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| Offering
Profit Maximization Strategies for Small Business Owners |
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Liquidity
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Generally,
what is the company's ability to meet obligations
as they come due?
Unfortunately, all too often in
financial analysis, companies get so caught up
in the details that they miss the "big picture";
that is what will be derived from this report.
The most important component of a company's short-term
success is liquidity — the ability to pay
bills. Liquidity is a measure of the firm's cash
position and it keeps a company in business in
the short run.
Although the firm's net profits
increased significantly this period, liquidity
conditions have not improved. In fact, overall
liquidity has declined since last period. It seems
as if there may have been some "Balance Sheet"
transactions that contributed to the fall in this
area. It is important to determine what factors
may have influenced any declines in the firm's
liquidity position, especially because the company's
liquidity position is only about average for the
industry in which it operates. The firm
may want to keep driving in more profits and find
ways to retain more income in the business.
The company seems to be proficiently
managing its receivables and payables. Both its
accounts receivable days and accounts payable
days statistics are lower than industry averages,
which, over time, means the company is managing
accounts well. Inventory is a relatively significant
part of the Balance Sheet so watch the inventory
days number closely in the future.
Here are some of the possible
ways management might be able
to boost liquidity:
- Charge interest on accounts receivable that
are past due
- Use a monthly payroll schedule if possible.
- Speed up the billing cycle by billing customers
earlier. Even small improvements here can boost
liquidity.
- Where possible, use electronic funds transfer
(EFT) to collect money from customers.
- Use as much trade credit as possible. Trade
credit comes in the form of accounts payable,
which is attractive financing because it usually
doesn't carry interest charges.
- Only give credit to credit-worthy customers.
Also, the company should give different credit
terms for different customers based upon credit-worthiness
and the overall relationship involved.
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| Profits
& Profit Margin |
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Are profitability trends favorable
in the company? Net
profits and net profit margins have moved up from last
period. Even though sales fell, the company has earned
more cents of net profit per sales dollar and more total
net profit dollars — a very good combination.
The company seems to be managing sales better, which
is important considering that sales dropped. More importantly,
the net profit margin is generally strong. This specifically
means that net profitability is excellent as compared
to other similar companies. From the graphs, you can
see that the company's net profits are good in raw financial
terms and even superior to the earnings of its competition.
The company also performed well in the
gross profit area. Gross profits increased because the
gross profit margins increased quite significantly.
It appears that the company may have found a way to
cut the costs of sales (direct costs) significantly
as a percentage of sales. The cost of sales is now fewer
pennies per sales dollar than last period. From a more
practical view, even though sales fell, gross profits
rose because of savings in direct costs.
It is rare when gross margin performance
and net profitability performance both improve as sales
decrease. It might be interesting to assess whether
the company can continue to improve profitability through
decreased revenue performance over the long run —
it could be that the company's optimal profitability
range is at lower sales levels, although this is rare
for most companies.
There are also other ways to increase
income: 1) It would be a good idea to assure that managers
are getting the internal reports needed to make good
decisions-reports that include the key performance indicators
(KPIs), which are the figures that are critical to a
company's performance. 2) Managers may want to examine
overhead costs, item by item — are there ways
to reduce them? Remember, a dollar saved in expenses
can be worth at least three dollars of sales made.
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| Sales |
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Are sales growing and satisfactory?
Sales have fallen
this period. In this particular case, this also means
that the company is now generating fewer sales per employee
and per fixed asset dollar. This could negatively affect
net profitability eventually, if sales continue to fall
in the future. Typically, companies want to see revenue
moving higher between most periods. This is true because
the cost of business continually increases, no matter
what the inflation rate is. Of course, as mentioned
in the last section, managers will want to look for
longer-term results in this area — profitability
is more important than sales generally.
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| Borrowing |
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Is the company borrowing profitably?
Even though
net profitability has improved considerably from last
period as already discussed, there is a slight concern
with the results in this area: total debt has grown
significantly faster than profitability, which could
be a troubling trend if it continues. The long-term
goal is not only to keep improving profitability, but
also to make sure that improvements in profitability
outstrip growth in debt over the long run. Otherwise,
over time the company could end up with too much debt
for its profitability level.
Although the company's trend of debt
and profitability does not seem positive, it should
be noted that the company has derived enough cash flow
from operations to meet interest or debt expenses. Also,
this has been accomplished while the company's level
of debt is relatively high in comparison to its level
of equity, which is positive for the time being. This
finding is interesting because it is not a typical
situation. Often, companies that are highly leveraged
with a relatively unfavorable trend of debt and profitability
would also have poor coverage ratios. Therefore, in
this specific case, we would need to balance these considerations
against the company's overall score.
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| Assets |
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Is the company using gross
fixed assets effectively? The
company did very well with its fixed assets: approximately
the same level of assets was used to considerably improve
net profitability by 100.93%. This means that more resources
such as assets were not required to leverage profitability,
at least during this period. Generally, the company
should be pleased to improve profitability on about
the same level of assets. Typically, good companies
should try to keep both expenses and assets as low as
possible. This is because lower asset levels improve
the return on assets, which increases the company's
ability to borrow profitably.
It is also positive to see above average
returns on assets and equity, since these metrics are
of critical importance to external and internal investors.
The fixed asset ratio of the company is high as well,
which means that the company is driving an adequate
amount of revenue through each dollar invested in fixed
asset. Performance in this area is quite balanced.
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| Employees
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Is the company hiring effectively?
This company
did very strong work in this area. Net profitability
has improved significantly, and the company has done
this with relatively the same employee and asset bases.
Essentially, this implies that the company is managing
the business more effectively — it is managing
its resources better. It also means that the key to
success (at least in the short run) may be "off
the books" — may involve factors other than
assets or employees. This is because both the company's
assets and employee base stayed relatively flat —
the company did not require much more of them to improve
net profitability. Simply, the company is improving
the amount of profitability driven through existing
resources, which is excellent.
Managers should think about how net
profitability improved without increasing assets or
employees. This may be the way the company will want
to expand in the short run because it will not generally
involve the larger types of expenses.
A NOTE ON SCORING:
Each section of this
report (Liquidity, Profits & Profit Margin, Sales,
etc.) contains a star rating which measures the company's
overall performance in the area at the time of the report's
generation. One star indicates that the company is below
average or may possibly need improvement in the area.
Three stars indicate that the company is about average
for the area. Five stars indicate that the company is
above average or performing approximately well in the
area. |
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| Raw Data |
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| Income Statement
Data |
Current |
Prior |
Sales (Income)
Cost of Sales (COGS)
Gross Profit
Gross Profit Margin
Depreciation and Amortization
Interest Expense
Net Profit before Taxes
Adjusted Net Profit before Taxes
Net Profit before Taxes Margin
Adjusted EBITDA
Net Income
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$4,129,097
$3,037,893
$1,091,204
26.43%
$29,980
$19,159
$359,031
$359,031
8.70%
$408,170
$359,031 |
$4,582,476
$3,781,974
$800,502
17.47%
$28,886
$18,440
$178,684
$178,684
3.90%
$226,010
$178,684 |
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| Balance Sheet Data |
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Cash (Bank Funds)
Accounts Receivable
Inventory
Total Current Assets
Gross Fixed Assets
Total Assets
Accounts Payable
Total Current Liabilities
Total Liabilities (Total Debt)
Total Equity
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$250,362
$451,665
$1,036,692
$1,775,963
$170,023
$1,945,985
$102,229
$1,292,175
$1,500,331
$445,654 |
$120,862
$122,773
$663,850
$915,603
$170,118
$1,085,721
$73,423
$477,797
$643,998
$441,723 |
| Number of Employees (FTE) |
20 |
20 |
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| Industry Score
Card |
| Financial
Indicator |
Current
Period |
Industry
Range |
Distance
from
Industry |
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| Current
Ratio |
1.37
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1.30
to 2.00 |
0.00% |
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| = Total Current
Assets / Total Current Liabilities |
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Explanation:
Generally, this metric measures the overall
liquidity position of a company. It is certainly
not a perfect barometer, but it is a good
one. Watch for big decreases in this number
over time. Make sure the accounts listed
in "current assets" (numerator)
are collectible. |
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| Quick
Ratio |
0.54
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0.50
to 1.40 |
0.00%
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(Cash + Accounts Receivable)/Total Current
Liabilities |
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Explanation:
This is another good indicator of liquidity,
although by itself, it is not a perfect
one. If there are receivable accounts
included in the numerator, they should
be collectible. Look at the length of
time the company has to pay the amount
listed in the denominator (current liabilities).
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| Inventory
Days* |
62.28
Days |
60.00 to 90.00 Days |
0.00%
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Explanation:
This metric shows how much inventory (in
days) is on hand. It indicates how quickly
a company can respond to market and/or
product changes. Not all companies have
inventory for this metric. |
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| Accounts
Receivable Days* |
19.96
Days |
55.00 to 85.00 Days |
+63.71%
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(Accounts Receivable/Sales) * 365 |
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Explanation:
This number reflects the average length
of time between credit sales and payment
receipts. It is crucial to maintaining
positive liquidity. |
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| Accounts
Payable Days* |
6.14
Days |
30.00 to 55.00 Days |
+79.53% |
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| = (Accounts
Payable/COGS) * 365 |
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Explanation:
This ratio shows the average number of days
that lapse between the purchase of material
and labor, and payment for them. It is a
rough measure of how timely a company is
in meeting payment obligations.
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| Net
Profit before Taxes Margin |
8.70%
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1.50 to 4.00% |
+117.50% |
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| = Adjusted
Net Profit before Taxes/Sales |
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Explanation:
A very important number. In fact, over time,
it is one of the more important barometers
that we look at. It measures how many cents
of profit the company is generating for
every dollar it sells. Track it carefully
against industry competitors. This is a
very important number in preparing forecasts.
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| Interest
Coverage Ratio |
21.30
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3.00 to 8.00 |
+166.25% |
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| = EBITDA/Interest
Expense |
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Explanation:
This ratio measures a company's ability
to service debt payments from operating
cash flow or earnings before interest, taxes,
depreciation, and amortization (EBITDA).
An increasing ratio is a good indicator
of improving credit quality.
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| Debt-to-Equity
Ratio |
3.37
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1.80 to 3.00 |
-12.33% |
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| = Total Liabilities/Total
Equity |
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Explanation:
This Balance Sheet leverage ratio indicates
the composition of a company's total capitalization
— the balance between money or assets
owed versus the money or assets owned. Generally,
creditors prefer a lower ratio to decrease
financial risk while investors prefer a
higher ratio to realize the return benefits
of financial leverage.
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| Debt
Service Ratio* |
1.84
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N/A |
N/A |
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| = Total Liabilities/EBITDA
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Explanation:
This ratio compares a firm's total borrowings
to the cash flow generated by the firm available
to pay back these borrowings. It is a rough
measure of the company's capacity to incur
additional borrowings. |
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| Return
on Equity* |
161.13%
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8.00 to 20.00% |
+705.65% |
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| = Net Income/Total
Equity |
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Explanation:
This measure shows how much profit is being
returned on the shareholders' equity each
year. It is a vital statistic from the perspective
of equity holders in a company.
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| Return
on Assets* |
36.90%
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6.00 to 10.00% |
+269.00% |
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| = Net Income/Total
Assets |
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Explanation:
This calculation measures the company's
ability to use its assets to create profits.
Basically, ROA indicates how many cents
of profit each dollar of asset is producing
per year. It is quite important since managers
can only be evaluated by looking at how
they use the assets available to them.
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| Fixed
Asset Turnover* |
48.57
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4.00
to 15.00 |
+223.80%
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| = Sales/Gross
Fixed Assets |
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Explanation:
This asset management ratio shows the multiple
of annualized sales that each dollar of
gross fixed assets is producing. This indicator
measures how well fixed assets are "throwing
off" sales and is very important to
businesses that require significant investments
in such assets. Readers should not emphasize
this metric when looking at companies that
do not possess or require significant gross
fixed assets. |
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* These formulas
have been scaled to approximate annual statistics.
NOTE: Exceptions
are sometimes applied when calculating the Financial
Indicators. Generally, this occurs when the inputs
used to calculate the ratios are zero and/or negative.
READER: Financial analysis is
not a science; it is about interpretation and
evaluation of financial events. Therefore, some
judgment will always be part of our reports and
analyses. Before making any financial decision,
always consult an experienced and knowledgeable
professional (accountant, banker, financial planner,
attorney, etc.). |
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| SUPPLEMENTAL
ANALYSIS REPORT |
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2/10/2005
Dear Client:
The information included in the
following comparative financial evaluation is
presented only for supplementary analysis and
discussion purposes. Such information is presented
for internal management use only and is not intended
for third parties. Accordingly, we do not express
an opinion or any other form of assurance on the
supplementary information. |
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