| KEY FINANCIAL STATEMENT RATIOS | | | | | | | | | | rev. 3-19-2010 | | | | | rev. Feb 2010 |
| | Liquidity ratios | | | | Example: |
| | | | | | | A "2.0 to 1" ratio means that there is | | | | | | | If current liabilities are rising faster |
| | Current Ratio | | Current Assets | | 2.0 to 1 | $2.00 of current assets for every $1 | | | | | | | than the current assets from which |
| | | | Current Liabilities | | | in current liabilities, which suggests | | | | | | | they must be paid, company could |
| | | | | | | that short-term creditors can be | | | | | | | become insolvent (unable to pay |
| | | | | | | reasonably sure of being paid. | | | | | | | its debts) and eventually bankrupt. |
| | Quick Ratio | | Quick Assets * | | 0.9 to 1 | Indicates extent to which claims of | | | | | | | If Current Ratio is OK, but Quick Ratio |
| | "Acid Test" | | Current Liabilities | | | short-term creditors are covered by | | | | | | | is low or declining, the cause may |
| | | | | | | "quick" assets*. | | | | | | | be excessive nonliquid inventory. |
| | * Quick assets include Cash, Marketable Securities, and Accounts Receivable (excludes Inventory) |
| | Asset Management Ratios |
| | | | | | | Number of times per year | | | | | | | If the turnover ratio is decreasing |
| | Accts Receivable | | Sales (credit only) | | 6.0 times | receivables were generated | | | | | | | or avg number of days to collect is |
| | Turnover | | Accounts receivable | | | and then paid ("turned over") | | | | | | | increasing or is substantially greater |
| | | | | | | | | | | | | | than credit terms (e.g. "30 days, net"), |
| | Avg Number of | | 365 (days in year) | | 60.8 days | Number of days customers are | | | | | | | then credit and collection policies may |
| | Days to Collect | | A/R turnover ratio | | | taking to pay | | | | | | | need to be strengthened. |
| | | | | | | Number of times merchandise |
| | Inventory | | Cost of Goods Sold* | | 4.0 times | items are sold and restocked |
| | Turnover | | Inventory* | | | ("turned over") per year. | | | | | | | If the turnover ratio is decreasing |
| | | | | | | | | | | | | | or number of days in Inventory is |
| | * Some publications use "Sales" as the numerator, and /or average inventory as denominator | | | | | | | | | | | | increasing , inventory may becoming |
| | | | | | | | | | | | | | outdated, and possibly overstated |
| | Avg Number of | | 365 (days in year) | | 91.3 days | Number of days inventory remains |
| | Days in Inventory | | Inv. turnover ratio | | | unsold |
| | Debt (Leverage) (Long-term Solvency) Ratios |
| | Debt to | | Total Liabilities | | 0.50 | The portion of the total financing | | | | | | | Debt to Assets and Debt to Equity |
| | Assets | | Total Assets | | | supplied by creditors as opposed to | | | | | | | are alternative benchmarks that |
| | | | | | | the owner-stockholders. | | | | | | | measure long-term solvency. Higher |
| | | | | | | | | | | | | | ratios (high leverage) mean greater |
| | Debt to | | Total Liabilities | | 1.5 | The financing supplied by creditors | | | | | | | risk that cash flows from operations |
| | Equity | | Total Equity | | | as compared to financing supplied | | | | | | | will be insufficient to cover interest |
| | | | | | | by the owner-stockholders. | | | | | | | and principal payments. |
| | Times interest | | EBIT* | | 3.2 | Measures the extent to which operat- | | | | | | | Low ratio = low margin of safety, |
| | Earned | | Interest expense | | | ing income can decline before firm is | | | | | | | and can make it difficult to borrow. |
| | | | | | | unable to meet interest payments |
| | | | * EBIT means "Earnings before Interest and Taxes" |
| | Profitability Ratios (not applicable if net loss) |
| | Net Profit | | Net Income | | 5.1% | Net income as a percentage of sales. | | | | | | | Low percentage = low safety |
| | Margin (%) | | Sales (net) | | | If trend is down, product costs and/or | | | | | | | margin: higher risk that a decline in |
| | | | | | | operating expenses are rising faster | | | | | | | sales will erase profits and result |
| | | | | | | than sales. | | | | | | | in a net loss. |
| | Gross Profit | | Gross Profit | | 35.2% | Gross Profit as a percentage of sales. | | | | | | | A low or declining Gross Profit % |
| | on Sales (%) | | Sales (net) | | | If low or declining, product costs may | | | | | | | indicates less ability to sell goods |
| | | | | | | be increasing and/or selling prices | | | | | | | at intended selling price, or rising |
| | | | | | | decreasing (steeper discounts). | | | | | | | cost of goods, or both. |
| | Return | | Operating Income* | | 15.3% | Measures how well management | | | | | | | A low or declining rate could mean |
| | on Assets (%) | | Total Operating Assets | | | is managing assets to generate | | | | | | | that assets are not being utilized |
| | aka ROI | | | | | profit from operations. | | | | | | | effectively. |
| | Return | | Net Income ** | | 18.4% | Measures rate of return on stockholders | | | | | | | Low return could be caused by high |
| | on Equity (%) | | Total Equity ** | | | investment. (However, "dividend yield" | | | | | | | debt i.e., high interest expense. |
| | | | | | | for stockholders is generally much less.) |
| | * Some publications use Net income (after tax) instead of Operating income (i.e., earnings before interest and income tax, or EBIT) |
| | ** If preferred stock exists, subtract Preferred Dividends from Net Income; and also subtract Preferred Stock from Total Equity |
| | Market Value Ratios |
| | Earnings per | | Net Income * | | $1.23 | EPS is the "real" measure of profitability | | | | | | | EPS can decline despite an |
| | Share (EPS) | Common shares outstanding | | | | used by potential investors (not used | | | | | | | increase in total earnings, and thus |
| | | | | | | by creditors). | | | | | | | drive down the market price per |
| | * If preferred stock exists, subtract Preferred Dividends from Net Income. | | | | | | | | | | | | share. |
| | Price/Earnings | | Market Price | | 16.5 times | The multiple-times-earnings that | | | | | | | High P/E ratio means that investors |
| | Ratio (P/E) | | EPS * | | | investors are willing to pay, based on | | | | | | | perceive good growth potential -- but |
| | | | | | | their perception of future share price. | | | | | | | they could be (and often are) wrong. |
| | | | * If EPS is negative, ratio is "not applicable" |