Analysis of Financial Statements

CHAPTER 3
Analysis of Financial
Statements
Ratio Analysis
Du Pont system
Effects of improving ratios
Limitations of ratio analysis
Qualitative factors
3-1
Balance Sheet: Assets

2003E
Cash
85,632
A/R
878,000
Inventories 1,716,480
Total CA
2,680,112
Gross FA
1,197,160
Less: Dep.
380,120
Net FA
817,040
Total Assets
3,497,152
2002
7,282
632,160
1,287,360
1,926,802
1,202,950
263,160
939,790
2,866,592
3-2
Balance sheet:
Liabilities and Equity
2003E
Accts payable
436,800
Notes payable
300,000
Accruals
408,000
Total CL
1,144,800
Long-term debt
400,000
Common stock
1,721,176
Retained earnings
231,176
Total Equity
1,952,352
Total L & E
3,497,152
2002
524,160
636,808
489,600
1,650,568
723,432
460,000
32,592
492,592
2,866,592
3-3
Income statement
2003E
Sales
7,035,600
COGS
5,875,992
Other expenses
550,000
EBITDA
609,608
Depr. & Amort.
116,960
EBIT
492,648
Interest Exp.
70,008
EBT
422,640
Taxes
169,056
Net income
253,584
2002
6,034,000
5,528,000
519,988
(13,988)
116,960
(130,948)
136,012
(266,960)
(106,784)
(160,176)
3-4
Other data
2003E
No. of shares 250,000
EPS
$1.014
DPS
$0.220
Stock price
$12.17
Lease pmts $40,000
2002
100,000
-$1.602
$0.110
$2.25
$40,000
3-5
Why are ratios useful?
Ratios standardize numbers and

facilitate comparisons.
Ratios are used to highlight
weaknesses and strengths.
3-6
What are the five major categories

of ratios, and what questions do they
answer?
Liquidity: Can we make required

payments?
Asset management: right amount of
assets vs. sales?
Debt management: Right mix of debt
and equity?
Profitability: Do sales prices exceed unit
costs, and are sales high enough as
reflected in PM, ROE, and ROA?
Market value: Do investors like what they
see as reflected in P/E and M/B ratios?
3-7
Calculate DLeons forecasted

current ratio for 2003.
Current ratio = Current assets / Current
liabilities
= $2,680 / $1,145
= 2.34x
3-8
Comments on current ratio

Current
ratio
2003
2002
2001
Ind.
2.34x
1.20x
2.30x
2.70x
Expected to improve but still

below the industry average.
Liquidity position is weak.
3-9
What is the inventory

turnover vs. the industry
average?
Inv. turnover = Sales / Inventories

= $7,036 / $1,716
= 4.10x
Inventory
Turnover
2003
2002
2001
Ind.
4.1x
4.70x
4.8x
6.1x
3-10
Comments on
Inventory Turnover
Inventory turnover is below

industry average.
DLeon might have old inventory,
or its control might be poor.
No improvement is currently
forecasted.
3-11
DSO is the average number of days

after making a sale before receiving
cash.
DSO= Receivables / Average sales per
day
= Receivables / Sales/365
= $878 / ($7,036/365)
= 45.6
3-12
Appraisal of DSO
DSO
2003
2002
2001
Ind.
45.6
38.2
37.4
32.0
DLeon collects on sales too

slowly, and is getting worse.
DLeon has a poor credit policy.
3-13
Fixed asset and total asset turnover

ratios vs. the industry average
FA turnover = Sales / Net fixed
assets
= $7,036 / $817 = 8.61x
TA turnover = Sales / Total assets
= $7,036 / $3,497 = 2.01x
3-14
Evaluating the FA turnover

and TA turnover ratios
2003
2002
2001
Ind.
FA TO
8.6x
6.4x
10.0x
7.0x
TA TO
2.0x
2.1x
2.3x
2.6x
FA turnover projected to exceed the

industry average.
TA turnover below the industry
average. Caused by excessive currents
assets (A/R and Inv).
3-15
Calculate the debt ratio, TIE, and

EBITDA coverage ratios.
Debt ratio
= Total debt / Total assets
= ($1,145 + $400) / $3,497 =
44.2%
TIE
= EBIT / Interest expense

= $492.6 / $70 = 7.0x
3-16
Calculate the debt ratio, TIE, and

EBITDA coverage ratios.
EBITDA =
coverage
=
(EBITDA+Lease pmts)
Int exp + Lease pmts + Principal pmts
$609.6 + $40
$70 + $40 + $0
= 5.9x
3-17
How do the debt management

ratios compare with industry
averages?
2003 2002 2001

Ind.
44.2% 82.8% 54.8% 50.0%
7.0x
-1.0x
4.3x
6.2x
D/A
TIE
EBITDA
coverag 5.9x
0.1x
3.0x
8.0x
e
D/A and TIE are better than the
industry average, but EBITDA coverage
still trails the industry.
3-18
Profitability ratios:
Profit margin and Basic earning
power
Profit margin = Net income / Sales
= $253.6 / $7,036 = 3.6%
BEP
= EBIT / Total assets

= $492.6 / $3,497 =
14.1%
3-19
Appraising profitability with the

profit margin and basic earning
power
PM
BEP
2003 2002 2001

Ind.
3.6% -2.7% 2.6% 3.5%
14.1% -4.6% 13.0% 19.1%
Profit margin was very bad in 2002, but is projected to

exceed the industry average in 2003. Looking good.
BEP removes the effects of taxes and financial
leverage, and is useful for comparison.
BEP projected to improve, yet still below the industry
average. There is definitely room for improvement.
3-20
Profitability ratios:
Return on assets and Return on
equity
ROA= Net income / Total assets
= $253.6 / $3,497 = 7.3%
ROE = Net income / Total common
equity
= $253.6 / $1,952 = 13.0%
3-21
Appraising profitability with the

return on assets and return on
equity
ROA
ROE
2003
7.3%
2002 2001
Ind.
-5.6% 6.0% 9.1%
13.0%
13.3% 18.2%
32.5%
Both ratios rebounded from the previous

year, but are still below the industry
average. More improvement is needed.
Wide variations in ROE illustrate the effect
that leverage can have on profitability.
3-22
Effects of debt on ROA and

ROE
ROA is lowered by debt--interest

lowers NI, which also lowers ROA
= NI/Assets.
But use of debt also lowers
equity, hence debt could raise
ROE = NI/Equity.
3-23
Problems with ROE
ROE and shareholder wealth are correlated,

but problems can arise when ROE is the
sole measure of performance.
ROE does not consider risk.
ROE does not consider the amount of capital
invested.
Might encourage managers to make investment
decisions that do not benefit shareholders.
ROE focuses only on return. A better

measure is one that considers both risk and
return.
3-24
Calculate the Price/Earnings,

Price/Cash flow, and Market/Book
ratios.
P/E = Price / Earnings per share
= $12.17 / $1.014 = 12.0x
P/CF = Price / Cash flow per share
= $12.17 / [($253.6 + $117.0)
250]
= 8.21x
3-25
Calculate the Price/Earnings,

Price/Cash flow, and Market/Book
ratios.
M/B = Mkt price per share / Book value per
share
= $12.17 / ($1,952 / 250) = 1.56x
P/E
P/CF
M/B
2003
12.0x
8.21x
1.56x
2002
-1.4x
-5.2x
0.5x
2001
9.7x
8.0x
1.3x
Ind.
14.2x
11.0x
2.4x
3-26
Analyzing the market value

ratios
P/E: How much investors are willing to

pay for $1 of earnings.
P/CF: How much investors are willing to
pay for $1 of cash flow.
M/B: How much investors are willing to
pay for $1 of book value equity.
For each ratio, the higher the number,
the better.
P/E and M/B are high if ROE is high and
risk is low.
3-27
Extended DuPont equation:

Breaking down Return on equity
ROE = (Profit margin) x (TA turnover) x (Equity multiplier)
= 3.6%
x
=
13.0%
2001
2002
2003E
Ind.
PM
TA TO
2.6%
2.3
-2.7%
2.1
3.6%
2.0
3.5%
2.6
1.8
EM
2.2
5.8
1.8
2.0
ROE
13.3%
-32.5%
13.0%
18.2%
3-28
The Du Pont system

Also can be expressed as:
ROE = (NI/Sales) x (Sales/TA) x (TA/Equity)
Focuses on:
Expense control (PM)
Asset utilization (TATO)
Debt utilization (Eq. Mult.)
Shows how these factors combine to
determine ROE.
3-29
Trend analysis
Analyzes a firms
financial ratios over
time
Can be used to
estimate the
likelihood of
improvement or
deterioration in
financial condition.
3-30
An example:
The effects of improving
ratios
A/R
878
Debt
1,545 Other
CA
Net FA
TA
1,802
Equity 1,952
817
_____
3,497 Total L&E
3,497
Sales / day = $7,035,600 / 365 = $19,275.62
How would reducing the firms DSO to 32

days affect the company?
3-31
Reducing accounts receivable

and the days sales outstanding
Reducing A/R will have no effect on sales
Old A/R = $19,275.62 x 45.6 = $878,000

New A/R = $19,275.62 x 32.0 = $616,820
Cash freed up:
$261,180
Initially shows up as addition to cash.
3-32
Effect of reducing receivables

on balance sheet and stock
price
Added cash
$261 Debt 1,545
A/R
617 Equity
1,952
Other CA
1,802
Net FA
817
_____
Total Assets
3,497
Total L&E 3,497
What could be done with the new cash?
How might stock price and risk be affected?
3-33
Potential uses of freed up

cash
Repurchase stock
Expand business
Reduce debt
All these actions would likely
improve the stock price.
3-34
Potential problems and

limitations of financial ratio
analysis
Comparison with industry averages is
difficult for a conglomerate firm that

operates in many different divisions.
Average performance is not
necessarily good, perhaps the firm
should aim higher.
Seasonal factors can distort ratios.
Window dressing techniques can
make statements and ratios look better.
3-35
More issues regarding

ratios
Different operating and accounting

practices can distort comparisons.
Sometimes it is hard to tell if a
ratio is good or bad.
Difficult to tell whether a company
is, on balance, in strong or weak
position.
3-36
Qualitative factors to be
considered when evaluating a
companys
future
financial
Are the firms
revenues
tied to 1
performance
key customer, product, or supplier?
What percentage of the firms

business is generated overseas?
Competition
Future prospects
Legal and regulatory environment
3-37

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CHAPTER 3

Balance Sheet: Assets

Why are ratios useful?

Ratios standardize numbers and

What are the five major categories

Liquidity: Can we make required

Calculate DLeons forecasted

Comments on current ratio

Expected to improve but still

What is the inventory

Inv. turnover = Sales / Inventories

Inventory turnover is below

DSO is the average number of days

DLeon collects on sales too

Fixed asset and total asset turnover

Evaluating the FA turnover

FA turnover projected to exceed the

Calculate the debt ratio, TIE, and

= EBIT / Interest expense

Calculate the debt ratio, TIE, and

How do the debt management

2003 2002 2001

= EBIT / Total assets

Appraising profitability with the

2003 2002 2001

Profit margin was very bad in 2002, but is projected to

Appraising profitability with the

Both ratios rebounded from the previous

Effects of debt on ROA and

ROA is lowered by debt--interest

Problems with ROE

ROE and shareholder wealth are correlated,

ROE focuses only on return. A better

Calculate the Price/Earnings,

Calculate the Price/Earnings,

Analyzing the market value

P/E: How much investors are willing to

Extended DuPont equation:

The Du Pont system

Sales / day = $7,035,600 / 365 = $19,275.62

How would reducing the firms DSO to 32

Reducing accounts receivable

Reducing A/R will have no effect on sales

Old A/R = $19,275.62 x 45.6 = $878,000

Effect of reducing receivables

Potential uses of freed up

Potential problems and

difficult for a conglomerate firm that

More issues regarding

Different operating and accounting

What percentage of the firms

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