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This book is very useful because the authors helps draw the interrelationships among different item lines in financial statements and shows how they all fit together, or use the author's words "all three financial statements fit together like tongue-in-groove woodwork. The three financial statements interlock with one another."
One such link between balance sheet and income statements is the "Sales Revenue and Accounts Receivable link". From there we can calculate the 'accounts receivable turnover ratio' and subsequently 'average sales credit period' to get a sense of how long, on average, the company allows its customers to pay for its products/services.
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Some noteworthy points:
-You might think twice before investing much time in analyzing the financial statements of corporations whose securities are publicly traded—because hundreds of other investors have done the same analysis and the chance of you finding out something that no one else has yet discovered is nil. On the other hand, for a quick benchmark test you might compare the percent change in the company's sale revenue over last year with the percent changes in its net income and operating assets. Major disparities are worth a look.
-In short, the three financial statements revolve around the three financial imperatives of every
business—to make profit, to remain in healthy financial condition, and to make good use of cash flow.
-The amounts reported in the balance sheet are the balances of the accounts at that precise moment in time. The financial condition of the business is frozen for one split second."
-You should keep in mind that the balance sheet does not report the total flows into and out of the assets, liabilities, and owners' equity accounts during a period. Only the ending balances at the moment the balance sheet is prepared are reported for the accounts. For example, the company reports an ending cash balance of $565,807 (see Exhibit B). Can you tell the total cash inflows and outflows for the year? No, not from the balance sheet.
-Just a quick word of advice here: Retained earnings is not—I repeat, is not—an asset. Retained earnings probably is the most misunderstood account in financial statements. Many people,
even some experienced business managers, think this account is an asset or, more specifically, cash. Retained earnings is not an asset and it certainly is not cash. The amount of cash is reported in the cash account in a company's balance sheet ($565,807 in this example).
The retained earnings balance, frankly, has little practical significance. Hypothetically, a business could sell all its assets for their book values, pay all its liabilities, return all capital invested in the business to its stockholders, and distribute a "going out of business" cash dividend equal to its retained earnings balance. To stay in business a company can't do this, of course.
-Comparisons of a company's inventory holding period with those of its competitors and with historical trends provide useful benchmarks.
-Accumulated depreciation is deducted from original cost, and the $2,200,000 remainder is shown. This amount is the portion of original cost that has not yet been depreciated; it is called the book value of fixed assets.
-Speaking of accounts payable, many businesses merge accrued operating expenses with accounts payable and report only one liability in their external balance sheets. Both types of liabilities are non-interest-bearing. The size of accounts payable and accrued expenses have significant impacts on cash flow, which Chapter 13 explains. Any change in the size of these two liabilities has cash flow impacts that are important to the company's managers as well as its creditors and investors.
-Notes payable always are reported separately and not mixed with non-interest-bearing liabilities. Interest is a financial expense as opposed to operating expenses.
-As already mentioned, the business decided it should not allow its working cash balance to drop as low as $340,807 (which would have happened without additional cash from external sources). Relative to more than $10 million annual sales, $340,807 is a rather skinny cash balance to work with. I should point out that there are no general standards or guidelines regarding how large a company's operating cash balance should be. The $340,807 cash balance would equal only 1.7 weeks of the company's sales revenue, which would be viewed as too small, I think, by most business managers. A logical question to ask here is: Why didn't the business forgo cash dividends and keep its working cash balance at a higher level? This is a good question! Probably, its stockholders want a cash dividend on their investments in the business, and the board of directors was under pressure to deliver cash dividends. In any case, the business did pay $200,000 cash dividends, which are reported in the financing activities section in the cash flow statement (Chapter 14 Exhibit).
-Profit does not guarantee liquidity and solvency. The cash flow statement should be read carefully to see if there are any danger signs or red flags.
-The difference between accounting methods has to do with when sales revenue and expenses are recorded. Managers control the timing of discretionary expenses, it is thought, to smooth profit from period to period.
-The profit lookout for the year may be below or above expectations. The look ahead at profit may
indicate a unacceptable swing from last year. In these situations the manager may decide to nudge the profit number up or down, and the best way of doing this is to manipulate discretionary expenses. Or, the manager can control the timing for recording revenues. Sales can be accelerated, for example, by shipping more products to the company's captive dealers even though they didn't order the products. The business is taking away sales from next year to put the sales on the books this year.
-And, they pay a lot of attention to cash flow from profit (operating activities) because this is one number managers cannot manipulate—the business either got the cash flow or it didn't.
-Accounting methods determine profit, but not cash flow. If reported profit is backed up with steady cash flow, stock analysts rate the quality of earnings very high.
-Accelerated depreciation deductions are higher and tax payments are lower in the early years of using fixed assets. Thus, the business has more cash flow available to reinvest in new fixed assets—both to expand capacity and to improve productivity.
-Financial statement users should keep in mind that, with rare exceptions, business fixed assets are overdepreciated—not in the actual wearing out or physical using up sense but in the accounting sense. In balance sheets the reported book values of a company's fixed assets (original cost less accumulated depreciation) are understated. A company's fixed assets are written off too fast. Book values shrink much quicker than they should.
-There's no end to the ratios than can be calculated. The trick is to focus on those ratios that have the most interpretive value. Of course it's not easy to figure out which ratios are the most important. Professional investors tend to use too many ratios rather than too few, in my opinion. But, you never know which ratio might provide a valuable clue to the future market value increase or decrease of a stock.
-Is it worth your time as an individual investor to read carefully through the financial statements
and also to compute ratios and make other interpretations?
I doubt it. The women's investment club was very surprised by this answer, and I don't blame them. The conventional wisdom is that by diligent reading of financial statements you will discover under- or overvalued securities. But, the evidence doesn't support this premise. Market prices reflect all publicly available information about a business, including the information in its latest quarterly and annual financial reports.
If you enjoy reading through financial statements, as I do, fine. It's a valuable learning experience. But don't expect to find out something that the market doesn't already know. It's very unlikely that you will find a nugget of information that has been overlooked by everyone else. Forget it; it's not worth your time as an investor. The same time would be better spent keeping up with current developments reported in the financial press.
-Is there any one basic "litmus test" for a quick test on a company's financial performance?
Yes. I would suggest that you compute the percent increase (or decrease) in sales revenue this year
compared with last year, and use this percent as the baseline for testing changes in bottom-line profit (net income) as well as the major operating assets of the business. Assume sales revenue increased 10% over last year. Did profit increase 10%? Did accounts receivable, inventory, and long-term operating assets increase 10%?
This is no more than a quick-and-dirty method, but it will point out major disparities. For instance,
suppose inventory jumped 50% even though sales revenue increased only 10%. This may signal a major management mistake; the overstock of inventory might lead to write-downs later. Management does not usually comment on such disparities in financial reports. You'll have to find them yourself.