ENTREPRENEURIAL FINANCE Leach & Melicher

EVALUATING FINANCIAL PERFORMANCE

Chapter 5

© 2012 South-Western Cengage Learning

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CHAPTER 5:
Learning Objectives
 Understand important financial  Identify specific leverage ratios and
performance measures and their explain their usage by lenders and
users, by life cycle stage creditors
 Describe how financial ratios are  Identify and describe measures of
used to monitor a venture’s profitability and efficiency that are
performance important to the entrepreneur and
 Identify specific cash burn rate equity investors
measures and liquidity ratios and  Describe limitations when using
explain how they are calculated and financial ratios
used by an entrepreneur
 Identify and describe the use and
value of conversion period ratios to
the entrepreneur

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Financial Measure by Life Cycle

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Financial Ratio & Analysis

 Financial Ratios:
show the relationship between two or more financial variables
 Trend Analysis:
used to examine a venture’s performance over time
 Cross-sectional Analysis:
used to compare a venture’s performance against another firm at the
same point in time
 Industry Comparables Analysis:
used to compare a venture’s performance against the average
performance in the same industry

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MPC
Income Statements

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MPC
Balance Sheets

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MPC
Statements Of Cash Flow

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Cash Burn

 Cash Burn:
cash a venture expends on its operating and financing expenses and
its investments in assets
 Cash Burn Rate:
cash burn for a fixed period of time, typically a month

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Cash Burn / Build / Burn Rate
 Cash Burn = Inventory-related expenses + Admin
expenses + Marketing expenses + R& D expense +
Interest expenses + Change in prepaid expenses –
(Change in accrued liabilities + Change in payables) +
Capital investment + Taxes

 MPC for 2010:

Cash burn = 425,000 + 65,000 + 39,000 + 27,000 +
20,000 + 0 – (1,000 + 27,000) +50,000 + 8,000 =
606,000
 Note 425,000 = 380,000 (COGS) + 45,000 (Change in Inv.)

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Cash Burn / Build / Burn Rate
 Cash Build = Net sales – Change in
receivables
 MPC for 2010:
Cash build = 575,000 - 30,000 = 545,000
 Cash Build Rate:
Cash build for a fixed period of time, typically a month
 Net Cash Burn = Cash burn – Cash build
= 606,000 - 545,000 = 61,000

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Liquidity Ratios
 Indicate the ability to pay short-term
liabilities when they come due
 Current Ratio:
= Average current assets/Average current liabilities
= (250,000+180,000)/2
(204,000+110,000)/2
= 1.37

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Liquidity Ratios

 Liquid assets: sum of a venture’s cash and marketable

securities plus its receivables

 Quick Ratio =
Average current assets – Average inventories
Average current liabilities
= (250,000 +180,000)/2 – (140,000+95,000)/2
(204,000 + 110,000)/2
= .62

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Liquidity Ratios

 Net working capital (NWC):

current assets minus current liabilities

 NWC – to – Total – Assets Ratio:

= Ave. current assets – Ave. current liabilities
Ave. total assets
= (250,000+180,000)/2 – (204,000+110,000)/2
(446,000 + 343,000)/2
=.147 or 14.7%

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MPC
Burn Rates & Liquidity Ratios

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Operating Cycle

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 Conversion Period Ratios
 Conversion Period Ratio:
indicates the average time it takes in days to convert certain current
assets and current liability accounts into cash
 Operating Cycle:
time it takes to purchase, produce, and sell the venture’s products plus
the time needed to collect receivables if the sales are on credit
 Cash Conversion Cycle:
sum of the inventory-to-sale conversion period and the sales-to-cash
conversion period less the purchase-to-payment conversion period

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Measuring Conversion Times

 Inventory-to-Sale Conversion Period

= Ave. Inventories
(CGS / 365)
= (140,000 + 95,000)/2 = 117,500
380,000/365 1041
= 112.9 days

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Measuring Conversion Times

 Given New I-to-S, Can Solve for New

Average Inventories
= Inventory-to-Sale Conversion Period
x (COGS/365)

= 105.7 X $1,041
= $110,000 (rounded)

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Measuring Conversion Times

 Sale-to-Cash Conversion Period:

= Ave Receivables
(Net Sales/365)
= (105,000 + 75,000)/2
575,000/365
= 57.1 days

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Measuring Conversion Times

 Purchase-to-Payment Conversion Period:

= Ave Payables + Ave Accrued Liabilities

(COGS / 365)
= (84,000+57,000)/2 + (10,000+9,000)/2
380,000/365
= 76.8 days

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Measuring Conversion Times

 Cash Conversion Cycle

= Inventory-to-Sale Conversion Period

+ Sale-to-Cash Conversion Period
– Purchase-to-Payment Conversion

= 112.9 days + 57.1 days – 76.8 days

= 93.2 days

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MPC
Conversion Period Performance

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 Leverage Ratios

 Leverage Ratio:
indicates the extent to which the venture is in debt and its ability to
repay its debt obligations
 Loan Principal Amount:
dollar amount borrowed from a lender
 Interest:
dollar amount paid on the loan to a lender as compensation for making
the loan

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Measuring Financial Leverage

 Total-Debt-to-Total-Asset Ratio:

= Ave total debt / Ave total assets

= (204,000 +110,000)/2 + (80,000 +90,000)/2
(446,000 + 343,000)/2

= .6134 or 61.34%

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Measuring Financial Leverage

 Equity Multiplier:

= Ave total assets / Ave owners’ equity

= (446,000 + 343,000)/2
(162,000 + 143,000)/2

= 2.587 times

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Measuring Financial Leverage

 Current-Liabilities-to-Total-Debt Ratio:

= Ave. current liabilities / Ave. total debt

= (204,000 + 110,000)/2
(284,000 + 200,000)/2

= .6488 or 64.88%

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Measuring Financial Leverage

 Interest Coverage Ratio:

= EBITDA / Interest
= 47,000 + 17,000/2
20,000

= 3.20 times

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Measuring Financial Leverage

 Fixed Charge Coverage:

= EBITDA + Lease payments …

Interest + Lease payments + [Debt repayments / (1-T)]

= 64,000 + 0 _
(20,000 + 0 + [10,000/(1-.30)])

= 1.87 times

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MPC
Leverage Ratio Performance

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Profitability & Efficiency Ratios

 Profitability Ratios:
indicate how efficiently a venture controls its expenses

 Efficiency Ratios:
indicate how efficiently a venture uses its assets in producing sales

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Measuring Profitability & Efficiency

 Gross Profit Margin:

= Net Sales – COGS

Net Sales

= 195,000/575,000
= .3391 or 33.91%

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Measuring Profitability & Efficiency

 Operating Profit Margin:

= EBIT .
Net Sales

= 47,000/575,000
= .0817 or 8.17%

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Measuring Profitability & Efficiency

 Net Profit Margin:

= Net Profit
Net Sales

= 19,000/575,000
= .0330 or 3.30%

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Measuring Profitability & Efficiency

 Interest Tax Shield:

proportion of a venture’s interest payment paid by the government
because interest is deductible before taxes are paid

 NOPAT Margin:
= EBIT (1 – tax rate)
Net Sales
= 47,000 (1 - .30)
575,000
= .0572 or 5.72%

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 Measuring Profitability &
Efficiency
 Sales-to-Total-Assets Ratio:

= Net Sales .
Ave total assets

= 575,000 .
(446,000 + 343,000)/2

= 1.458 times

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 Measuring Profitability & Efficiency

 Return on Total Assets (ROA):

= Net profit .
Ave total assets

= 19,000 _
(446,000 + 343,000)/2

= .048 or 4.8%

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Measuring Profitability & Efficiency

 ROA Model:
the decomposition of ROA into the product of the net profit margin and
the sales-to-total-assets ratio
ROA
= (Net profit / sales) x (Net sales / Ave. total assets)
= (19,000/575,000) x (575,000/
(446,000 + 343,000)/2)
=.0330 x 1.458 = .048 or 4.8%

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Measuring Profitability & Efficiency

 Return on Equity (ROE):

= Net Income .
Ave owners’ equity

= 19,000 .
(162,000 + 143,000)/2
= .1246 or 12.46% (or 12.5% rounded)

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Measuring Profitability & Efficiency

 ROE Model:
the decomposition of ROE into the product of the net profit margin,
sales-to-total-assets ratio, and equity multiplier
ROE
= (Net profit / sales) x (Net sales / Ave. total assets) x
(Ave. total assets / Ave. equity)
= 3.3% x 1.46% x 2.59% = 12.5%

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MPC
Profitability & Efficiency Performance

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MPC
Industry Comparables Analysis

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MPC
Industry Comparables Analysis

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