1. Essentials of Financial Statement Analysis Revsine/Collins/Johnson/Mittelstaedt: Chapter 5 Copyright © 2009 by The McGraw-Hill Companies, All Rights Reserved. McGraw-Hill/Irwin

2. RCJM: Chapter 5 © 2009 2 Learning objectives 1.How competitive forces and business strategies affect firms’ financial statements. 2.Why analysts worry about accounting quality. 3.How return on assets (ROA) is used to evaluate profitability. 4.How ROA and financial leverage combine to determine a firm’s return on equity (ROE). 5.How short-term liquidity risk and long-term solvency risk are assessed. 6.How to use the Statement of Cash Flows to assess credit and risk.

3. RCJM: Chapter 5 © 2009 3 Financial statement analysis: Tools and approaches Tools: Approaches used with each tool: 1.Time-series analysis: the same firm over time (e.g., Wal-Mart in 2005 and 2006) Common size statements Trend statements Financial ratios (e.g., ROA and ROE) 2. Cross-sectional analysis: different firms at a single point in time (e.g., Wal-Mart and Target in 2005). 3. Benchmark comparison: using industry norms or predetermined standards.

4. RCJM: Chapter 5 © 2009 4 Evaluating accounting “quality”  Analysts use financial statement information to “get behind the numbers”.  However, financial statements do not always provide a complete and faithful picture of a company’s activities and condition.

5. RCJM: Chapter 5 © 2009 5 How the financial accounting “filter” sometimes works GAAP puts capital leases on the balance sheet, but operating leases are “off- balance-sheet”. Managers have some discretion over estimates such as “bad debt expense”. Managers have some discretion over the timing of business transactions such as when to buy advertising. Managers can choose any of several different inventory accounting methods.

6. RCJM: Chapter 5 © 2009 6 Financial ratios and profitability analysis Return on assets Asset turnover Operating profit margin Analysts do not always use the reported earnings, sales and asset figures. Instead, they often consider three types of adjustments to the reported numbers: 1.Remove non-operating and nonrecurring items to isolate sustainable operating profits. 2.Eliminate after-tax interest expense to avoid financial structure distortions. 3.Eliminate any accounting quality distortions (e.g., off-balance operating leases). ROA= EBI Average assets EBI Sales Average assets X

7. RCJM: Chapter 5 © 2009 7 How can ROA be increased? There are just two ways: 1.Increase the operating profit margin, or 2.Increase the intensity of asset utilization (turnover rate). Asset turnover Operating profit margin ROA= EBI Average assets EBI Sales Average assets

8. RCJM: Chapter 5 © 2009 8 ROA and competitive advantage: Four hypothetical restaurant firms  Competition works to drive down ROA toward the competitive floor.  Companies that consistently earn an ROA above the floor are said to have a competitive advantage.  However, a high ROA attracts more competition which can lead to an erosion of profitability and advantage.  Firm A and B earn the same ROA, but Firm A follows a differentiation strategy while Firm B is a low cost leader.  Differences in business strategies give rise to economic differences that are reflected in differences in operating margin, asset utilization, and profitability (ROA). Competitive ROA floor

9. RCJM: Chapter 5 © 2009 9 Credit risk and capital structure: Overview  Credit risk refers to the risk of default by the borrower.  The lender risks losing interest payments and loan principal.  A company’s ability to repay debt is determined by it’s capacity to generate cash from operations, asset sales, or external financial markets in excess of its cash needs.  A company’s willingness to repay debt depends on which of the competing cash needs management believes is most pressing at the moment.

10. RCJM: Chapter 5 © 2009 10 Credit risk and capital structure: Balancing cash sources and needs

11. RCJM: Chapter 5 © 2009 11 Credit risk: Short-term liquidity ratios Short-term liquidity Activity ratios Liquidity ratios Current ratio = Current assets Current liabilities Quick ratio = Cash + Marketable securities + Receivables Current liabilities Accounts receivable turnover = Net credit sales Average accounts receivable Inventory turnover = Cost of goods sold Average inventory Accounts payable turnover = Inventory purchases Average accounts payable

12. RCJM: Chapter 5 © 2009 12 Credit risk: Long-term solvency Long-term solvency Coverage ratios Debt ratios Long-term debt to assets = Long-term debt Total assets Long-term debt to tangible assets = Long-term debt Total tangible assets Interest coverage = Operating incomes before taxes and interest Interest expense Operating cash flow to total liabilities Cash flow from continuing operations Average current liabilities + long-term debt =

13. RCJM: Chapter 5 © 2009 13 Components of ROCE Return on common equity (ROCE) Return on assets (ROA) Common earnings leverage Financial structure leverage Net income available to common shareholders Average common shareholders’ equity EBI Average assets Net income available to common shareholders EBI Average assets Average common shareholders’ equity X X

14. RCJM: Chapter 5 © 2009 14 Financial statement analysis and accounting quality  Financial ratios, common-size statements, and trend statements are extremely powerful tools.  But they can be no better than the data from which they are constructed.  Be on the lookout for accounting distortions when using these tools. Examples include: Nonrecurring gains and losses Differences in accounting methods Differences in accounting estimates GAAP implementation differences Historical cost convention

15. RCJM: Chapter 5 © 2009 15 Why do firms report EBITDA and “pro forma” earnings?  Impression management is the answer.  Help investors and analysts spot non-recurring or non-cash revenue and expense items that might otherwise be overlooked.  Mislead investors and analysts by changing the way in which profits are measured. Transform a GAAP loss into a profit. Show a profit improvement. Meet or beat analysts’ earnings forecasts. Analysts should remember: 1.There are no standard definitions for non-GAAP earnings numbers. 2.Non-GAAP earnings ignore some real business costs and thus provide an incomplete picture of company profitability. 3.EBITDA and pro forma earnings do not accurately measure firm cash flows.

16. RCJM: Chapter 5 © 2009 16 Summary  Financial ratios, common-size statements and trend statements are powerful tools.  However: There is no single “correct” way to compute financial ratios. Financial ratios don’t provide the answers, but they can help you ask the right questions. Watch out for accounting distortions that can complicate your interpretation of financial ratios and other comparisons.