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Financial ratios are created with the use of numerical values taken from financial statements to gain meaningful information about a company. The numbers found on a company’s financial statements – balance sheet, income statement, and cash flow statement – are used to perform quantitative analysis and assess a company’s liquidity, leverage, growth, margins, profitability, rates of return, valuation, and more. Modes of Expression of Ratios: Ratios may be expressed in any one or more of the following ways: (a) Proportion, (b) Rate or times (c) Percentage. Advantages of Ratio Analysis: The information shown in financial statements does not signify anything individually because the facts shown are inter-related. Hence it is necessary to establish relationships between various items to reveal significant details and throw light on all notable financial and operational aspects. Ratio analysis caters to the needs of various parties interested in financial statements. The basic objective of ratio analysis is to help management in interpretation of financial statements to enable it to perform the managerial functions efficiently. Limitations of Ratio Analysis: Ratios are precious tools in the hands of management but the utility lies in the proper utilisation of ratios. Mishandling or misuse of ratios and using them without proper context may lead the management to a wrong direction. The financial analyst should be well versed in computing ratios and proper utilization of ratios. Like all techniques of control, ratio analysis also suffers from several ‘ifs and buts’ and for proper computation and utilization of ratios the analyst should be aware of the limitations of ratio analysis. Uses and Users of Financial Ratio Analysis Analysis of financial ratios serves two main purposes: 1. Track company performance Determining individual financial ratios per period and tracking the change in their values over time is done to spot trends that may be developing in a company. For example, an increasing debt-to-asset ratio may indicate that a company is overburdened with debt and may eventually be facing default risk. 2. Make comparative judgments regarding company performance Comparing financial ratios with that of major competitors is done to identify whether a company is performing better or worse than the industry average. For example, comparing the return on assets between companies helps an analyst or investor to determine which company is making the most efficient use of its assets. Users of financial ratios include parties external and internal to the company: External users: Financial analysts, retail investors, creditors, competitors, tax authorities, regulatory authorities, and industry observers Internal users: Management team, employees, and owners
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Financial ratios are created with the use of numerical values taken from financial statements to gain meaningful information about a company. The numbers found on a company’s financial statements – balance sheet, income statement, and cash flow statement – are used to perform quantitative analysis and assess a company’s liquidity, leverage, growth, margins, profitability, rates of return, valuation, and more. Modes of Expression of Ratios: Ratios may be expressed in any one or more of the following ways: (a) Proportion, (b) Rate or times (c) Percentage. Advantages of Ratio Analysis: The information shown in financial statements does not signify anything individually because the facts shown are inter-related. Hence it is necessary to establish relationships between various items to reveal significant details and throw light on all notable financial and operational aspects. Ratio analysis caters to the needs of various parties interested in financial statements. The basic objective of ratio analysis is to help management in interpretation of financial statements to enable it to perform the managerial functions efficiently. Limitations of Ratio Analysis: Ratios are precious tools in the hands of management but the utility lies in the proper utilisation of ratios. Mishandling or misuse of ratios and using them without proper context may lead the management to a wrong direction. The financial analyst should be well versed in computing ratios and proper utilization of ratios. Like all techniques of control, ratio analysis also suffers from several ‘ifs and buts’ and for proper computation and utilization of ratios the analyst should be aware of the limitations of ratio analysis. Uses and Users of Financial Ratio Analysis Analysis of financial ratios serves two main purposes: 1. Track company performance Determining individual financial ratios per period and tracking the change in their values over time is done to spot trends that may be developing in a company. For example, an increasing debt-to-asset ratio may indicate that a company is overburdened with debt and may eventually be facing default risk. 2. Make comparative judgments regarding company performance Comparing financial ratios with that of major competitors is done to identify whether a company is performing better or worse than the industry average. For example, comparing the return on assets between companies helps an analyst or investor to determine which company is making the most efficient use of its assets. Users of financial ratios include parties external and internal to the company: External users: Financial analysts, retail investors, creditors, competitors, tax authorities, regulatory authorities, and industry observers Internal users: Management team, employees, and owners
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Instructions for this assignment: Perform all of the elements listed below. This assignment has you complete two parts of a strategic business plan. To see how those parts fit into a full business plan, (see attachment) for a strategic business plan outline . Part I – Analysis of the External Environment As part of the Strategic Business Plan, you have been asked to: Identify and analyze the major driving forces for change in the external environment of the motorcycle industry. Analyze the dynamics of competition using Porter's Five Forces Model of Competition. Correctly assess the dynamics of competition. Provide at least three statistics about the size of the motorcycle industry such as revenue, growth rate, number of units sold by manufacturer/country, etc. Summarize the strategic issues firms in this industry face and identify their biggest threats. This section should be titled "The Analysis of H-D's External Environment." Part II – Internal Environment Analysis Financial Gather the financial information necessary to do a complete ratio analysis and the Balance Score Card (BSC) key metrics information. If you were going to create a BSC, what would be the key metrics you would measure in each of the four BSC areas: Financial Customer Internal Business Process Learning and Growth Perform a ratio analysis using H-D's five-year financial performance. Interpret the meaning of the ratios and financial performance. This section should be titled "The Analysis of H-D's Current Strategy: Two Views." Be sure to include the ratio analysis. You may also include other graphics to support your narrative. Competitors Based on your analysis, you must decide which two competitors present the biggest competitive threat to H-D. Perform a financial ratio analysis for the competitors after looking at trends in financial performance over five years, and compare the trends to industry averages. Be sure you have a clear ranking of the industries' competitors. This section should be titled "Competitor Analysis." Be sure to include the financial ratio analysis. You may also include other graphics to support your narrative. This assignment should be 4 to 8 pages in length. Assignment 2 Grading Criteria Maximum Points External environment analysis: driving forces, dynamics of competition, and at least three statistics about the size of the industry. 15 Summarized strategic issues faced by the industry and identifed their biggest threats. 20 Performed a financial ratio analysis using H-D's five-year financial performance and interpreted the ratios—see the text for which ratios to perform. Concluded how well the firm's strategy is working. 20 Created a hypothetical BSC for H-D after selecting which measures you believe are important in the four areas: serving customers, improving processes, learning, and growth and financial performance. 15 Performed a ratio analysis of the financial performance of two competitors and compared them to H-D. Developed.
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Evaluation and Control Chapter 11 Learning Objectives Understand the basic control process Choose among traditional measures, such as ROI, and shareholder value measures, such as economic value added, to properly assess performance Use the balanced scorecard approach to develop key performance measures Apply the benchmarking process to a function or an activity Develop appropriate control systems to support specific strategies including performance measurement Copyright © 2015 Pearson Education, Inc. 11-2 After reading this chapter, you should be able to: Understand the basic control process Choose among traditional measures, such as ROI, and shareholder value measures, such as economic value added, to properly assess performance Use the balanced scorecard approach to develop key performance measures Apply the benchmarking process to a function or an activity Develop appropriate control systems to support specific strategies including performance measurement 2 Evaluation and Control Process Copyright © 2015 Pearson Education, Inc. 11-3 Figure 11-1 Evaluation and control information consists of performance data and activity reports (gathered in Step 3 in Figure 11–1). 3 Measuring Performance Performance end result of activity Steering controls measure variables that influence future profitability Cost per available seat mile (airlines) Inventory turnover ratio (retail) Customer satisfaction 11-4 Copyright © 2015 Pearson Education, Inc. 4 Performance is the end result of activity. A firm, therefore, needs to develop measures that predict likely profitability. These are referred to as steering controls because they measure variables that influence future profitability. Every industry has its own set of key metrics that tend to predict profits. Airlines, for example, closely monitor cost per available seat mile (ASM). An example of a steering control used by retail stores is the inventory turnover ratio, in which a retailer’s cost of goods sold is divided by the average value of its inventories. Another steering control is customer satisfaction. Types of Controls Output controls specify what is to be accomplished by focusing on the end result through the use of objectives Behavior controls specify how something is done through policies, rules, standard operating procedures and orders from supervisors Input controls emphasize resources Copyright © 2015 Pearson Education, Inc. 11-5 5 Output controls specify what is to be accomplished by focusing on the end result. Behavior controls specify how something is done through policies, rules, standard operating procedures and orders from supervisors. Input controls emphasize resources. Activity-Based Costing Activity-based costing allocates indirect and direct costs to individual product lines based on value-added activities going into that product Allows accountants to charge costs more accurately because it allocates overhead more precisely Copyright © 2015 Pearson ...
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1. Which one of the following is NOT an attractive way to reduce production and/or marketing costs and strive to achieve a competitive advantage over rivals based on lower overall costs per entry-level camera sold? Keeping a watchful eye on warranty costs for entry-level cameras and endeavoring to keep them below the industry-average benchmark (as reported on p. 5 of the GLO-BUS Statistical Review) Making sure that total compensation per full-time PAT member remains at or very close to the industry-low benchmark (as reported on p. 6 of the GLO-BUS Statistical Review) Striving to keeping marketing costs per entry-level camera in all 4 geographic regions sold to levels that are substantially below the industry-average benchmark (as reported on p. 6 of the GLO-BUS Statistical Review) Trying several different "what-if" entries for core components to be used in entry-level cameras in order to discover the lowest cost combination for achieving the target P/Q rating Paying full-time PAT members a sufficiently high total compensation package that boosts the productivity of the labor force enough to keep labor costs per entry-level camera below the industry-average benchmark (as reported on p. 5 of the GLO-BUS Statistical Review) 2. If a management team wishes to boost the company's stock price, then it should consider actions toissue additional shares of common stock and use the proceeds to pay off the borrowings against the company's line of credit.boost the prices it charges for entry-level and multi-featured cameras by a minimum of $10 in all four geographic regions.boost the amount of earnings retained in the business and increase the hoard of cash held in the company's retrained earnings account.spend additional money on corporate social responsibility and corporate citizenship.boost the company's net income and EPS and, also, to repurchase shares of common stock. 3. Which one of the following is NOT a way to improve the P/Q rating of a company's brand of multi-featured cameras? Increasing the size of the LCD display screen for multi-featured cameras Spending additional money to improve the imaging devices used in making the company's multi-featured cameras Improving the optical zoom capability of the company's multi-featured cameras Spending additional money to improve the ergonomics of the company's multi-featured camera models Increasing the warranty period for multi-featured cameras from 1 year to 2 years 4. If a company earns net income of $25 million in Year 8, has 10 million shares of stock, pays a dividend of $1.00 per share, and has annual interest costs of $10 million, thenthe company's retained earnings for the year would be $5 million; the $5 million in retained earnings would be shown on the company's balance sheet as a reduction in equity investment by stockholders in Year 9.the company's EPS for Year 8 would be $2.50 and its retained earnings for Year 8 would be $15 million (net income of $25 million less divi ...
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Financial Management Unit III Assessment Question 1 · Define each part of a financial plan and discuss the importance of these components in managerial decision making. · Your response should be at least 250 words in length. Question 2 · Construct a pro forma income statement for the first year and second year for the following assumptions: Units of Sales in Year 1: 110,000 Price per Unit: $11 Variable cost per unit: 30% Fixed Costs: $125,000 Income taxes: 15% Interest Expense: $200,000 In year 2, Price per unit increases to $11.50, and unit of sales increases by 5%, all other assumptions remain the same. Question 3 · Calculate the sustainable growth based on the following information: · · • Earnings after taxes = $35,000 · • Equity = $100,000 • d=22.4% Question 4 · Calculate a table of interest rates based on the following information: The pure interest rate is 1.6% Inflation expectations for year 1 = 3%, year 2 =3.5%, years 3-5 =5% The default risk is .1% for year one and increases by .2% over each year Liquidity premium is 0 for year 1 and increases by .2% each year Maturity risk premium is 0 for years 1 and 2 and .2% for years 3-5 BBA 3301, Financial Management 1 UNIT III STUDY GUIDE Financial Planning, the Financial System and Governance Learning Objectives Upon completion of this unit, students should be able to: 1. Define the elements of a business plan. 2. Explain the purpose and use of a financial plan. 3. Calculate sustainable growth. 4. Analyze the percent of sales approach to forecasting. 5. Conduct a basic financial forecast. 6. Construct the financial flow of funds model. 7. Explain moral hazard in executive compensation. 8. Develop an interest rate table for a term structure incorporating risk and inflation. 9. Contrast theories pertaining to the term structure of interest rates. Written Lecture From courses in business administration and management, you will probably note the planning function is key to organizational management. There are various forms of planning that can include operational planning, strategic planning, budgeting, and forecasting. Using financial data and information, managers in all areas will need to either review or prepare business plans at some point in their career. This unit begins with the study of business and financial planning. A business plan is a model of what management expects a business to become in the future. A good business plan usually has broad, long-term planning on one end and numerical short-term forecasting on the other end. Business plans can be used by small business and entrepreneurs as well as large corporations in planning expansion. Usually, a business plan involves some form of forecast and the development of pro forma financial statements. Business plans are often used by managers in assessing opportunities and allocating resources. Additionally, investors (debt and equity) review the business ...
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MTNL REPORT - FINANCIAL ANALYSIS
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