Understanding and using financial statement

1. Understanding and Using Financial Statements

6. The Accounting Model (BS) © Robert Magee, Kellogg School of Management 2008

7. The Accounting Model (BS+IS) © Robert Magee, Kellogg School of Management 2008

8. The Accounting Model (BS+IS+SCF) © Robert Magee, Kellogg School of Management 2008

10. The Sage Company: Start © Robert Magee, Kellogg School of Management 2008

11. The Sage Company: 1-6 © Robert Magee, Kellogg School of Management 2008

12. The Sage Company: 7-12 © Robert Magee, Kellogg School of Management 2008

13. The Sage Company © Robert Magee, Kellogg School of Management 2008 SCF I/S

14. Financial Statements (flows) © Robert Magee, Kellogg School of Management 2008 Statement of Cash Flows Operations: Cash receipts from customers $ 3,500 Less: Payments to suppliers 1,100 Payments to employees 730 Payments for rent 600 Payments for interest 16 Cash from operations $ 1,054 Investing: Proceeds from disposals $10 New fixtures and equipment (800) Cash from investing ($ 790) Financing: Loan repayment (1,600) Proceeds from new loan 2,000 Shareholder dividends (80) Cash from financing $ 320 Net change in cash $ 584 Beginning cash balance 600 Ending cash balance $ 1,184 Income Statement Revenue $ 3,800 Expenses: Cost of goods sold 1,800 Salaries and wages 700 Rent 200 Depreciation 150 2,850 Operating income $ 950 Interest expense 16 Income before taxes $ 934 Tax expense 374 Net income $ 560

15. The Sage Company: Close © Robert Magee, Kellogg School of Management 2008

16. Balance Sheet (levels) © Robert Magee, Kellogg School of Management 2008 Assets Liabilities and shareholders equity Cash $ 1,184 Accounts payable $ 3,100 Accounts receivable 6,800 Salaries and wages payable 70 Inventory 1,800 Tax payable 374 Prepaid rent 400 Current Liabilities $ 3,544 Current Assets $ 10,184 Long-term loan 2,000 Fixtures and equipment at cost 2,620 Common Stock, $1 par 300 Accumulated depreciation (880) Additional paid-in-capital 4,300 Plant and equipment, net 1,740 Retained earnings 1,780 Total Assets $ 11,924 Total liabilities and shareholders equity $ 11,924 Balance Sheet July 31, 2000

17. Reconcile Cash Flow and Income © Robert Magee, Kellogg School of Management 2008 Statement of Cash Flows-Indirect Operations: Net income $ 560 Adjustments: Depreciation addback 150 Less: A/R increase (300) Prepaid rent increase (400) Wages Payable decrease (30) Plus: Inventory decrease 600 A/P increase 100 Tax payable increase 374 Cash from operations $ 1,054 Statement of Cash Flows Operations: Cash receipts from customers $ 3,500 Less: Payments to suppliers 1,100 Payments to employees 730 Payments for rent 600 Payments for interest 16 Cash from operations $ 1,054 Investing: Proceeds from disposals $10 New fixtures and equipment (800) Cash from investing ($ 790) Financing: Loan repayment (1,600) Proceeds from new loan 2,000 Shareholder dividends (80) Cash from financing $ 320 Net change in cash $ 584 Beginning cash balance 600 Ending cash balance $ 1,184

18. Key to Reading Financial Reports © Robert Magee, Kellogg School of Management 2008 Understanding the real activities and how they are reflected in financial reports is the key to effective reading of the reports. ORGANIZATION Financial Financing Reporting Collections Purchasing B/S Production I/S Payments SCF Selling Fn’s Financial Statement Analysis

19. The Current Ratio © Robert Magee, Kellogg School of Management 2008 The Current Ratio compares the pool of resources that are expected to become cash within the year to the obligations that must be met within the year. Current Assets Current Ratio = Current Liabilities Walgreens’ Current Ratios 2007 2006

20. Other Liquidity Ratios © Robert Magee, Kellogg School of Management 2008 Quick ratio = (Current assets – inventory) ÷ Current liabilities A/R turnover = Sales revenue ÷ Average A/R Days receivables = Average A/R ÷ (Sales revenue ÷ 365) Inventory turnover = Cost of goods sold ÷ Average inventory Days inventory = Average inventory ÷ (Cost of goods sold ÷ 365) A/P turnover = Cost of goods sold ÷ Average A/P Days payables = Average A/P ÷ (Cost of goods sold ÷ 365) Cash operating cycle = Days receivables + Days inventory – Days payables Days to flame-out = (Cash + Marketable securities) ÷ (-Free cash flow ÷ 365)

21. The Total Debt to Total Equity Ratio © Robert Magee, Kellogg School of Management 2008 One measure of the firm’s ability to meet its long-term fixed commitments relates the size of the fixed obligations (liabilities) to the size of the shareholders’ residual claim. Total Liabilities Debt to Equity Ratio = Shareholders’ Equity Walgreens’ D/E Ratios 2007 2006

22. Return on Common Shareholders’ Equity © Robert Magee, Kellogg School of Management 2008 Profitability measures often use a “return on investment” notion so that the accomplishments (profits) are related to the resources provided (investment). Net Profit to Common 1 Return on Shareholders’ Equity = Average Common Shareholders’ Equity Walgreens’ ROE 2007 1 Net profit to common equals net income minus any dividends to outstanding preferred stock.

23. Other Profitability Ratios © Robert Magee, Kellogg School of Management 2008 Earnings per share = Net profit to common ÷ Average common shares outstanding Gross margin = Gross profit ÷ Sales revenue Return on sales (Profit margin) = Net income ÷ Sales revenue Total asset turnover = Sales revenue ÷ Average total assets Return on assets (pre-tax) = EBIT 1 ÷ Average total assets Return on assets = {Net income + (1-tax rate)*Interest expense} ÷ Average assets 1 EBIT is defined as earnings before interest and tax expense.

27. Reverse Engineering Exercise