low inventory (costs)
low IT =slow moving inventory

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9
Q

Activity Ratio

Receivables Turnover

A

DSO = a sale and cash collection
reflects how fast company collects cash from customers
revenue as a poxy for credit sales

high RT &low DSO - indicates highly efficient credit and collection but also policy too stringent (possibility of sales being lost to competitors offerings some credits)

low RT - raise questions about efficiency about firm´s credit and collections procedures

check credit losses - whether low turnover reflects credit management issues

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10
Q

Activity Ratio

Payables Turnover

A

NDP = average nr. of days the company takes to pay its suppliers
turnover ratio = measures how many times per year the company theoretically pays off all its creditors
approximation of credited purchases one uses COGS

high PT & low NDP - indicate that company is not using all of available credit facilities but also result from taking adv. of earlier payment discounts

low PT = trouble making payments on time

compare NDP with liquidity
–> if liquidity shows that it has sufficient cash to pay its obligation, yt the PT is low - this could still favour supplier credit

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11
Q

Activity Ratio

Working Capital Turnover

A

CA - CL
indicates how efficiently company generated revenue with WC
Avg- WC ratio = 4 means firm generates 4$ of revenue per 1$ of WC

high ratio - greater efficiency (higher level of revenue relative to WC)
some companies WC can be 0 or negative
negative WC funds its growth in sales by effectively borrowing from its suppliers and customers. … Such firms don’t supply goods on credit and constantly increase their sales.

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12
Q

Activity Ratio
Fixed Asset Turnover
Total Asset Turnover

A

measures how efficient the Co. generates revenue from its fixed assets
high FAT = more efficient use of fixed asset when generating revenue
low ratio = inefficiency, capital-intensive business environment, new business not yet operating at full capacity

AT can be affected by when assets (new) are compared to older ones

AT can also appear erratic because even if revenue has steady growth , fixed assets may not follow a smooth pattern
–> hence changes in ratio doesn´t necessarily indicate changes in company´s efficiency

Total Asset turnover
- company´s overall ability to generate revenues with given level of assets
low TA could be inefficiency or relative capital intensivity
ratios also reflects strategic decisions whether to use a moe labour intensive (less capital intensive) approach to its business

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13
Q

LIQUIDITY

A

focuses on cash flows
measures company´s ability/pay off to meet its ST obligations
measures how quickly assets concentrated into cash

level of liquidity may differ from industry to industry
larger companies have more potential, funding sources, incl. capital, and money markets

ratio reflects company´s pòsition at a point in time + typically use from ending balance sheet, rather than average

interesting for credit analysts (less for corporate or stock market)

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14
Q

LIQUIDITY

current ratio

A

current assets vs current liabilities
how much of current liabilities can be cover with current assets

high ratio = higher level of liquidity (greater ability to me ST obligations)
low ratio = less liquidity -greater reliance on operating CF + outside financing to met St obligations

liquidity affects company´s capacity to take on debt
- CR implicitly assumes that inventories + acc. receivables are indeed liquid

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15
Q

LIQUIDITY

quick ratio

A

more conservative only including liquid (quick) CA
E.g. not including - prepaid expenses, taxes, employee prepayments - represent costs paid in adv. but not easily converted into cash
- inventories might not be converted into cash

In case with low inventory turnover (indicating illiquidity of inventory) - hence quick might be better indicator than current

Cash Ratio
- reliable measures of company´s liquidity in crisis situation
only highly marketable ST investment and cash are included (excl. receivables)

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16
Q

LIQUIDITY

Defensive Interval Ratio

A

cash + ST marketable securities ´receivables / daily cash expenditures

measures how long firm can continue to pay its expenses without receiving any add. ash inflow
DIR = 50 –> firm can continue to pay its operating expenses for 50 days before running out of quick assets

ratio similar to “burn rate” - often computed for start-ups

total cash expenditures approximate by summing all expenses on IS (COGs, selling, general, admin expenses, R&D) - any non-cash expenses (A/D)

17
Q

LIQUIDITY

Cash Conversion Cycle

A

measures length of time required for a company to go from cash paid (operations) to cash received (result of operations)

length of time funds are tied up in WC
duing this time, firm needs to finance its investment in operation through other sources (debt/equity)

short CCC=greater liquidity - company needs o finance its inventory and accounts receivable fo short period of time
higher CCC= lower liquidity - company must finance its I&AR for longer time - hence might need higher levels of capital to fund current assets

negative CCC = company needs less time to sell its inventory (or produce it from raw materials) and receive cash from its customers compared to time in which it has to pay its suppliers of the inventory (or raw materials).

18
Q

SOLVENCY

A

refers to company´s ability to fullfil its LT obligations
provide information regarding
a) the relative amount of debt in the BS
b) adequacy of earnings and CF to cover interest expenses as they come due

magnifying effect - that results form use of fixed costs - costs that stay the same within some range of activities
it can take two form
a) operating leverage
b) financing leverage

19
Q

SOLVENCY

operating leverage

A

results from use of fixed costs in conducting companys business
magnifies effect of changes in sales on operating income
profitable firms- may use OL because when revenue increases - with OL their operating income increases at faster rate
because although variable coss will rise proportionally to revenue, the fixed cost won´t

20
Q

SOLVENCY

financial leveraging

A

debt - financial leverage as interest payments are essentially fixed financing costs
e.g. if firm earns more on fund that it pays on interest the inclusion of some level of debt in company´s capital structure may lower firm´s overall cost of capital (increase ROE)

but high levels of debt increases risk of default and higher borrowing costs for firm to compensate lenders for assuming greater credit risk

understanding use of debt - provide insight into firm´s future project
e,.g. issuance of LT debt to repurchase shares may indicate that management believes that market is underestimating company &shares are undervalued

in general, firms with lower business risk/operations hat generate steady cash flow - are better positioned to take more leverage without a commensurate increase in risk of insolvency

21
Q

SOLVENCY

debt ratios

A
focus on BS and measures amount of debt relative to equity
debt - asset
debt to capital ratio
debt to equity
financial leverage (average TA/avgs TE)
22
Q

SOLVENCY

coverage

A

focuses on IS measuring ability to cover its debt payments
interest coverage
fixed charge coverage (fixed charges to CF generated=
–> n.r of times a company´s earnings can cover the fimñs interest and lease payments

23
Q

PROFITABILITY

A

ability to generate profit
determinant for company´s overall value and value of securities issues
reflects a firm´s competitive position in the market
quality of management

a) return on sales
b) return on investment

24
Q

PROFITABILITY

gross profit margin

A

% revenue available to cover operating and other expenses and to generate profit
high - combination of higher product pricing and lower product costs

ability to charge higher price contrained by competitions - hence GP affected by competition
if a product has competitive advantage the firm will charge more fo it or on cost side, c.a. in production cost

25
Q

PROFITABILITY

operating profit margin

A

gross profit - operating cost

ratio increasing after than gross profit margin an indicate improvement in controlling operating cost (admin. overheads)

26
Q

PROFITABILITY

pretax margin

A

EBT oprating profit - interest
margin reflects effects on profitability of leverage and other (non-opt) income and expenses

if firm´s pretax margin is increasing primarily as result of increasing amount of non-operating income
–> hence check this increase reflects a deliberate change in company´s business focus

27
Q

PROFITABILITY

Net profit margin

A

NI can be easily manipulated
includes both recuring+non-recurring component
generally NI is adjusted for non-recuring items to offer a better view of fim´s potential future profitability

28
Q

PROFITABILITY

ROA

A

measures return earned by a company by its assets holding

the higher ratio the more income is generated for a given level of asseets

29
Q

PROFITABILITY

ROC

A

how profitable company against capital structure (Avg. LT/St debt + equity)
returns measured prior to deducting interest on debt capital (EBIT)

30
Q

PROFITABILITY

ROE

A

return earned on its equity capital, incl. minority equity, preferred equity and common

31
Q

PROFITABILITY

DUPONT - ROE

A

ROE =
operating profitability (NI/Sales - nt profit margin)
* efficiency (Sales/TA)
* financial leverage (TA/Equity)

32
Q

VALUATION- EQUITY ANALYSIS

A

valuing company:

  • valuation ratios
  • discounted cash flow approaches
  • residual income approach (e..g ROE compared with cost of capital)

P/E
= how much an investor in common stock pays of dollar per earnings
P/CF
P/S (use when net income is negative)
P/BV
= indicator of market judgement about Rs between fim´s required rate and actual RR
PB=1 - indicator that firm future return are expected to be equal to returns required by market
BV>1 future profitability of firm expected to exceed market
BV <1 not expected to earn excess return

33
Q

VALUATION- EQUITY ANALYSIS

Per share quantities

A

Basis vs diluted EPs
= amount atributable to each share of common stock
but it does not provide inform of one company with another
CF per share
EBITDA per share
Dividends per share

34
Q

VALUATION- EQUITY ANALYSIS

divided related

A

dividend payout ratio
= % of earning spay out as dividends
tend to be relatively fixed as any reduction in dividends results in a disaproport. large reduction in price
tend to fluctuate with earning

retention rate (B)
= complement of dividend payout ratio
% of earning company retains

Sustainable growth rate: g=b*ROE
 function of profitability and ability to finance form internal generated funds