Topics in Chapter

 Ratio analysis
 Du Pont system
 Effects of improving ratios
 Limitations of ratio analysis
 Qualitative factors

1
 Determinants of Intrinsic Value:
Using Ratio Analysis

Net operating Required investments

−
profit after taxes in operating capital

Free cash flow

=
(FCF)

FCF1 FCF2 ... + FCF∞

Value = + +
(1 + WACC)1 (1 + WACC)2 (1 + WACC)∞

Weighted average
cost of capital
(WACC)

Market interest rates Cost of debt Firm’s debt/equity mix

Market risk aversion Cost of equity Firm’s business risk

2
Overview
 Ratios facilitate comparison of:
 One company over time
 One company versus other companies
 Ratios are used by:
 Lenders to determine creditworthiness
 Stockholders to estimate future cash flows and
risk
 Managers to identify areas of weakness and
strength

3
Income Statement
2010 2011E
Sales $5,834,400 $7,035,600
COGS 4,980,000 5,800,000
Other expenses 720,000 612,960
Deprec. 116,960 120,000
Tot. op. costs 5,816,960 6,532,960
EBIT 17,440 502,640
Int. expense 176,000 80,000
EBT (158,560) 422,640
Taxes (40%) (63,424) 169,056
Net income ($ 95,136) $ 253,584
4
Balance Sheets: Assets
2010 2011E
Cash $ 7,282 $ 14,000
S-T invest. 20,000 71,632
AR 632,160 878,000
Inventories 1,287,360 1,716,480
Total CA 1,946,802 2,680,112
Net FA 939,790 836,840
Total assets $2,886,592 $3,516,952
5
Balance Sheets: Liabilities &
Equity
2010 2011E
Accts. payable $ 324,000 $ 359,800
Notes payable 720,000 300,000
Accruals 284,960 380,000
Total CL 1,328,960 1,039,800
Long-term debt 1,000,000 500,000
Common stock 460,000 1,680,936
Ret. earnings 97,632 296,216
Total equity 557,632 1,977,152
Total L&E $2,886,592 $3,516,9526
Other Data
2010 2011E
Stock price $6.00 $12.17
# of shares 100,000 250,000
EPS -$0.95 $1.01
DPS $0.11 $0.22
Book val. per sh. $5.58 $7.91
Lease payments $40,000 $40,000
Tax rate 0.4 0.4
7
Five Categories of Fin. Ratios
 Liquidity
 Asset Mgmt
 Debt Mgmt
 Profitability
 Market Value

8
 Five Categories of Fin. Ratios
 Liquidity: Ability to meet current obligations
 Asset Mgmt: Proper & effective use of assets
 Asset utilization (i.e., Total Asset Turnover Ratio:
 TAT = Sales / T. Assets
 Debt Mgmt: extent of debt & level of safety
afforded creditors
 Debt utilization (i.e., Equity Multiplier:
 EM = T. Assets / T. Eqty
9
 Five Categories of Fin. Ratios
 Profitability: reflects effects of liquidity, asset
mgmt, & debt on operating results
 Expense Control: Profit Margin:
 PM = Net Income / Sales

 Market Value: indicators of what investors

think of firm’s past results & future prospects

10
Liquidity Ratios
 Can the company meet its short-term
obligations using resources it currently
has on hand?

11
 Forecasted Current and Quick
Ratios for 2011.

CA $2,680
CR10 = CL = $1,040 = 2.58.

CA - Inv.
QR10 = CL
$2,680 - $1,716
= $1,040 = 0.93.
12
Comments on CR and QR
2011E 2010 2009 Ind.
CR 2.58 1.46 2.3 2.7
QR 0.93 0.5 0.8 1.0

 Expected to improve but still below industry

average.
 Liquidity position is weak.

13
Asset Management Ratios
 How efficiently does firm use its assets?
 How much does firm have tied up in
assets for each dollar of sales?

14
 Inventory Turnover Ratio vs.
Industry Average

Sales
Inv. turnover = Inventories
$7,036
= = 4.10.
$1,716

2011E 2010 2009 Ind.

Inv. T. 4.1 4.5 4.8 6.1
15
Comments on Inventory
Turnover
 Inventory turnover: Below industry average
 Firm might have old inventory, or its
control might be poor.
 No improvement is currently forecasted.

16
DSO: average number of days
from sale until cash received.

DSO = Receivables
Average sales per day

= Receivables = $878
Sales/365 $7,036/365
= 45.5 days.

17
Appraisal of DSO
 Firm collects too slowly, and situation is
getting worse.
 Poor credit policy.

2011 2010 2009 Ind.

DSO 45.5 39.5 37.4 32.0

18
Fixed Assets and Total Assets
Turnover Ratios

Fixed assets Sales

=
turnover Net fixed assets
= $7,036 = 8.41.
$837
Total assets Sales
=
turnover Total assets
= $7,036 = 2.00.
$3,517
19
Fixed Assets and Total Assets
Turnover Ratios
 FA turnover: expected to exceed industry average.
Good.
 TA turnover not up to industry average. Implication?
Caused by excessive current assets (A/R and inventory).

2011E 2010 2009 Ind.

FA TO 8.4 6.2 10.0 7.0
TA TO 2.0 2.0 2.3 2.5

20
Debt Management Ratios
 Does company have too much debt?
 Can company’s earnings meet its debt
servicing requirements?

21
Calculate the debt, TIE, and
EBITDA coverage ratios.

Total liabilities
Debt ratio = Total assets
$1,040 + $500
= $3,517 = 43.8%.

EBIT
TIE =
Int. expense
= $502.6 = 6.3.
$80 (More…)
22
 EBITDA Coverage (EC)

EBIT
_________+ Depr. & Amort. + Lease payments
Interest
expense + Lease Pmt. + Loan pmt.

= $502.6 + $120 + $40 = 5.5.

$80 + $40 + $0
23
 Debt Management Ratios vs.
Industry Averages

2011E 2010 2009 Ind.

D/A 43.8% 80.7% 54.8% 50.0%
TIE 6.3 0.1 3.3 6.2
EC 5.5 0.8 2.6 8.0

Recapitalization improved situation, but

lease pmts drag down EBITDA Cov.
24
Equity Multiplier =
T. Assets/Cmn Eqty
 Firms with large amts of debt financing
(high leverage) have high Eqty Multiplier

 Think: Assets = Debt + Eqty

25
Equity Multiplier =
T. Assets/Cmn Eqty
 Firms with small amts of debt financing
(low leverage) have smaller Eqty Multiplier

26
Profitability Ratios
 What is company’s rate of return on:
 Sales?
 Assets?

27
Profit Margins
Net profit margin (PM):
NI $253.6
PM = Sales = $7,036 = 3.6%.

Operating profit margin (OM):

EBIT $503
OM = Sales = $7,036 = 7.1%.

(More…)
28
 Profit Margins (Continued)

Gross profit margin (GPM):

Sales − COGS $7,036 − $5,800
GPM = Sales =
$7,036

$1,236
GPM = $7,036 = 17.6%.

29
Profit Margins vs. Industry
Averages

2011E 2010 2009 Ind.

PM 3.6% -1.6% 2.6% 3.6%
OPM 7.1 0.3 6.1 7.1
GPM 17.6 14.6 16.6 15.5
Very bad in 2010, but projected to
meet or exceed industry average in
2011.
30
 Basic Earning Power &
Subway vs. Smelly Deli
 EBIT=

 T.Assets=

 BEP= EBIT/TA

31
Basic Earning Power (BEP)

BEP = EBIT
Total assets
= $502.6 = =14.3%
$3,517

32
 Basic Earning Power vs.
Industry Average
2011E 2010 2009 Ind.
BEP 14.3% 0.6% 14.2% 17.8%

 BEP removes effect of taxes and

financial leverage. Useful for
comparison.
 Projected to be below average.
 Room for improvement.
33
Return on Assets (ROA)
and Return on Equity (ROE)

NI
ROA =
Total assets

= $253.6 = 7.2%.
$3,517

(More…)
34
Return on Assets (ROA)
and Return on Equity (ROE)

NI
ROE =
Common Equity

= $253.6 = 12.8%.
$1,977

(More…)
35
ROA and ROE vs. Industry
Averages

2011E 2010 2009 Ind.

ROA 7.2% -3.3% 6.0% 9.0%
ROE 12.8% -17.1% 13.3% 18.0%

Both below average but improving.

36
Effects of Debt on ROA & ROE
No Debt (unlevered) vs. Debt (levered)

37
Effects of Debt on ROA and
ROE
 ROA is lowered by debt--interest
expense lowers net income, which also
lowers ROA.
 However, use of debt lowers equity,
and if equity is lowered more than net
income, ROE increases.

38
 Important Implications of Debt
Financing (Financial Leverage)
 By raising $ thru debt, stockholders can
maintain control of firm w/o increasing their
investment.
 Greater the equity stake, the less risk faced
by lenders (creditors)
 If company earns greater return on
investment financed with debt than it pays in
interest on borrowed funds, then it the
return on owners equity is magnified, or
leveraged. 39
The Internal Growth Rate
 The internal growth rate tells us how
much the firm can grow assets using
retained earnings as the only source of
financing.
 Intrnl Grth rate = (ROA x Retention %)
1- (ROA x Retention %)
The Sustainable Growth Rate
 The sustainable growth rate tells us
how much the firm can grow by using
internally generated funds and issuing
debt to maintain a constant debt ratio.
 Sustnbl Grth rate = (ROE x Retention %)
1- (ROE x Retention %)
Market Value Ratios
 Market value ratios: gives mgmt
indication of what investors think of
co.’s past performance & future
prospects

42
Market Value Ratios
 Increase /decrease:
 High current levels of earnings and cash
flow increase market value ratios
 High expected growth in earnings and cash
flow increases market value ratios
 High risk of expected growth in earnings
and cash flow decreases market value
ratios

43
 Market Value Ratios
 P/E = Mrkt price per share / Earning per share

 PEG ratio= (Price/Earnings) / Growth

PEG <1.0 reflects fairly valued stock
 M/B= Mrkt price p.s. / Book Value p.s.

 P/CF=Price p.s. / CF p.s.

44
 Calculate and appraise the
P/E, P/CF, and M/B ratios.

Price = $12.17.
NI $253.6
EPS = Shares out. = 250 = $1.01.

Price per share $12.17

P/E = EPS = $1.01 = 12.

45
 Market Based Ratios

CF per share = NI + Depr.

Shares out.
= $253.6 + $120.0 = $1.49.
250
Price per share
P/CF = Cash flow per share

= $12.17 = 8.2.
$1.49 46
Market Based Ratios
(Continued)

Com. equity
BVPS = Shares out.
$1,977
= 250 = $7.91.
Mkt. price per share
M/B = Book value per share
$12.17
= $7.91 = 1.54.
47
Interpreting Market Based
Ratios
 P/E: How much investors will pay for $1
of earnings. Higher is better.
 M/B: How much paid for $1 of book
value. Higher is better.
 P/E and M/B are high if ROE is high,
risk is low.

48
Market Value Measures
 Value Stocks: Firms w/ low Mrkt to
Book ratios
 Growth Stocks: Firms w/ high Mrkt to
Book ratios
 Market Capitalization = Mrkt Value of
Common Equity
 Enterprise Value= MV equity + MV debt
– Cash – mrktbl securities. Measures
value of firm’s underlying business
Comparison with Industry
Averages

2011E 2010 2009 Ind.

P/E 12.0 -6.3 9.7 14.2
P/CF 8.2 27.5 8.0 7.6
M/B 1.5 1.1 1.3 2.9

50
Explain the Du Pont System
 The Du Pont system focuses on:
 Expense control (PM)
 Asset utilization (TATO)
 Debt utilization (EM)
 It shows how these factors combine to
determine the ROE.

51
 The Du Pont System

( Profit
margin )( TA
turnover )( Equity
) = ROE
multiplier
NI Sales TA = ROE
Sales x TA x CE

52
 Du Pont & Corp Operations

( )(
Profit
margin
TA
turnover)( Equity
multiplier ) = ROE
NI Sales TA
Sales x x = ROE
TA CE

53
 The Du Pont System

NI Sales TA = ROE
Sales x TA x CE

2008: 2.6% x 2.3 x 2.2 = 13.2%

2009: -1.6% x 2.0 x 5.2 = -16.6%
2010: 3.6% x 2.0 x 1.8 = 13.0%
Ind.: 3.6% x 2.5 x 2.0 = 18.0%

54
Common Size Balance Sheets:
Divide all items by Total Assets
Assets 2009 2010 2011E Ind.
Cash 0.6% 0.3% 0.4% 0.3%
ST Inv. 3.3% 0.7% 2.0% 0.3%
AR 23.9% 21.9% 25.0% 22.4%
Invent. 48.7% 44.6% 48.8% 41.2%
Total CA 76.5% 67.4% 76.2% 64.1%
Net FA 23.5% 32.6% 23.8% 35.9%
TA 100.0% 100.0% 100.0% 100.0%
55
Divide all items by Total
Liabilities & Equity
Assets 2009 2010 2011E Ind.
AP 9.9% 11.2% 10.2% 11.9%
Notes 13.6% 24.9% 8.5% 2.4%
pay.
Accruals 9.3% 9.9% 10.8% 9.5%
Total CL 32.8% 46.0% 29.6% 23.7%
LT Debt 22.0% 34.6% 14.2% 26.3%
Total eq. 45.2% 19.3% 56.2% 50.0%
56
Analysis of Common Size
Balance Sheets
 Computron has higher proportion of
inventory and current assets than
Industry.
 Computron now has more equity (which
means LESS debt) than Industry.
 Computron has more short-term debt
than industry, but less long-term debt
than industry.

57
Common Size Income Statement:
Divide all items by Sales
2009 2010 2011E Ind.
Sales 100.0% 100.0% 100.0% 100.0%
COGS 83.4% 85.4% 82.4% 84.5%
Other exp. 9.9% 12.3% 8.7% 4.4%
Depr. 0.6% 2.0% 1.7% 4.0%
EBIT 6.1% 0.3% 7.1% 7.1%
Int. Exp. 1.8% 3.0% 1.1% 1.1%
EBT 4.3% -2.7% 6.0% 5.9%
Taxes 1.7% -1.1% 2.4% 2.4%
NI 2.6% -1.6% 3.6% 3.6%
58
Analysis of Common Size
Income Statements
 Computron has lower COGS (86.7) than
industry (84.5), but higher other
expenses. Result is that Computron
has similar EBIT (7.1) as industry.

59
Percentage Change Analysis: %
Change from First Year (2009)
Income St. 2009 2010 2011E
Sales 0.0% 70.0% 105.0%
COGS 0.0% 73.9% 102.5%
Other exp. 0.0% 111.8% 80.3%
Depr. 0.0% 518.8% 534.9%
EBIT 0.0% -91.7% 140.4%
Int. Exp. 0.0% 181.6% 28.0%
EBT 0.0% -208.2% 188.3%
Taxes 0.0% -208.2% 188.3%
NI 0.0% -208.2% 188.3%
60
Analysis of Percent Change
Income Statement
 We see that 2011 sales grew 105%
from 2009, and that NI grew 188%
from 2009.
 So Computron has become more
profitable.

61
Percentage Change Balance
Sheets: Assets
Assets 2009 2010 2011E
Cash 0.0% -19.1% 55.6%
ST Invest. 0.0% -58.8% 47.4%
AR 0.0% 80.0% 150.0%
Invent. 0.0% 80.0% 140.0%
Total CA 0.0% 73.2% 138.4%
Net FA 0.0% 172.6% 142.7%
TA 0.0% 96.5% 139.4%
62
Percentage Change Balance
Sheets: Liabilities & Equity
Liab. & Eq. 2009 2010 2011E

AP 0.0% 122.5% 147.1%

Notes pay. 0.0% 260.0% 50.0%
Accruals 0.0% 109.5% 179.4%
Total CL 0.0% 175.9% 115.9%
LT Debt 0.0% 209.2% 54.6%
Total eq. 0.0% -16.0% 197.9%
Total L&E 0.0% 96.5% 139.4%
63
Analysis of Percent Change
Balance Sheets
 Total assets grew at rate of 139%,
while sales grew at rate of only 105%.
So asset utilization remains a problem.

64
Potential Problems and
Limitations of Ratio Analysis
 Comparison with industry averages is
difficult if firm operates many different
divisions.
 Seasonal factors can distort ratios.
 Window dressing techniques can make
statements and ratios look better.
 Different accounting and operating
practices can distort comparisons.

65
Qualitative Factors
 There is greater risk if:
 revenues tied to a single customer
 revenues tied to a single product
 reliance on a single supplier?
 High percentage of business is generated
overseas?
 What is competitive situation?
 What products are in pipeline?
 What are legal and regulatory issues?

66