Module 2....
Module 2....
Module 2....
MODULE 2
Learning Objectives:
INTRODUCTION
Looking into the financial statements will give readers a glimpse of how business
performed, what its resources and obligations are and how much claim does an
owner have on these resources. The figures we see in the financial statements are
more than just the peso value amounts. There are stories beyond these numbers.
In any case, these stories are more interesting as they give us insights meaningful
enough to strategize the next business move. They paint the picture of fhe of the
character of the management. It could reveal what went wrong, enabling decision
makers to take actions to avoid the same in the future. The value of the financial
statement for management lies heavily on one’s ability to interpret them.
This module will allow learners to appreciate and understand the different
technique in analyzing financial statements, in the hope that they will apply these
techniques to interpret financial reports for management decision making.
analysis:
Meaning of Analysis
Analysis means the process of splitting or broken up of the contents of financial
statements into
many parts for getting meaningful information at the maximum.
Meaning of Interpretation
Interpretation means explaining the meaning and significance of the rearranged
and/or modified data of the financial statements.
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1. The objectives of financial statement analysis is the basis for the selection of
techniques of analysis. Hence, the organization should decide the purpose of
financial statement analysis.
2. The extent of interpretation is also decided to select right type of techniques of
financial statement analysis.
3. The financial statements are prepared on certain assumptions, principles and
practices which are ascertained to understand their significance.
4. Additional information required for the work of interpretation should be collected
properly.
5. The collected data should be presented in a logical sequence by rearrangement of
data.
6. Data should be analyzed for preparing comparative statement, common size
statement, trend percentage, calculation of ratios and the like.
7. General market conditions and economic conditions are taken into consideration
for analyzing and interpreting the collected facts.
8. Interpreted data and information should be presented in a suitable report form.
1. To examine the earning capacity and efficiency of various business activities with
the help of income statements.
2. To measure the managerial efficiency under various business situations.
3. To estimate the performance evaluation of different departments over a period of
time.
4. To measure short term and long term solvency position of the business
organization with the help of Balance Sheet.
5. To examine the source of finance and way of utilizing the available finance.
6. To determine earning capacity and future prospects of the business concern.
7. To identify the way of utilizing fixed assets and the role of fixed assets on
maintaining the earning capacity of the business concern.
8. To investigate the future potential of the business concern.
9. To compare operational efficiency of similar concerns engaged in the same
industry.
10. To identify the growth trend of the business organization.
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LEARNING TASK I
Instructions:
Part 2. Using the given financial statement for Midwest Tours, prepare the following:
The previous discussions have already given us a concrete background on performing financial statement
analysis. At this point, you are tasked to answer a case study as a group. The reporting group should be
able to present the work in class. Other groups also need to prepare the case and must be able to
participate in the synchronous discussion.
Instructions:
1. Answer the case that follow. Process it using MS Office and submit a soft file. This is due on Oct.
15 at 5pm
2. This is an graded activity. (can be done individually, by pair or maximum of three persons)
3. Answer the guide questions given in the case with supporting computations if required.
4. The case will be discussed on the Synchronous meeting on Oct. 15 by the reporting groups
Andre Pires opened his automobile parts store, Quickfix Auto Parts, five years ago, in a
mid-sized city located in the mid-western region of the United States. Having worked for an automobile
dealership, first as a technician, and later as the parts department manager, for over 15 years, Andre
had learned the many nuances of the fiercely competitive automobile servicing business. He had
developed many contacts with dealers and service technicians, which came in really handy when
establishing his own retail store. Business had picked up significantly well over the years, and as a
result, Andre had more than doubled his store size by the third year of operations. The industry and
local forecasts for the next few years were very good and Andre was confident that his sales would
keep growing at or above recent levels.
However, Andre had used up most of his available funds in expanding the business and was well
aware that future growth would have to be funded with external sources of funds. What was worrying
Andre was the fact that over the past two years, the store’s net income figures had been negative, and
his cash flow situation had gotten pretty weak (See Tables 1 and 2). He figured that he had better take
a good look at his firm’s financial situation and improve it, if possible, before his suppliers found out.
He knew fully well that being shut out by suppliers would be disastrous!
Andre’s knowledge of finance and accounting, not unlike many businessmen’s, was very limited.
He had often entertained the thought of taking some financial management courses, but could never
find the time. One day, at his weekly bridge session, he happened to mention his problem to Tom
Andrews, his long-time friend and bridge partner. Tom had often given him good advice in the past
and Andre was desperate for a solution. “I’m no finance expert, Andre”, said Tom, “but you might want
to contact the finance department at our local university’s business school and see if you can hire and
MBA student as an intern. These students can often be very insightful, you know.”
That’s exactly what Andre did. Within a week he was able to recruit Juan Plexo, a second
semester MBA student, who had an undergraduate degree in Accountancy and was interested in
concentrating in Finance. When Juan started his internship, Andre explained exactly what his
concerns were. “I’m going to have to raise funds for future growth, and given my recent profit situation,
the prospects look pretty bleak. I can’t seem to put my finger on the exact cause. The bank’s
commercial loan is going to want some pretty convincing arguments as to why they should grant me
the loan. I need to put some concrete remedial measures in place, and was hoping that you can help
sort things out, Juan,” said Andre. “I think I may have bitten off more than I can currently chew.”
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Table 1
Quickfix Autoparts
Balance Sheets
Land, Buildings, Plant, and Equipment $250,000 $250,000 $500,000 $500,000 $500,000
Accumulated Depreciation (25,000) (50,000) (100,000) (150,000) (200,000)
Net Fixed Assets $225,000 $200,000 $400,000 $350,000 $300,000
Table 2
Quickfix Autoparts
Income Statements
Questions:
1. How does Quickfix’s average compound growth rate in sales compare with its earnings growth rate
over the past five years?
2. Which statements should Juan refer to and which ones should he construct so as to develop a fair
assessment of the firm’s financial condition? Explain why?
3. What calculations should Juan do in order to get a good grasp of what is going on with Quickfix’s
performance?
4. Juan knows that he should compare Quickfix’s condition with an appropriate benchmark. How
should he go about obtaining the necessary comparison data?
5. Besides comparison with the benchmark what other types of analyses could Juan perform to
comprehensively analyze the firm’s condition? Perform the suggested analyses and comment on your
findings.
6. Comment on Quickfix’s liquidity, asset utilization, long-term solvency, and profitability ratios. What
arguments would have to be made to convince the bank that they should grant Quickfix the loan?
7. If you were the commercial loan officer and were approached by Andre for a short-term loan of
$25,000, what would your decision be? Why?
8. What recommendations should Juan make for improvement, if any?
9. What kinds of problems do you think Juan would have to cope with when conducting a
comprehensive financial statement analysis of Quickfix Auto Parts? What are the limitations of
financial statement analysis in general?
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