PorterSM13final FinAcc

CHAPTER 13 Financial Statement Analysis
OVERVIEW OF EXERCISES, PROBLEMS, AND CASES

Learning Outcomes Exercises Estimated Time in Minutes Level
1. Explain the various limitations and considerations in financial statement analysis. 2. Use comparative financial statements to analyze a company over time (horizontal analysis). 3. Use common-size financial statements to compare various financial statement items (vertical analysis). 4. Compute and use various ratios to assess liquidity. 12* 13* 12* 13* 1 2 3 4 5 6 7 8 9 10 11 45 30 45 30 15 15 30 20 30 20 20 20 20 15 10 Mod Mod Mod Mod Mod Mod Mod Mod Mod Mod Mod Mod Mod Mod Mod
5. Compute and use various ratios to assess solvency.
6. Compute and use various ratios to assess profitability.
7. Explain how to report on and analyze other income statement items. (Appendix) *Exercise, problem, or case covers two or more learning outcomes Level = Difficulty levels: Easy; Moderate (Mod); Difficult (Diff)
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FINANCIAL ACCOUNTING SOLUTIONS MANUAL
Learning Outcomes
Problems and Alternates
Estimated Time in Minutes
Level
1. Explain the various limitations and considerations in financial statement analysis. 2. Use comparative financial statements to analyze a company over time (horizontal analysis). 3. Use common-size financial statements to compare various financial statement items (vertical analysis). 4. Compute and use various ratios to assess liquidity. 1 2 5* 7* 1# 2# 5* 6* 7* 3 4 5* 6* 7* 40 40 30 40 30 30 30 40 40 20 60 30 40 40 Mod Mod Mod Mod Mod Mod Mod Diff Mod Mod Diff Mod Diff Mod
7. Explain how to report on and analyze other income statement items. (Appendix) *Exercise, problem, or case covers two or more learning outcomes #Alternate problem only Level = Difficulty levels: Easy; Moderate (Mod); Difficult (Diff)
CHAPTER 13 FINANCIAL STATEMENT ANALYSIS
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Learning Outcomes
Cases
Estimated Time in Minutes
Level
1. Explain the various limitations and considerations in financial statement analysis. 2. Use comparative financial statements to analyze a company over time (horizontal analysis). 3. Use common-size financial statements to compare various financial statement items (vertical analysis). 4. Compute and use various ratios to assess liquidity. 1 45 Mod
2 5 3* 4* 6* 7 3* 4* 6* 3* 4*
60 45 45 45 45 20 45 45 45 45 45
Mod Mod Mod Mod Diff Mod Mod Mod Diff Mod Mod
7. Explain how to report on and analyze other income statement items. (Appendix) *Exercise, problem, or case covers two or more learning outcomes Level = Difficulty levels: Easy; Moderate (Mod); Difficult (Diff)
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QUESTIONS 1. The inventory valuation method used by a company will have a significant effect on many ratios. Depending on the relative movement of prices, the choice between LIFO and FIFO will result in significantly different amounts reported for inventory. For example, in a period of rising prices, the use of LIFO will reduce inventory (relative to what it would have been under FIFO) and thus reduce the current ratio and the acidtest ratio. The inventory turnover ratio will differ as well, because LIFO will result in more cost of goods sold expense. Thus, all other things being equal, in a period of rising prices, a LIFO company will report a higher turnover of inventory than a FIFO company. The LIFO companys cash flow will be better because it will pay less in taxes. Thus, the various ratios that involve cash from operations will be affected. Finally, the profitability ratios will be affected by the choice of an inventory method. For example, the LIFO company will report lower profits and thus have a lower profit margin. 2. One of the difficulties in comparing a companys ratios with industry standards is that the standards are an average for all companies surveyed. First, your company may be much larger or smaller than the average company in the survey. Second, many large companies today are conglomerates, and their operations cross over the traditional boundaries of any one industry. This makes comparison with industry standards difficult. Finally, your company may use different accounting methods than most others in the survey. If your company uses straight-line depreciation but a majority of the sample companies use accelerated depreciation, comparisons can be difficult. 3. Published financial statements, as well as those often used by management, are based on historical costs and have not been adjusted for inflation. Trend analysis is one type of analysis that must be performed with particular caution if inflation is significant. An increase in sales, for example, may be due to an increase in prices, rather than to an increase in the number of units sold. Inflation affects the various financial statements differently. Some period expenses, such as advertising, are usually not seriously misstated in historical cost terms. However, depreciation based on costs paid for assets that are fifty years old will be much different from depreciation adjusted for the effects of inflation. 4. The analysis of financial statements over a series of years is called horizontal analysis. For example, by looking for trends in certain costs over a series of years (thus the name trend analysis), the analyst is able to more accurately predict future costs. Common-size financial statements are statements in which all amounts are stated as a percentage of one selected item on the statement, such as net sales. Thus, vertical analysis of a single years income statement will help the analyst discern the relative amounts incurred for various costs.
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5. Rising costs to either manufacture or purchase inventory could be responsible for a decline in gross profit in the face of an increase in sales. Assume that 1,000 units of a product are sold with a unit cost of $80 and a selling price of $100. Sales total $100,000, and gross profit is $20,000. Assume that in the following year, the company raises the selling price to $115 because of rising costs. If the cost to make a unit goes up to $96 and the company sells another 1,000 units, sales will increase by 15% to $115,000, but gross profit will decrease to 1,000 ($115 $96), or $19,000a decrease in gross profit of 5%. 6. The composition of current assets indicates the relative size of cash, accounts receivable, inventory, and other short-term assets. A relatively large balance in inventory may indicate that a company is not turning over its products quickly enough. Similarly, a large accounts receivable balance could signal a problem in the collection department. Finally, a large cash balance may be a sign that the company is not taking advantage of short-term investment opportunities. 7. Ratios can be categorized according to their use in performing three types of analysis: (1) liquidity analysis, (2) solvency analysis, and (3) profitability analysis. 8. The first stage in the operating cycle for a manufacturer is the purchase of raw material and its transformation into a final product. The second step is the sale of the product, and the third is the collection of any receivable from credit granted to the customer. The operating cycle differs for a retailer in that a finished product is purchased from a wholesaler and there is not the time involved in production. 9. Current assets are reported on a balance sheet in the order of their nearness to cash, or liquidity. Cash is obviously presented first, followed by short-term investments. Accounts receivable, one step removed from cash, are shown next, and then inventory. Because prepaid assets, such as supplies or insurance paid for in advance, will not be converted into cash, they are normally reported last in the current asset section of the balance sheet. 10. A relatively low acid-test or quick ratio compared with the current ratio probably indicates a large inventory balance. Large amounts of inventory may be normal for a company, but on the other hand they could signal problems in moving obsolete items. The inventory turnover ratio for the most recent period should be compared with those of prior periods to determine whether there has been a decrease in the number of turns per year. A less likely explanation for a low quick ratio compared with the current ratio would be large balances in various prepayments, such as supplies and insurance. 11. All turnover ratios are a measure of the activity for a period compared with the investment necessary to carry on that activity. For example, the inventory turnover ratio measures the relationship between inventory sold, on a cost basis, and the average amount of inventory on hand during that time period. The base is the average inventory because it is divided into an activity measure for the entire periodthat is, cost of goods sold.
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12. An accounts receivable turnover of nine times translates to an average number of days in receivables of 40 (360/9). If the credit department extends terms of 2/10, net 30, investigation of the companys actual credit policies is warranted. For example, the department may routinely give customers up to 40 or 50 days to pay. If this policy does not create any cash flow problems, why have terms of 2/10, net 30? Alternatively, the average time to collect may be an indication that the credit department is extending credit to customers who are not good credit risks. 13. One possible explanation for a decrease in inventory turnover is slow-moving items. Caution must be used, however, because a low inventory turnover may simply be a seasonal phenomenon. For example, the ratio for the third quarter of the year should be compared with that of the third quarter of the prior year. Problems in the sales department may also partially explain a low turnover of inventory. Or, the company may be pricing itself out of the market and need to consider lowering its prices to meet the competition. 14. A manufacturers operating cycle runs from the purchase of raw materials, to the transformation of the materials into a final product, to sale, to the collection of any receivable. This differs from the operating cycle of a service business because the latter does not technically sell a product. Service businesses must look for alternative measures of efficiency. For example, an airline would be interested in the average amount of time elapsed between the sale of a ticket and collection from the passenger. A public accounting firm might want to know the average length of time that passes after an audit is finished before the client pays the bill. 15. Liquidity analysis is concerned with the ability of the company to pay its debts as they are due and thus focuses on the current assets and liabilities. Solvency is the ability to stay in business over the long run. The debt-to-equity ratio and the debt service coverage ratio are two measures of the firms solvency. 16. The debt service coverage ratio is superior to the times interest earned ratio as a measure of solvency for two reasons. First, the ratio considers the need to pay both interest and principal, whereas the times interest earned ratio deals only with interest. Second, the necessary payments to service debt are compared with the cash available to pay the debt, while the times interest earned ratio uses an accrual income number in its numerator. 17. Both are right. Many different ratios are used to assess the relative mix of a companys capital structure. The debt-to-equity ratio measures the amount of outstanding debt relative to the amount of stockholders equity. An alternative measure is to divide the same debt by the total assets of the company. A different ratio will obviously result, but as long as the same measure is used consistently, either ratio is an indicator of solvency. 18. The debt service coverage ratio measures the amount of cash generated from operating activities that is available to repay the interest and any maturing debt. A loan officer is primarily concerned with the companys ability to meet interest and principal payments on time and, therefore, would be very interested in this ratio.
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19. Dividends are not a legal obligation, but they often become an expectation on the part of stockholders. Therefore, when computing the cash available to make capital acquisitions, it is helpful to take into account the normal dividend requirements. 20. The numerator in any rate of return ratio must match the investment or base in the denominator. If total assets is the base, the numerator must be a measure of the income available to all providers of capital. Interest expense, net of tax, is added back to net income because the creditors are one of the sources of capital, and we want to consider the income available before any of the sources of funds are given a distribution. Interest must be on a net or after-tax basis to be consistent with net income, which is on an after-tax basis. 21. A return on stockholders equity that is lower than the return on assets means that the company is not successfully using borrowed funds. Return on assets measures the return to all providers of capital, whereas return on equity is concerned only with common stockholders. The company has not been able to earn an overall return that is as high as what is being paid to creditors and preferred stockholders. Leverage deals with the use of someone elses money to earn a favorable return. Presently, this company is not successfully employing financial leverage. 22. The price/earnings ratio is sometimes used as an indicator of the quality of a companys earnings because it combines a measure of the companys performance, based on its earnings, and the companys worth as measured by the market price of its stock. The ratio of price to earnings is an indication of the markets assessment of the companys performance. For example, the use of different accounting methods can cause the market to value the price of one companys stock higher than another companys stock, even though they report similar earnings. This could be the case if one defers taxes by using LIFO whereas the other uses FIFO. This differing treatment of the two stocks is a statement by the market about the quality of the two companys earnings. 23. Most of the liquidity ratios are primarily suited to use by management. For example, the investor would not normally place major emphasis on the turnover of either inventory or receivables. On the other hand, turnover ratios must be constantly monitored by management. The stockholder will be very interested in both the dividend payout ratio and the dividend yield. A banker would rely partially on a companys debt service coverage in the past as an indication of its ability to repay a potential loan in the future. 24. The inventory turnover ratio is meaningless to a service business such as a law firm or a public accounting firm. These firms do not sell a tangible product; instead, they sell their professional expertise and thus must rely on alternative measures of their efficiency in marketing their services. An accounting firm, for example, might keep detailed records on the number of clients served, the average annual billings to each client, and the ratio of these billings to the average costs incurred on each audit.
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25. Separate reporting of discontinued operations, extraordinary items and the cumulative effect of a change in accounting principle assists the reader of the statements in making predictions about the future profitability of the business. For example, users of the income statement may want to ignore these items when assessing the future prospects for the company because these items by their nature are not likely to reoccur in the future.
EXERCISES LO 4
EXERCISE 13-1 ACCOUNTS RECEIVABLE ANALYSIS
1. Accounts receivable turnover: Net credit sales/Average accounts receivable: 2007: $600,000/[($150,000 + $100,000)/2] = $600,000/$125,000 = 4.8 times 2006: $540,000/[($100,000 + $80,000)/2] = $540,000/$90,000 = 6 times 2. Number of days sales in receivables: 2007: 360/4.8 = 75 days 2006: 360/6 = 60 days 3. The average age of a receivable in 2006 was the same number of days as the maximum credit period of 60 days. The average age in 2007 of 75 days, however, is significantly in excess of the credit period. The company needs to investigate this increase and decide whether efforts are needed to speed up the collection process. The company may decide that allowing customers more liberal payment terms has had a positive effect on sales, as evidenced by the increase in sales, and not want to press its customers for earlier payment. Conversely, the company may find that allowing an extra 15 days for payment causes cash flow problems.
LO 4
EXERCISE 13-2 INVENTORY ANALYSIS
1. Inventory turnover: Cost of goods sold/Average inventory: 2007: $7,100,000/[($200,000 + $150,000)/2] = $7,100,000/$175,000 = 40.57 times 2006: $8,100,000/[($150,000 + $120,000)/2] = $8,100,000/$135,000 = 60 times 2. Number of days sales in inventory: 2007: 360/40.57 = 8.9 days 2006: 360/60 = 6 days
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3. Inventory turnover has declined dramatically from the prior year. Many different explanations are possible for this decline, such as problems in the sales effort, overpricing of the products relative to the competition, or inferior produce. Management needs to investigate the problem and decide who should be held responsible for the slow movement. The company may find that no one department or individual is totally responsible and that many different parts of the business need to work together to improve the turnover of inventory.
LO 4
EXERCISE 13-3 ACCOUNTS RECEIVABLE AND INVENTORY ANALYSES FOR COCA-COLA AND PEPSICO
1. Calculations (all dollar amounts in millions): a. Accounts Receivable Turnover Ratio: Coca-Cola Company $21,962/[($2,171 + $2,091)/2] = $21,962/$2,131 = 10.31 times PepsiCo, Inc. $29,261/[($2,999 + $2,830)/2] = $29,261/$2,914.5 = 10.04 times b. Number of Days Sales in Receivables: Coca-Cola Company 360/10.31 = 34.9 days PepsiCo, Inc. 360/10.04 = 35.9 days c. Inventory Turnover Ratio: Coca-Cola Company $7,638/[($1,420 + $1,252)/2] = $7,638/$1,336 = 5.72 times PepsiCo, Inc. $13,406/[($1,541 + $1,412/2] = $13,406/$1,476.5 = 9.08 times d. Number of Days Sales in Inventory: Coca-Cola Company 360/5.72 = 62.9 days PepsiCo, Inc. 360/9.08 = 39.6 days e. Cash to Cash Operating Cycle: Coca-Cola Company 34.9 + 62.9 = 97.8 days PepsiCo, Inc. 35.9 + 39.6 = 75.5 days
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2. The two companies accounts receivable turnover ratios are similar, and therefore their numbers of days sales in receivables are about the same. PepsiCo, Inc. has a higher inventory turnover ratio and, accordingly, a lower number of days sales in inventory. The result is that PepsiCo, Inc. also has a lower cash to cash operating cycle. LO 4
EXERCISE 13-4 LIQUIDITY ANALYSES FOR COCA-COLA AND PEPSICO
1. Calculations (all dollar amounts in millions): Coca-Cola Company a. Current ratio b. Quick assets Acid-test or Quick ratio $12,094/$10,971 = 1.10 to 1 $6,707 + $61 + $2,171 = $8,939 $8,939/$10,971 = 0.81 to 1 PepsiCo, Inc. $8,639/$6,752 = 1.28 to 1 $1,280 + $2,165 + $2,999 = $6,444 $6,444/$6,752 = 0.95 to 1
2. PepsiCos current and acid-test (or quick) ratios are higher than Coca-Colas. Based on these measures, PepsiCo appears to be more liquid than Coca-Cola. 3. Other ratios that can be used to more fully assess the liquidity of these two companies are these: cash flow from operations to current liabilities ratio, accounts receivable turnover ratio, number of days sales in receivables, inventory turnover ratio, number of days sales in inventory, and cash to cash operating cycle. LO 4
EXERCISE 13-5 LIQUIDITY ANALYSES FOR MCDONALDS AND WENDYS
1. Calculations: McDonalds (In millions) a. Working capital b. Current ratio c. Quick assets Acid-test or Quick ratio $2,857.8 $3,520.5 = $(662.7) $2,857.8/$3,520.5 = 0.81 $1,379.8 + $745.5 = $2,125.3 $2,125.3/$3,520.5 = 0.60 Wendys (In thousands) $458,844 $688,387 = $(229,543) $458,844/$688,387 = 0.67 $176,749 + $127,158 + $11,626 = $315,533 $315,533/$688,387 = 0.46
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2. Both McDonalds and Wendys have negative working capital. Wendys current and acid-test (or quick) ratios are slightly lower than McDonalds. Based on these measures, McDonalds appears to be slightly more liquid than Wendys. 3. Calculations of cash flow from operations to current liabilities ratios: McDonalds (in millions) $3,903.6/[($3,520.5 + $2,748.5)/2] = $3,903.6/$3,134.5 = 124.5% Wendys (in thousands) $502,352/[($688,387 + $528,473)/2] = $502,352/$608,430 = 82.6% This ratio overcomes the two limitations of the current and the quick ratios, because it focuses on cash and cash flows. McDonalds cash flow from operations to current liabilities ratio is higher than Wendys. As a result, even though the two companies current and quick ratios are very similar, this ratio appears to indicate that McDonalds is more liquid. 4. McDonalds has negative working capital but a very strong cash flow from operations to current liabilities ratio. As such, McDonalds might be able to cover its short-term cash requirements through short-term borrowings.
LO 5 1.
EXERCISE 13-6 SOLVENCY ANALYSES FOR IBM
2004 a. Debt-to-equity ratio $79,436/$29,747 = 2.67 to 1
2003 $76,593/$27,864 = 2.75 to 1 ($7,583 + $145 + $3,261)/$145 = $10,989/$145 = 75.8 to 1 ($14,569 + $145 + $3,261)/($145 + $5,831) = $17,975/$5,976 = 3.0 times
b. Times interest earned ($8,430 + $139 + $3,580)/$139 = $12,149/$139 = 87.4 to 1 c. Debt service coverage ratio* ($15,406 + $139 + $3,580)/($139 + $4,538) = $19,125/$4,677 = 4.1 times
*The amounts for interest and taxes represent interest expense and income tax expense rather than the amounts paid. d. Cash flow from operations to capital expenditures ratio ($15,406 $1,174)/$4,368 = $14,232/$4,368 = 325.8%
($14,569 $1,085)/$4,393 = $13,484/$4,393 = 306.9%
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2. All of the measures in requirement 1 suggest that IBM was more solvent at the end of 2004 than at the end of 2003.
LO 5
EXERCISE 13-7 SOLVENCY ANALYSIS
1. a. Debt-to-equity ratio: Total liabilities/Total stockholders equity At 12/31/07: At 12/31/06: ($350,000 + $600,000)/$1,650,000 = $950,000/$1,650,000 = 0.58 to 1 ($405,000 + $800,000)/$1,500,000 = $1,205,000/$1,500,000 = 0.80 to 1
b. Times interest earned for 2007 (Net income + Interest expense + Income tax expense)/Interest expense: ($150,000 + $89,000 + $111,000)/$89,000 = $350,000/$89,000 = 3.93 to 1 c. Debt service coverage for 2007 (Cash flows from operations before interest and tax payments)/Interest and principal payments: ($185,000 + $89,000 + $96,000*)/($89,000 + $275,000**) = $370,000/$364,000 = 1.02 times *Taxes payable, 12/31/06 Add: Tax expense Less: Taxes payable 12/31/07 Taxes paid during 2007 **Principal payments: a. Short-term notes payable b. Serial bonds Total $ 45,000 111,000 60,000 $ 96,000 $ 75,000 200,000 $275,000
2. The companys debt-to-equity ratio has decreased because of the repayment of the short-term notes and the installment payment on the serial bonds. The ratio at the end of 2007 of almost 0.6 to 1 indicates a relatively conservative balance of debt to stockholders equity. The times interest earned ratio indicates that Impacts profits before interest and taxes were almost four times the amount of interest expense. Two problems arise, however, in using the times interest earned ratio as the sole measure of solvency. First, it considers the payment of only interest, not principal. Second, principal and interest payments must be made with cash, not profits. The debt service coverage ratio is a much better indication of the companys ability to meet its obligations. A ratio of 1.02 times indicates that Impact generated just enough cash from operations to meet its principal and interest payments in 2007.
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LO 6 1. Ratios:
EXERCISE 13-8 RETURN RATIOS AND LEVERAGE
a. Return on sales = (Net income + Interest expense, net of tax)/Net sales [($60,000 + ($50,000 60%)]/$650,000 = $90,000/$650,000 = 13.85% b. Asset turnover = Net sales/Average total assets $650,000/[($1,600,000 + $2,000,000*)/2] = $650,000/$1,800,000 = 0.36 times *Total assets at end of year are the same as total liabilities and stockholders equity (given). c. Return on assets = (Net income + Interest expense, net of tax)/Average total assets $90,000 (from Part a.)/$1,800,000 (from Part b.) = 5% d. Return on common stockholders equity = (Net income Preferred dividends)/ Average common stockholders equity ($60,000 $25,000*)/[($950,000 + $915,000**)/2] = $35,000/$932,500 = 3.75% *Preferred dividends: $250,000 par value 10% **Stockholders equity at beginning of year: Common stock Retained earnings $350,000 at end of year less $60,000 net income plus $25,000 dividends Stockholders equity at beginning of year
$600,000
315,000 $915,000
2. Evergreen has not been successful in using outside funds because the return on stockholders equity of 3.75% is less than the return to all providers of capital, as measured by the return on assets of 5%. Evidence that Evergreen has not successfully employed leverage is found by looking closer at the cost of outside funds. The average cost of borrowed funds is $50,000 in interest expense divided by $650,000 in short-term loans payable and long-term bonds. This cost of 7.7% times 1 minus the tax rate, or 60%, translates to an after-tax borrowing rate of 4.62%. The return paid to the preferred stockholders is 10%. Both of these rates exceed the return to the common stockholder of 3.75% and indicate that Evergreen is not successfully employing leverage.
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LO 6 Case 1.
EXERCISE 13-9 RELATIONSHIPS AMONG RETURN ON ASSETS, RETURN ON SALES, AND ASSET TURNOVER
Return on assets = Net income (assuming no interest expense)/Average total assets = $10,000/$60,000 = 16.67% Return on sales = Net income/Net sales 2% = $25,000/X Net sales = $1,250,000 Return on assets = Return on sales Asset turnover X = 6% 1.5 Return on assets = 9% Asset turnover = Net sales/Average total assets 1.25 = $50,000/X Average total assets = $40,000 Return on assets = Net income (assuming no interest expense)/Average total assets 10% = X/$40,000 Net income = $4,000
Case 2.
Case 3.
Case 4.
Case 5.
Return on assets = Net income (assuming no interest expense)/Average total assets 15% = $20,000/X Average total assets = $133,333
LO 6 1. Ratios:
EXERCISE 13-10 EPS, P/E RATIO, AND DIVIDEND RATIOS
a. Earnings per common share = (Net income less preferred dividends)/Number of common shares outstanding: [$1,300,000 8%($5,000,000)]/400,000 shares = ($1,300,000 $400,000)/400,000 = $900,000/400,000 = $2.25 per share b. Price/earnings ratio = Current market price/EPS = $24.75/$2.25 = 11 to 1 c. Dividend payout ratio = Common dividends per share/EPS = ($0.40 4 quarters)/$2.25 = $1.60/$2.25 = 71.11% d. Dividend yield ratio = Common dividends per share/Market price = $1.60 (from Part c.)/$24.75 = 6.46%
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2. An investment advisor needs to be aware of industry trends, the general economic environment, the historical performance of the company, the investors attitudes about risk, and any other relevant data needed to make an informed decision. LO 6
EXERCISE 13-11 EARNINGS PER SHARE AND EXTRAORDINARY ITEMS
1. Earnings per share before extraordinary items = (Net income before extraordinary loss less preferred dividends)/Number of common shares outstanding: [$5,850,000 9%($2,000,000)]/1,500,000 shares = ($5,850,000 $180,000)/1,500,000 shares = $5,670,000/1,500,000 shares = $3.78 per share 2. Earnings per share (after the extraordinary loss) = (Net income preferred dividends)/Number of common shares outstanding: ($2,130,000 $180,000)/1,500,000 shares = $1,950,000/1,500,000 = $1.30 per share 3. Management is accountable for the overall operation of the company and thus, to some extent, must be evaluated on the basis of the bottom line as measured by the earnings per share after the extraordinary loss from the flood. In attempting to forecast future profits, however, both management and a potential stockholder would be much more concerned with EPS exclusive of any extraordinary items, because these gains and losses are unusual in nature and infrequent In occurrence.
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MULTI-CONCEPT EXERCISES LO 2,3 1.

EXERCISE 13-12 COMMON-SIZE BALANCE SHEETS AND HORIZONTAL ANALYSIS
FARINET COMPANY COMMON-SIZE COMPARATIVE BALANCE SHEETS DECEMBER 31, 2007 AND 2006 12/31/07 Dollars Percent $ 16,000 1.7%* 40,000 4.3 30,000 3.3 18,000 2.0 $ 104,000 11.3% $ 150,000 16.2% 800,000 86.6 (130,000) (14.1) $ 820,000 88.7 $ 924,000 100.0% $ 24,000 6,000 70,000 $ 100,000 $ 150,000 $ 400,000 274,000 $ 674,000 $ 924,000 2.6% 0.6 7.6 10.8% 16.2% 43.3% 29.7 73.0%* 100.0% 12/31/06 Dollars Percent $ 20,000 2.5%* 30,000 3.8 50,000 6.2 12,000 1.5 $112,000 14.0% $150,000 18.7% 600,000 74.8 (60,000) (7.5) $690,000 86.0 $802,000 100.0% $20,000 10,000 50,000 $ 80,000 $200,000 $300,000 222,000 $522,000 $802,000 2.5% 1.3 6.2 10.0% 24.9% 37.4% 27.7 65.1% 100.0%
Cash Accounts receivable Inventory Prepaid rent Total current assets Land Plant and equipment Accumulated depreciation Total long-term assets Total assets Accounts payable Income taxes payable Short-term notes payable Total current liabilities Bonds payable Common stock Retained earnings Total stockholders equity Total liabilities and stockholders equity *Rounded to total.
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2. Observations from Farinets common-size balance sheets: a. Current assets as a percentage of total assets has decreased. At the same time, current liabilities has accounted for about the same percentage of total equities in the two years. b. The relative mix of current assets has changed from one year to the next. Cash now accounts for a smaller share of total assets, as does inventory, whereas accounts receivable accounts for a slightly higher percentage of total assets. c. Major investments in plant and equipment have been made in 2007. At the end of 2006, plant and equipment accounted for three-fourths of the total assets, and now it accounts for over 86% of the total. d. Bonds payable now make up a smaller share of the capital structure with the retirement of $50,000 during 2007. e. Short-term borrowings increased and now represent a larger share of the current liabilities (from $50,000/$80,000, or 62.5%, to $70,000/$100,000, or 70%). 3. FARINET COMPANY COMPARATIVE BALANCE SHEETS DECEMBER 31, 2007 AND 2006 December 31 2007 2006 $ 16,000 $ 20,000 40,000 30,000 30,000 50,000 18,000 12,000 $ 104,000 $112,000 $ 150,000 $150,000 800,000 600,000 (130,000) (60,000) $ 820,000 $690,000 $ 924,000 $802,000 $ 24,000 6,000 70,000 $ 100,000 $ 150,000 $ 400,000 274,000 $ 674,000 $ 924,000 $ 20,000 10,000 50,000 $ 80,000 $200,000 $300,000 222,000 $522,000 $802,000 Increase (Decrease) Dollars Percent $ (4,000) (20)% 10,000 33 (20,000) (40) 6,000 50 $ (8,000) (7)% $ 0 0% 200,000 33 (70,000) (117) $130,000 19% $122,000 15% 4,000 (4,000) 20,000 $ 20,000 $ (50,000) $100,000 52,000 $152,000 $122,000 $ 20% (40) 40 25% (25)% 33% 23 29% 15%
Cash Accounts receivable Inventory Prepaid rent Total current assets Land Plant and equipment Accumulated depreciation Total long-term assets Total assets Accounts payable Income tax payable Short-term notes payable Total current liabilities Bonds payable Common stock Retained earnings Total stockholders equity Total liabilities and stockholders equity
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Largest changes a. Accumulated depreciation
b. Prepaid rent c. Inventory d. Income tax payable e. Short-term notes payable
Refer to Fixed asset records, showing additions to plant and equipment and depreciation calculations Rental agreements Purchase orders, sales records Income tax return and supporting records Loan agreements
LO 2,3 1.
EXERCISE 13-13 COMMON-SIZE INCOME STATEMENTS AND HORIZONTAL ANALYSIS
MARINERS CORP. COMMON-SIZE COMPARATIVE INCOME STATEMENTS FOR THE YEARS ENDED DECEMBER 31, 2007 AND 2006 (IN THOUSANDS OF DOLLARS) 2007 Dollars Percent $60,000 100.0% 42,000 70.0 $18,000 30.0% 9,000 $ 9,000 2,000 $ 7,000 2,000 $ 5,000 15.0 15.0% 3.3 11.7% 3.3 8.4%* 2006 Dollars Percent $50,000 100.0% 30,000 60.0 $20,000 40.0% 5,000 $15,000 2,000 $13,000 4,000 $ 9,000 10.0 30.0% 4.0 26.0% 8.0 18.0%
Sales revenue Cost of goods sold Gross profit Selling and administrative expense Operating income Interest expense Income before tax Income tax expense Net income *Rounded to total.
2. Observations from Mariners common-size statements: a. Although sales increased in absolute dollars, the gross profit percentage has decreased significantly because of a higher ratio of cost of goods sold to sales: from 60% to 70%. b. Selling and administrative expenses have increased both in absolute dollars and as a percentage of sales. An increase from 10% to 15% of sales is a drastic increase in the importance of this cost relative to sales. c. Interest expense remained the same in absolute dollars, but because sales increased, it decreased slightly from 4% to 3.3% of sales. d. The bottom line net income decreased both in absolute dollars and as a percentage of sales. The solid increase in sales is more than offset by the large increases in both product costs and selling and administrative expenses.
13-19
3.
MARINERS CORP. COMPARATIVE STATEMENTS OF INCOME FOR THE YEARS ENDED DECEMBER 31, 2007 AND 2006 December 31 2007 2006 $60,000 $50,000 42,000 30,000 $18,000 $20,000 9,000 $ 9,000 2,000 $ 7,000 2,000 $ 5,000 5,000 $15,000 2,000 $13,000 4,000 $ 9,000 Increase (Decrease) Dollars Percent $10,000 20% 12,000 40 $(2,000) (10)% 4,000 $ (6,000) 0 $ (6,000) (2,000) $ (4,000) 80 (40)% 0 (46)% (50) (44)%
Sales revenue Cost of goods sold Gross profit Selling and administrative expense Operating income Interest expense Income before tax Income tax expense Net income 4. Largest changes Selling and administrative expenses Income tax expense
Refer to Individual records, for the various expenses Income tax return and supporting records
PROBLEMS LO 4
PROBLEM 13-1 EFFECT OF TRANSACTIONS ON WORKING CAPITAL, CURRENT RATIO, AND QUICK RATIO
1. Calculation of working capital, current ratio, and quick ratio (dollar amounts in thousands): Working capital ($70 + $60 + $80 + $100 + $10) ($75 + $25 + $40 + $60) = $320 $200 = $120 Current ratio $320/$200 = 1.600 to 1 Quick ratio ($70 + $60 + $80)/$200 = $210/$200 = 1.050 to 1
13-20
2. Effect of transactions on working capital, current ratio, and quick ratio:

Working Capital (in Thousands) Effect of Transaction Effect of Transaction Effect of Transaction
Transaction a. Purchased inventory on account for $20,000 b. Purchased inventory for cash, $15,000 c. Paid suppliers on account, $30,000 d. Received cash on account, $40,000 e. Paid insurance for next year, $20,000 f. Made sales on account, $60,000 g. Repaid short-term loans at bank, $25,000 h. Borrowed $40,000 at bank for 90 days i. Declared and paid $45,000 cash dividend j. Purchased $20,000 of short-term investments k. Paid $30,000 in salaries l. Accrued additional $15,000 in taxes
Current Ratio
Quick Ratio
$120 $120 $120 $120 $120 $180
none none none none none increase
1.545 1.600 1.706 1.600 1.600 1.900
decrease none increase none none increase
0.955 0.975 1.059 1.050 0.950 1.350
decrease decrease increase none decrease increase
$120 $120
none none
1.686 1.500
increase decrease
1.057 1.042
increase decrease
$ 75
decrease
1.375
decrease
0.825
decrease
$120 $ 90 $105
none decrease decrease
1.600 1.450 1.488
1.050 0.900 0.977
LO 4
PROBLEM 13-2 EFFECT OF TRANSACTIONS ON WORKING CAPITAL, CURRENT RATIO, AND QUICK RATIO
1. Calculation of working capital, current ratio and quick ratio (dollar amounts in thousands): Working capital ($70 + $60 + $80 + $100 + $10) ($75 + $25 + $40 + $210) = $320 $350 = $(30) Current ratio $320/$350 = 0.914 to 1 Quick ratio ($70 + $60 + $80)/$350 = $210/$350 = 0.600 to 1
13-21
2. Effect of transactions on working capital, current ratio, and quick ratio:

Working Capital (in Thousands) Effect of Transaction Effect of Transaction Effect of Transaction
Current Ratio
Quick Ratio
$(30) $(30) $(30) $(30) $(30) $30
none none none none none increase
0.919 0.914 0.906 0.914 0.914 1.086
increase none decrease none none increase
0.568 0.557 0.563 0.600 0.543 0.771
decrease decrease decrease none decrease increase
$(30) $(30)
none none
0.908 0.923
decrease increase
0.569 0.641
decrease increase
$(75)
decrease
0.786
decrease
0.471
decrease
$(30) $(60) $(45)
0.914 0.829 0.877
0.600 0.514 0.575
LO 6
PROBLEM 13-3 GOALS FOR SALES AND RETURN ON ASSETS
1. a. Return on sales = net income after adding back interest expense, net of tax/net sales = $5,000,000/$60,000,000 = 8.33% b. Asset turnover = net sales/average total assets = $60,000,000/$40,000,000 = 1.5 times c. Return on assets = return on sales asset turnover = 8.33% 1.5 = 12.5%
13-22
2. Asset turnover = ($60,000,000 120%)/($40,000,000 112.5%) = $72,000,000/$45,000,000 = 1.6 times 3. If average total assets are $45,000,000 and the goal is a 15% return on assets, net income will need to be 15% of $45,000,000, or $6,750,000. 4. Income will have to increase by 35%, ($6,750,000 $5,000,000)/$5,000,000, to achieve the goal of a 15% return on assets. The president has set a goal for an increase in sales of only 20%. To increase income by a larger percentage than the increase in sales will require cost cutting in the various departments of the business. The company may want to look for cheaper sources of supply for its materials, as long as the quality of the product is maintained. Efforts will need to be made to cut selling, general, and administrative expenses as well.
LO 6
PROBLEM 13-4 GOALS FOR SALES AND INCOME GROWTH
1. Selected financial data (in millions of dollars): 1. Sales* 2. Net income(sales 3%)* 3. Dividends declared and paid (greater of $3,000,000 or 50% of net income) 4. Owners equity, December 31 balance (prior years balance + net income less dividends) 5. Debt, Dec. 31 balance** Selected ratios: 6. Return on owners equity (Item 2/Item 4) 2010 266.200 7.986 3.993 2009 242.00 7.26 3.63 2008 220.0 6.6 3.3
80.923 52.177 9.9%
76.93 44.07 9.4%
73.3 36.7 9.0%
Note: The return on owners equity ratios in the problem for 20052007 are based on year-end owners equity rather than the average for each year. Therefore, to be consistent, year-end balances are used for 20082010. 7. Debt to total assets [Item 5/(Item 4 + Item 5)] 39.2% 36.4% 33.4% *Sales and net income increase at the rate of 10% per year. **Calculation of total debt balance: Total assets (sales/asset turnover rate of 2) $133.100 $121.00 Less: Owners equity (Item 4) 80.923 76.93 Debt $ 52.177 $ 44.07
$110.0 73.3 $ 36.7
13-23
2. No, the CEO will not be able to meet all her requirements if a 10% per year growth in income and sales is achieved. If under the stated assumptions that the net income to sales ratio be maintained at 3% with annual sales growth of 10%, and the asset turnover ratio be maintained at 2, the goal of holding debt to 35% of total assets will be met only in 2008. The debt will increase to 36.4% of total assets in 2009 and to 39.2% of total assets in 2010 under the proposed plan. The calculations assume that all other factors remain constant. Because some of the factors that affect stock prices are outside the companys control, it cannot be determined whether the main requirement of improving the stock price can be met if the expected performance is accomplished. 3. Alternative actions to be considered to improve the return on equity and support the increased dividend payments: a. Improve the return on assets by reducing the asset base through better asset management. improving asset quality to generate higher returns per dollar invested, including the acquisition of a subsidiary or a more profitable line of business. b. Improve profits by concentrating production and sales on high profit-producing lines. cost control efforts to maintain and reduce both variable and fixed costs. 4. The CEO is probably concerned with the potential impact that greater debt would have on the companys cost of capital. Increasing debt relative to owners equity creates added risk, which translates to higher returns required by investors in the companys stocks and bonds. If investors perceive that the companys financial risks have increased, the market prices for its long-term debt issues will fall (interest rates will rise), and greater dividend payments will be necessary to maintain the market price of the stock.
13-24
MULTI-CONCEPT PROBLEMS LO 4,5,6

PROBLEM 13-5 BASIC FINANCIAL RATIOS
1. Financial ratios for 2007 for CCB Enterprises (thousands omitted): a. Times interest earned = (Net income + Income tax expense + Interest expense)/Interest expense = ($72,000 + $48,000 + $20,000)/$20,000 = $140,000/$20,000 = 7 to 1 b. Return on total assets = (Net income + Interest expense, net of tax)/Average total assets = {$72,000 + [$20,000 (1 40%*)]}/[($540,000 + $510,000)/2] = $84,000/$525,000 = 16% *Tax rate = Income taxes/Income before tax = $48,000/$120,000 = 40%. c. Return on common stockholders equity = dividends)/Average common stockholders equity = $72,000/[($260,000 + $217,000)/2] = $72,000/$238,500 = 30.19% (Net income Preferred
d. Debt/equity ratio = Total liabilities/Total stockholders equity = $280,000/$260,000 = 1.08 to 1 e. Current ratio = Current assets/Current liabilities = $144,000/$120,000 = 1.2 to 1 f. Quick (acid-test) ratio = (Cash + Marketable securities + Short-term receivables)/Current liabilities = ($26,000 + $48,000)/$120,000 = $74,000/$120,000 = 0.62 to 1 g. Accounts receivable turnover ratio = Net credit sales/Average accounts receivable = $800,000/[($48,000 + $50,000)/2] = $800,000/$49,000 = 16.3 times h. Number of days sales in receivables = Number of days in period/Accounts receivable turnover = 360 days/16.3 times = 22 days i. Inventory turnover ratio = Cost of goods sold/Average inventory = $540,000/[($65,000 + $62,000)/2] = $540,000/$63,500 = 8.5 times j. Number of days sales in inventory = Number of days in period/Inventory turnover = 360 days/8.5 times = 42 days k. Number of days in cash operating cycle = Days sales in inventory + Days sales in receivables = 42 days + 22 days = 64 days
13-25
2. Comments on the overall financial health of CCB Enterprises: The current ratio indicates a fairly strong liquidity position, although the significantly smaller quick ratio may signal a problem with excess inventory. Whether or not the quick ratio is indicative of a liquidity problem could be determined more accurately by comparing this ratio with prior years, as well as with an industry average. Inventory turnover of 8.5 times may not be a problem area (see discussion of quick ratio above), but it should be compared with those of prior years and with an industry averageturning over inventory every 42 days may be normal for the industry. The length of time that receivables are outstanding, 22 days, appears to be relatively short. It may indicate that the credit department is doing a good job in screening customers for credit. On the other hand, if the credit terms are too stringent, the company may be losing good customers. Comparison of this statistic with those of other companies in the same line of business would help to determine whether there is a problem in the credit department. The company appears to be successfully using outside capital, as is evidenced by a return on assets of 16%, but a return on stockholders equity of almost double this30.2%. Further evidence of the companys use of leverage could be found by examining the exact cost of each individual source of capital. For example, what are the terms of the instruments that make up long-term debt, and what is the effective interest cost of each? The times interest earned ratio indicates that earnings are seven times the amount of interest expensewhat appears to be excellent coverage. However, how much cash is generated from operations? Is this cash sufficient to cover not only interest payments but also maturing principal amounts? Calculation of the debt service coverage ratio, with information found on a cash flows statement, would provide further evidence of the companys solvency. Finally, to fully evaluate the companys financial health, it would be necessary to know more about its plans for the long run. Does it plan to expand plant and equipment? Are there any plans to take on additional products or acquire another company? Are any additional debt issues being contemplated?
13-26
LO 5,6
PROBLEM 13-6 PROJECTED RESULTS TO MEET CORPORATE OBJECTIVES
1. Projected results for the four objectives for Tablon Inc. (in thousands of dollars):
Sales growth of 20% will be achieved:

$30,000 $25,000 Sales increase for the year = = 20% $25,000 Sales for 2007
Return on stockholders equity of 15% will not be met:

Net income preferred dividends $1,200 $0 * = Average stockholde rs' equity ($9,300 + $8,700)/2 = $1,200/$9,000 = 13.3%
*No preferred stock
Long-term debt-to-equity ratio of not more than 1 will not be achieved:

Long term debt at 5/31/08 $10,000 = Stockholde rs' equity at 5/31/08 ($5,000 + $4,300) = $10,000/$9,300 = 1.08 to 1
A cash dividend of 50% of net income, with a minimum payment of at least $400,000 will be met: 50% 2008 net income = 0.50 $1,200 = $600 ($600 is the forecasted dividend payment)
13-27
2. Contributing factors to Tablons failure to meet all its objectives include the following:
Each of the three expenses, cost of goods sold, selling expenses, and administrative expenses and interest, as a percentage of sales, are expected to increase in 2008 from 2007: Cost of goods sold Selling expenses Administrative expenses and interest 2007 52% 20% 16% 2008 53.33% 23.33% 16.67%
Accounts receivable will increase by $3,000,000 during the yeara 73% increase, compared with an increase in sales of only 20%. This could cause a cash flow problem and possibly an increase in bad debts. Production will exceed sales needs, as is evidenced by the 23% expected increase in the amount of inventory. This will result in additional carrying costs for the year. Long-term borrowing increased by 50% in the first six months of 2007, and for the full year it is expected to be up by 66.67% from the beginning of the year.
3. Possible actions that the controller could recommend to the president in response to the problems cited above include the following:
Review the accounts receivable collection process to determine ways to speed up collection and to determine whether credit is being extended to high-risk customers. Slow down the production during the remainder of the year. Examine the reasons for an increase in the ratio of cost of goods sold to sales. Review the selling and administrative expenses to determine whether certain areas can be cut back and still provide necessary services. Review the continuing increases in long-term debt and decide whether they are necessary. Consider the issuance of preferred stock as an alternative form of financing.
13-28
LO 4,5,6 1.
PROBLEM 13-7 COMPARISON WITH INDUSTRY AVERAGES
Ratio Current ratio Acid-test (quick) ratio Accounts receivable turnover Inventory turnover Debt-to-equity ratio Times interest earned Return on sales Asset turnover Return on assets Return on common stockholders equity Current ratio = Current assets/Current liabilities $31,100/$33,945 = 0.92 to 1
Industry Average 1.23 0.75 33 times 29 times 0.53 8.65 times 6.57% 1.95 times 12.81% 17.67%
Heartland Inc. 0.92 0.53 39 times 31 times 0.69 4.43 times 4.54% 1.98 times 8.97% 11.78%
Calculations for Heartlands ratios (thousands omitted):
Acid-test ratio = (Cash + Marketable securities + Accounts receivable)/Current liabilities ($1,135 + $1,250 + $15,650)/$33,945 = $18,035/$33,945 = 0.53 to 1 Accounts receivable turnover ratio = Sales/Average accounts receivable $542,750/[($15,650 + $12,380/2] = $542,750/$14,015 = 39 times Inventory turnover ratio = Cost of goods sold/Average inventory $435,650/[($12,680 + $15,870)/2] = $435,650/$14,275 = 31 times Debt-to-equity ratio = Total liabilities/Total stockholders equity ($33,945 + $80,000)/$165,580 = $113,945/$165,580 = 0.69 to 1 Times interest earned = (Net income + Interest expense + Income tax expense)/Interest expense $19,095 + $9,275 + $12,730)/$9,275 = $41,100/$9,275 = 4.43 times Return on sales = (Net income + Interest expense, net of tax)/Net sales [$19,095 + $9,275(1 0.40*)]/$542,750 = ($19,095 + $5,565)/$542,750 = $24,660/$542,750 = 4.54% *Tax rate is $12,730/$31,825 = 40%. Asset turnover = Net sales/Average total assets $542,750/[($279,525 + $270,095)/2] = $542,750/$274,810 = 1.98 times Return on assets = (Net income + Interest expense, net of tax)/Average total assets $24,660 (above)/$274,810 (above) = 8.97% Return on common stockholders equity = (Net income Preferred dividends)/ Average common stockholders equity $19,095/[($165,580 + $158,485)/2] = $19,095/$162,032.5 = 11.78%
13-29
2. Heartland is not as liquid as the average company in the industry, as is evidenced by its lower current and quick ratios. The inventory turnover ratio is very close to the industry average, whereas the accounts receivable turnover is significantly better. Note, however, that the industry has a very high turnoverin fact, the average number of days in receivables for the industry is 360/33, or 11 days. Heartlands accounts payable has increased significantly during a year in which inventory has actually decreased. The company is not as solvent as the rest of the industry, either, as is indicated by its higher debt-to-equity ratio and lower times interest earned ratio. The heavy reliance on outside funds is also reflected in the profitability of the company. Even though Heartlands return on equity is higher than its return on assets, both ratios are significantly lower than the comparable industry averages. Its asset turnover is slightly higher than the industry norm. 3. If the banks primary consideration in making the loan decision is the companys relative performance compared with that of the competition, it probably will not approve the loan. Heartland is already more highly leveraged than the average company in the industry, and it is not nearly as profitable. However, the loan decision will depend on other factors in addition to the companys relative standing in its industry. For example, the bank will look at how Heartlands ratios this year compare with those of prior years. Maybe the company is smaller than others in the industry and has always performed at its current level. If the bank approves the loan, it will probably require a higher interest rate to compensate for any perceived additional risk.
13-30
ALTERNATE PROBLEMS LO 5
PROBLEM 13-1A EFFECT OF TRANSACTIONS ON DEBT-TO-EQUITY RATIO
1. Calculation of debt-to-equity ratio (000s omitted): ($150 + $375)/$400 = $525/$400 = 1.313 to 1 2. Effect of transactions on debt-to-equity ratio: Debt-to-Equity Ratio 1.363 1.313 1.238 1.313 1.313 1.141 1.250 1.413 1.479 1.313 1.419 1.403 Effect of Transaction increase none decrease none none decrease decrease increase increase none increase increase
13-31
LO 5
PROBLEM 13-2A EFFECT OF TRANSACTIONS ON DEBT-TO-EQUITY RATIO
1. Calculation of debt-to-equity ratio (000s omitted): ($25 + $125)/$400 = $150/$400 = 0.375 to 1 2. Effect of transactions on debt-to-equity ratio: Debt-to-Equity Ratio 0.425 0.375 0.300 0.375 0.375 0.326 0.313 0.475 0.423 0.375 0.405 0.429 Effect of Transaction increase none decrease none none decrease decrease increase increase none increase increase
a. b. c. d. e. f. g. h. i. j. k. l.
Transaction Purchased inventory on account for $20,000 Purchased inventory for cash, $15,000 Paid suppliers on account, $30,000 Received cash on account, $40,000 Paid insurance for next year, $20,000 Made sales on account, $60,000 Repaid short-term loans at bank, $25,000 Borrowed $40,000 at bank for 90 days Declared and paid $45,000 cash dividend Purchased $20,000 of short-term investments Paid $30,000 in salaries Accrued additional $15,000 in taxes
LO 6
PROBLEM 13-3A GOALS FOR SALES AND RETURN ON ASSETS
1. a. Return on sales = net income after adding back interest expense, net of tax/net sales = $60,000/$750,000 = 8% b. Asset turnover = net sales/average total assets = $750,000/$400,000 = 1.88 times c. Return on assets = return on sales asset turnover = 8% 1.88 = 15.04%
13-32
2. Asset turnover = ($750,000 115%)/($400,000 110%) = $862,500/$440,000 = 1.96 times 3. If average total assets are $440,000 and the goal is a 20% return on assets, net income will need to be 20% of $440,000, or $88,000. 4. Income will have to increase by 47%, ($88,000 $60,000)/$60,000, to achieve the goal of a 20% return on assets. The president has set a goal for an increase in sales of only 15%. To increase income by a larger percentage than the increase in sales will require cost cutting in the various departments of the business. The company may want to look for cheaper sources of supply for its materials as long as the quality of the product is maintained. Efforts will need to be made to cut selling, general, and administrative expenses as well. LO 6
PROBLEM 13-4A GOALS FOR SALES AND INCOME GROWTH
1. Selected financial data (in millions of dollars): 1. Sales* 2. Net income(sales 3%)* 3. Dividends declared and paid (greater of $2,000,000 or 60% of net income) 4. Owners equity, December 31 balance (prior years balance + net income less dividends) 5. Debt, Dec. 31 balance** Selected ratios: 6. Return on owners equity (Item 2/Item 4) 2010 133.1000 3.9930 2009 121.000 3.630 2008 110.0 3.3
2.3958
2.178
2.0
44.3492 22.2008
42.752 17.748
41.3 13.7
9.0%
8.5%
8.0%
Note: The return on owners equity ratios in the problem for 20052007 are based on year-end owners equity rather than the average for each year. Therefore, to be consistent, year-end balances are used for 20082010. 7. Debt to total assets [Item 5/(Item 4 + Item 5)] 33.36% 29.3% *Sales and net income increase at the rate of 10% per year. **Calculation of total debt balance: Total assets (sales/asset turnover rate of 2) $66.5500 $60.500 Less: Owners equity (Item 4) 44.3492 42.752 Debt $22.2008 $17.748 24.9%
$55.0 41.3 $13.7
13-33
2. No, the CEO will not be able to meet all his requirements if a 10% per year growth in income and sales is achieved. If under the stated assumptions that the net income to sales ratio be maintained at 3% with annual sales growth of 10%, and the asset turnover ratio be maintained at 2, the goal of holding debt to 25% of total assets will only be met in 2008. The debt will increase to 29.3% of total assets in 2009 and to 33.36% of total assets in 2010 under the proposed plan. The calculations assume that all other factors remain constant. Because some of the factors that affect stock prices are outside the companys control, it cannot be determined whether the main requirement of improving the stock price can be met if the expected performance is accomplished. 3. Alternative actions to be considered to improve the return on equity and support the increased dividend payments: a. Improve the return on assets by reducing the asset base through better asset management. improving asset quality to generate higher returns per dollar invested, including the acquisition of a subsidiary or a more profitable line of business. b. Improve profits by

concentrating production and sales on high profit-producing lines. cost control efforts to maintain and reduce both variable and fixed costs.
ALTERNATE MULTI-CONCEPT PROBLEMS LO 4,5,6

PROBLEM 13-5A BASIC FINANCIAL RATIOS
1. Financial ratios for 2007 for SST Enterprises (thousands omitted): a. Times interest earned = (Net income + Income tax expense + Interest expense)/Interest expense = ($60,000 + $27,000 + $15,000)/$15,000 = $102,000/$15,000 = 6.8 times b. Return on total assets = (Net income + Interest expense, net of tax)/Average total assets = {$60,000 + [$15,000 (1 31%*)]}/[($300,000 + $295,000)/2] = $70,350/$297,500 = 23.65% *Tax rate = Income taxes/Income before tax = $27,000/$87,000 = 31%. c. Return on common stockholders equity = (Net income Preferred dividends)/ Average common stockholders equity = $60,000/[($180,000 + $165,000)/2] = $60,000/$172,500 = 34.78%
13-34
d. Debt/equity ratio = Total liabilities/Total stockholders equity = $120,000/$180,000 = 0.67 to 1 e. Current ratio = Current assets/Current liabilities = $100,000/$105,000 = 0.95 to 1 f. Quick (acid-test) ratio = (Cash + Marketable securities + Short-term receivables)/Current liabilities = ($27,000 + $36,000)/$105,000 = $63,000/$105,000 = 0.6 to 1 g. Accounts receivable turnover ratio = Net credit sales/Average accounts receivable = $600,000/[($36,000 + $37,000)/2] = $600,000/$36,500 = 16.4 times h. Number of days sales in receivables = Number of days in period/Accounts receivable turnover = 360 days/16.4 times = 22 days i. Inventory turnover ratio = Cost of goods sold/Average inventory = $405,000/[($35,000 + $42,000)/2] = $405,000/$38,500 = 10.52 times j. Number of days sales in inventory = Number of days in period/Inventory turnover = 360 days/10.52 times = 34 days k. Number of days in cash operating cycle = Days sales in inventory + Days sales in receivables = 34 days + 22 days = 56 days 2. Comments on the overall financial health of SST Enterprises: The current ratio is slightly less than 1 to 1, and the significantly smaller quick ratio may signal a problem with excess inventory. Whether or not the quick ratio is indicative of a liquidity problem could be determined more accurately by comparing this ratio with those of prior years, as well as with an industry average. Inventory turnover of 10.52 times may not be a problem area (see discussion of quick ratio above), but it should be compared with those of prior years and with an industry averageturning over inventory every 34 days may be normal for the industry. The length of time that receivables are outstanding, 22 days, appears to be relatively short. It may be an indication that the credit department is doing a good job in screening customers for credit. On the other hand, if the credit terms are too stringent, the company may be losing good customers. Comparison of this statistic with other companies in the same line of business would help to determine whether there is a problem in the credit department.
13-35
The company appears to be successfully using outside capital, as is evidenced by a return on assets of 23.65% but a much higher return on stockholders equity of 34.78%. Further evidence of the companys use of leverage could be found by examining the exact cost of each individual source of capital. For example, what are the terms of the instruments that make up long-term debt and what is the effective interest cost of each? The times interest earned ratio indicates that earnings are nearly seven times the amount of interest expensethat would appear to be excellent coverage. However, how much cash is generated from operations? Is this cash sufficient to cover not only interest payments but also maturing principal amounts? Calculation of the debt service coverage ratio, with information found on a cash flows statement, would provide further evidence of the companys solvency. Finally, to fully evaluate the companys financial health, it would be necessary to know more about its plans for the long run. Does it plan to expand plant and equipment? Are there any plans to take on additional products or acquire another company? Are any additional debt issues being contemplated?
LO 5,6
PROBLEM 13-6A PROJECTED RESULTS TO MEET CORPORATE OBJECTIVES
1. Projected results for the four objectives for Grout Inc. (in thousands of dollars):
Sales growth of 10% will be exceeded:

$12,000 $10,000 Sales increase for the year = = 20% $10,000 Sales for 2007
Return on stockholders equity of 20% will not be met:

Net income preferred dividends $400 $0 * = Average stockholde rs' equity ($5,000 + $5,000)/2 = $400/$5,000 = 8%
*No preferred stock.
Long-term debt-to-equity ratio of not more than 1 will not be achieved:

Long term debt at 9/30/08 $5,500 = Stockholde rs' equity at 9/30/08 ($4,000 + $1,000) = $5,500/$5,000 = 1.1 to 1
A cash dividend of 50% of net income will be met (dividends of 100% of net income are projected), but a minimum dividend payment of $500,000 will not be met (the projected dividends are only $400,000).
13-36
2. Contributing factors to Grouts failure to meet all its objectives include the following:
Cost of goods sold, as a percentage of sales, is expected to increase in 2008 from 2007, and the other two operating expenses are expected to remain the same: Cost of goods sold Selling expenses Administrative expenses and interest 2007 60% 15% 10% 2008 66.67% 15.00% 10.00%
Accounts receivable will increase by $500,000 during the yeara 24% increase compared with an increase in sales of 20%. The potential for an increase in bad debts will need to be monitored. Production will exceed sales needs, as is evidenced by the 20% expected increase in the amount of inventory. This will result in additional carrying costs for the year. Long-term borrowing increased by 37.5% in the first six months of 2008, and it is expected to stay at this level at the end of the year.
3. Possible actions that the controller could recommend to the president in response to the problems cited above include the following:
Review the accounts receivable collection process to determine ways to speed up collection and to determine whether or not credit is being extended to highrisk customers. Slow down the production during the remainder of the year. Examine the reasons for an increase in the ratio of cost of goods sold to sales. Review the continuing increases in long-term debt and decide whether or not they are necessary. Consider the issuance of preferred stock as an alternative form of financing.
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LO 4,5,6 1.
PROBLEM 13-7A A COMPARISON WITH INDUSTRY AVERAGES
Ratio Current ratio Acid-test (quick) ratio Inventory turnover Debt-to-equity ratio Times interest earned Return on sales Asset turnover Return on common stockholders equity
Industry Average 1.20 0.50 35 times 0.50 25 times 3% 3.5 times 20%
Midwest, Inc. 1.26 0.34 37.27 times 0.69 4.13 times 4.68% 3.82 times 23.19%
Calculations for Midwests ratios (thousands omitted): Current ratio = Current assets/Current liabilities $12,440/$9,900 = 1.26 to 1 Acid-test ratio = (Cash + Marketable securities + Accounts receivable)/Current liabilities ($1,790 + $1,200 + $400)/$9,900 = $3,390/$9,900 = 0.34 to 1 Inventory turnover ratio = Cost of goods sold/Average inventory $300,000/[($7,400 + $8,700)/2] = $300,000/$8,050 = 37.27 times Debt-to-equity ratio = Total liabilities/Total stockholders equity ($9,900 + $36,000)/$66,100 = $45,900/$66,100 = 0.69 to 1 Times interest earned = (Net income + Interest expense + Income tax expense)/Interest expense ($14,900 + $8,600 + $12,000)/$8,600 = $35,500/$8,600 = 4.13 times Return on sales = (Net income + Interest expense, net of tax)/Net sales [$14,900 + $8,600(1 0.446*)]/$420,500 = ($14,900 + $4,764)/$420,000 = $19,664/$420,500 = 4.68% *Tax rate is $12,000/$26,900 = 44.6%. Asset turnover = Net sales/Average total assets $420,500/[($108,000 + $112,000)/2] = $420,500/$110,000 = 3.82 times Return on common stockholders equity = (Net income Preferred dividends)/ Average common stockholders equity $14,900/[($62,400 + $66,100)/2] = $14,900/$64,250 = 23.19%
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2. Midwest is not quite as liquid as the average company in the industry, as is evidenced by its lower quick ratio. The inventory turnover ratio is very similar to the industry average. Midwests accounts payable has decreased during the year, although this is offset by increases in each of the other three current liabilities. The company is not as solvent as the rest of the industry either, as is indicated by its higher debt-to-equity ratio and lower times interest earned ratio. The heavy reliance on outside funds, however, has not been a detriment to the companys profitability. Midwests return on equity is higher than the industry average. 3. Midwest is already more highly leveraged than the average company in the industry, but as was indicated earlier, has used borrowed money effectively. However, the loan decision will depend on other factors in addition to the companys relative standing in its industry. For example, the bank will look at how Midwests ratios this year compare with those of prior years. Maybe the company is smaller than others in the industry and has always performed at its current level. If the bank approves the loan, it will probably require a higher interest rate to compensate for any perceived additional risk.
13-39
DECISION CASES READING AND INTERPRETING FINANCIAL STATEMENTS LO 2 1. and 2.

DECISION CASE 13-1 HORIZONTAL ANALYSIS FOR LIFE TIME FITNESS
Income Statement Accounts Revenue: Membership dues Enrollment fees In-center revenue Total center revenue Other revenue Total revenue Operating expenses: Sports, fitness and family recreation center operations Advertising and marketing General and administrative Other operating Depreciation and amortization Impairment charge Total operating expenses Income from operations Other income (expense): Interest expense, net Equity in earnings of affiliate Total other income (expense) Income before income taxes Provision for income taxes Net income
(In millions of dollars) Increase (Decrease) from: 2003 to 2004 2002 to 2003 Dollars Percent Dollars Percent $37.3 0.4 16.0 53.7 1.4 55.1 21.7% 2.1 28.7 21.8 13.6 21.4 $39.5 2.0 16.0 57.5 4.3 61.8 29.9% 11.6 40.4 30.4 69.4 31.7
32.9 1.2 3.0 2.0 4.4 0 43.5 11.6 (1.6) 0.3 (1.8)* 13.4 5.1 8.3
25.0 10.4 16.4 12.2 17.4 0 21.4 21.5 (8.1) 35.7 (10.0) 37.7 34.1 40.3
29.5 (0.7) 3.6 5.9 4.5 (7.0) 35.8 26.0 4.2 0.4 3.8** 22.2 9.0 13.2
28.8 (5.8) 23.9 57.1 21.5 (100.0) 21.4 92.7 28.0 128.8 25.7 165.9 151.3 177.7
*Decrease in Total other expense in 2004 **Increase in Total other expense in 2003 Note: Answers may differ slightly due to rounding. 3. Total revenues have increased significantly in each of the last two years. The company was able to control its expenses and thus income from operations and net income also increased each year.
13-40
LO 3
DECISION CASE 13-2 VERTICAL ANALYSIS FOR LIFE TIME FITNESS
1. Common-size comparative income statements: LIFE TIME FITNESS COMMON-SIZE CONSOLIDATED STATEMENTS OF INCOME FOR THE YEARS ENDED DECEMBER 31, 2004 AND 2003 (IN MILLIONS OF DOLLARS) Dollars Revenue: Membership dues Enrollment fees In-center revenue Total center revenue Other revenue Total revenue Operating expenses: Sports, fitness and family recreation center operations Advertising and marketing General and administrative Other operating Depreciation and amortization Total operating expenses Income from operations Other income (expense): Interest expense, net Equity in earnings of affiliate Total other income (expense) Income before income taxes Provision for income taxes Net income $208.9 19.6 71.6 300.1 11.9 312.0 2004 Percent 66.9% 6.4 22.9 96.2 3.8 100.0 2003 Dollars Percent $171.6 19.2 55.6 246.4 10.5 256.9 66.8% 7.4 21.7 95.9 4.1 100.0
164.8 12.2 21.6 18.2 29.7 246.5 65.5 (17.5) 1.0 (16.5) 49.0 20.0 29.0
52.8 3.9 6.9 5.9 9.5 79.0 21.0 (5.6) 0.3 (5.3) 15.7 6.4 9.3
131.8 11.0 18.5 16.3 25.3 202.9 54.0 (19.2) 0.8 (18.4) 35.6 15.0 20.6
51.3 4.3 7.2 6.4 9.8 79.0 21.0 (7.4) 0.3 7.1 13.9 5.9 8.0
Note: Answers may differ slightly due to rounding. 2. The various forms of revenue, as a percentage of total revenue, changed only slightly in 2004 from 2003. Also, operating expenses were 79% of total revenue in each of the two years, resulting in the same ratio of income from operations to total revenue each year, 21%. A reduction in interest expense in 2004 resulted in an improvement in the profit margin (net income divided by total revenue) from 8.0% to 9.3%.
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3. Common-size comparative balance sheets: LIFE TIME FITNESS COMMON-SIZE CONSOLIDATED BALANCE SHEETS AT DECEMBER 31, 2004 AND 2003 (IN MILLIONS OF DOLLARS) 2004 Dollars Percent $ 10.2 1.8 1.2 0.2 4.9 0.9 7.3 8.3 1.6 4.6 38.1 503.7 12.1 7.1 11.1 572.1 47.5 5.8 17.6 19.1 20.0 110.0 161.8 3.7 33.7 12.3 321.5 0.0 0.0 0.0 0.0 0.7 209.9 (0.1) 40.1 250.6 572.1 1.3 1.4 0.3 0.8 6.7 88.1 2.1 1.2 1.9 100.0 8.3 1.0 3.1 3.3 3.5 19.2 28.3 0.7 5.9 2.1 56.2 0.0 0.0 0.0 0.0 0.1 36.7 0.0 7.0 43.8 100.0 2003 Dollars Percent $ 18.4 4.1 1.2 0.3 4.7 1.0 7.0 7.4 5.4 2.5 46.6 379.2 11.0 5.9 10.6 453.3 18.3 6.2 6.5 13.1 17.8 61.9 215.0 2.7 23.2 11.6 314.4 27.0 56.0 23.1 106.1 0.3 17.7 0.0 14.8 32.8 453.3 1.5 1.6 1.2 0.6 10.3 83.6 2.4 1.3 2.4 100.0 4.0 1.4 1.4 2.9 3.9 13.6 47.4 0.6 5.1 2.6 69.3 5.9 12.4 5.1 23.4 0.1 3.9 0.0 3.3 7.3 100.0
Cash and cash equivalents Accounts receivable, net Inventories Prepaid expenses and other current assets Deferred membership origination costs Deferred tax asset Income tax receivable Total current assets Property and equipment, net Restricted cash Deferred membership origination costs Other assets Total assets Current maturities of long-term debt Accounts payable Construction accounts payable Accrued expenses Deferred revenue Total current liabilities Long-term debt, net of current portion Deferred rent liability Deferred income taxes Deferred revenue Total liabilities Series B redeemable preferred stock Series C redeemable preferred stock Series D redeemable preferred stock Total redeemable preferred stock Common stock, $0.02 par value Additional paid-in capital Deferred compensation Retained earnings Total shareholders equity Total liabilities and shareholders equity
Note: Answers may differ slightly due to rounding.
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4. Within the current asset category, cash decreased in relative importance from the prior year, 4.1% in 2003 versus 1.8% in 2004. Overall, there was a decrease in current assets as a percentage of total assets. Property, plant, and equipment increased , from about 84% of total assets to about 88% of total assets. The company experienced a significant change in its capital structure during 2004. First, the redeemable preferred stock was converted to common stock. At the end of 2003 the redeemable preferred stock accounted for about 23% of the total amount of liabilities and stockholders equity. Second, the companys initial public offering of its common stock in 2004 was reflected in a large increase in additional paid-in capital (it accounted for nearly 37% of the total amount of liabilities and stockholders equity at the end of 2004).
LO 4,5,6
DECISION CASE 13-3 RATIO ANALYSIS FOR LIFE TIME FITNESS
1. Ratios and other amounts for Life Time Fitness (all dollar amounts in thousands): a. Working capital = Current assets Current liabilities 2004: $38,091 $110,043 = $(71,952) 2003: $46,572 $61,912 = $(15,340) b. Current ratio = Current assets/Current liabilities 2004: $38,091/$110,043 = 0.346 to 1 2003: $46,572/$61,912 = 0.752 to 1 c. Acid-test ratio = (Cash + Accounts receivable, net + Income tax receivable)/ Current liabilities 2004: ($10,211 + $1,187 + $4,579)/$110,043 = $15,977/$110,043 = 0.145 to 1 2003: ($18,446 + $1,217 + $2,547)/$61,912 = $22,210/$61,912 = 0.359 to 1 d. Cash flow from operations to current liabilities = Net cash provided by operating activities/Current liabilities 2004: $80,431/$110,043 = 0.731 to 1 2003: $52,576/$61,912 = 0.849 to 1 e. Debt-to-equity ratio = Total liabilities/Total stockholders equity 2004: $321,453/$250,634 = 1.283 to 1 2003: $314,389/($106,165* + $32,792) = $314,389/$138,957 = 2.262 to 1 *Redeemable preferred stock was outstanding at the end of 2003. For purposes of this ratio, included in total shareholders equity. f. Cash flow from operations to capital expenditures = (Net cash provided by operating activities Total dividends paid)/Cash paid for acquisitions 2004: $80,431/$156,674 = 0.513 to 1 2003: $ 52,576/$41,315 = 1.273 to 1
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g. Asset turnover = Net sales*/Total assets 2004: $312,033/$572,087 = 0.545 times 2003: $256,942/$453,346 = 0.567 times *Used total revenue h. Return on sales = (Net income + Interest expense* net of tax**)/Net sales*** 2004: [$28,908 + ($17,573 + $312)(1 0.41)]/$312,033 = $39,460.2/$312,033 = 12.6% 2003: [($20,605 + ($19,132 + $337)(1 0.42)]/$256,942 = $31,897.0/$256,942 = 12.4% *Interest expense, net included interest income of $312 in 2004 and $337 in 2003 (see part of Note 2 on page 42 of the 2004 annual report). **Tax rates: 2004: $20,119/$49,027 = 0.41 2003: $15,006/$35,611 = 0.42 ***Used total revenue i. Return on assets = (Net income + Interest expense, net of tax)/Total assets 2004: $39,460.2 (from h.)/$572,087 = 6.9% 2003: $31,897.0 (from h.)/$453,346 = 7.0% j. Return on common stockholders equity = (Net income preferred dividends)/ Common stockholders equity 2004: $28,908/$250,634 = $11.5% 2003: $20,605/$32,792 = 62.8% 2. As explained on page 24 of its 2004 annual report, Life Time Fitness operates with negative working capital because it carries minimal accounts receivable. This is due to its ability to have members monthly dues paid by electronic draft. The debt/equity ratio decreased significantly during 2004 because the company had its initial public offering of its common stock during that year. Life Time Fitnesss return on sales remained about the same during the two years (averaging 12.5%) as did return on assets (averaging 6.95%). The return on common stockholders was much higher in 2003 before the company had its initial public offering. Prior to this issuance, the company had a minimal amount of common stockholders equity outstanding.
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MAKING FINANCIAL DECISIONS LO 4,5,6

DECISION CASE 13-4 ACQUISITION DECISION
1. Several measures give an indication as to the companys liquidity:
Working capital has nearly doubled over the two-year period, from $88,930,000 in 2006 to $161,820,000 in 2007. Both the current ratio and the quick ratio have also increased: Current ratio = Current assets/Current liabilities 2007: $324,120/$162,300 = 2.00 to 1 2006: $215,180/$126,250 = 1.70 to 1 Quick ratio = (Cash + Marketable securities + Short-term receivables)/ Current liabilities 2007: ($48,500 + $3,750 + $128,420)/$162,300 = 1.11 to 1 2006: ($24,980 +0 + $84,120)/$126,250 = 0.86 to 1
The accounts receivable turnover for 2007 = Net credit sales/Average accounts receivable: $875,250/[($128,420 + $84,120)/2] = 8.24 times, or an average collection period of 360/8.24 = 44 days Whether this is a reasonable number of days outstanding could be partially determined by an examination of the companys credit terms.
The inventory turnover for 2007 = Cost of goods sold/Average inventory: $542,750/[($135,850 + $96,780)/2] = 4.67 times, or an average number of days sales in inventory of 360/4.67 = 77 days The cash operating cycle for 2007 is 44 + 77 = 121 days
Conclusion: The company appears on the surface to be fairly liquid, but each of the above measures of liquidity should be compared with industry averages. One area of concern is the large increase in both receivables and inventories from the prior year. The company could be experiencing collection problems. The inventory should be examined more closely for possible obsolescence and slow-moving items.
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2. The companys solvency can be examined by looking at the following factors:
The debt-to-equity ratio has increased slightly from the prior year: Total liabilities/Total stockholders equity 2007: ($162,300 + $275,000)/$532,710 = 0.82 to 1 2006: ($126,250 + $275,000)/$519,820 = 0.77 to 1 The times interest earned ratio = Operating income*/Interest expense: $68,140/$45,000, or 1.51 times
*The ratio is normally calculated as net income + income tax expense + interest expense, divided by interest expense. Because the company has an extraordinary gain to take into account, the easiest approach is to use the income number before taking all of these items into account, i.e., operating income. Conclusion: The company is carrying a heavy debt burden even though the bonds are not due until 2014. It will continue to have large interest payments for the next seven years. Further information on the operating cash flows is necessary to see whether funds will be available to service the debt currently outstanding. Interest payments not only will be a significant cash drain but also will affect the companys profitability. 3. Profitability can be assessed by looking at a number of ratios for 2007. The extraordinary gain should be ignored in assessing profitability for our purposes, because we are interested in the future performance of the company and this gain is not expected to recur in the future.
Return on assets = (Net income + Interest expense, net of tax)/Average total assets: [$13,890 + ($45,000)(1 0.40*)] divided by ($970,010 + $921,070)/2 = $40,890/$945,540 = 4.3%
*The tax rate can be approximated by dividing income tax expense of $9,250 by net income before taxes and extraordinary items of $23,140.
Return on sales = (Net income + Interest expense, net of tax)/Net sales: $40,890/$875,250 = 4.7% Asset turnover = Net sales/Average total assets: $875,250/$945,540 = 0.93 times Return on common stockholders equity = (Net income Preferred dividends)/Average common stockholders equity: $13,890/[($532,710 + $519,820)/2] = $13,890/$526,265 = 2.6% The average cost of borrowed funds can be approximated: $45,000 in interest expense divided by an average of short-term notes and bonds combined of [($80,000 + $275,000) + ($60,000 + $275,000)]/2 = $45,000/$345,000 = 13%. The after-tax cost of these borrowed funds is 13% (1 0.40) = 7.8%.
13-46
4. It would be difficult to recommend to the vice-president of acquisitions that Heavy Duty be acquired. It has not demonstrated the ability to be a profitable member of the Diversified family over the long run. Disregarding the extraordinary gain, the profit margin before interest and taxes was only 7.8%. Heavy Duty relies on a considerable amount of outside debt for funding, but it is proving to be too costly at an aftertax cost of 7.8%. This is further evidenced by an overall return on assets, 4.3%, which is higher than the return to the stockholder of only 2.6%. While Heavy Duty is at least profitable, it is unlikely that the president and board of directors of Diversified will be satisfied with a company that yields such a low return. In addition, it may prove very difficult for Heavy Duty to generate the necessary funds to repay the bonds in 2014.
LO 3 1.
DECISION CASE 13-5 PRICING DECISION
BPO COMMON-SIZE COMPARATIVE INCOME STATEMENTS FOR YEARS 13 (IN THOUSANDS OF DOLLARS) Year 3 $ % $125 100.0% 62 49.6 $ 63 50.4% 53 42.4 $ 10 8.0% Year 2 $ % $110 100.0% 49 44.5 $ 61 55.5% 49 44.5 $ 12 11.0% Year 1 $ % $100 100.0% 40 40.0 $ 60 60.0% 45 45.0 $ 15 15.0%
Sales Cost of goods sold Gross profit Operating expenses Net income
2. Net income has decreased while sales have increased because BPO has not held the line on its product costs. The gross profit ratio has declined significantly, because of the increase in cost of goods sold relative to sales, from 40% to nearly 50%. 3. BPO INCOME STATEMENT YEAR 4 Sales: $125,000 1.10 Cost of goods sold: $62,000 1.08 Gross profit Operating expenses $53,000 1.08 Net income $137,500 66,960 $ 70,540 57,240 $ 13,300
4. With a 10% increase in volume, BPO will not need to increase its prices. On the basis of the projections, it will report an increase in net income of 33%.
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ETHICAL DECISION MAKING LO 4,5

DECISION CASE 13-6 PROVISIONS IN A LOAN AGREEMENT
1. No, Midwest is not in violation of its existing loan agreement. The current ratio is $16/$10, or 1.6 to 1, which is above the minimum requirement of 1.5. The debt-toequity ratio is $25/$55, or 0.45 to 1, which is below the maximum of 0.5. 2. Jackson has handled each of the two items incorrectly, and the controller has the responsibility to make corrections before the statements are released. The treatment of both items is in violation of accounting standards. First, the $5 million note should be included in current liabilities, since it is due in six months. The mere intent of the company to roll over or refinance the note does not by itself justify the exclusion of it from current liabilities. [Note: The instructor may want to use this opportunity to point out that an accounting standard (SFAS No. 6) requires a company to demonstrate the ability to refinance an obligation before classifying it as long-term.] Second, the controller should not have recorded the deposit from the state as revenue. Instead, it is a liability until the work is completed. 3. Revised balance sheet: Current assets Long-term assets Total $16 64 $80 Current liabilities Long-term debt Stockholders equity Total $17 10 53 $80
Current liabilities should be $10, as reported, plus $5 for the note due in six months and $2 for the deposit from the state. Long-term debt is reduced by $5 for the note that is reclassified as short-term. Stockholders equity is reduced by $2 because the deposit should be included in current liabilities rather than revenue as recorded by Jackson. Revised ratios: Current ratio: $16/$17 = 0.94 to 1 Debt-to-equity ratio: $27/$53 = 0.51 to 1 These revisions will put Midwest in violation of its loan agreement with Southern National Bank. The current ratio is significantly below the minimum level of 1.5, while the debt-to-equity ratio is slightly above the maximum of 0.5.
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LO 4
CASE 13-7 INVENTORY TURNOVER
1. The president calculated the inventory turnover ratio of 90 times by dividing sales revenue of $3,690,000 by the average inventory balance of $41,000 (the average of $40,000 at the end of 2007 and $42,000 at the end of 2006). 2. The president has erroneously used sales rather than cost of goods sold to calculate inventory turnover. Because inventory is stated at cost, cost of goods sold must be used in the numerator, not sales. The correct calculation is ($3,690,000 1 0.40*)/$41,000 = $2,214,000/$41,000 = 54 times *The gross profit ratio is 40%. Therefore, cost of goods sold is 1 40%, or 60% of sales. 3. It is understandable why the president would prefer to report an inventory turnover of 90 times, rather than 54 times. In the fruits and vegetables business, the company needs to be able to show that it turns the inventory frequently to maintain freshness. As controller, you have a responsibility to the public not to intentionally misrepresent the company. You must tell the president that his calculations are incorrect and explain to him how the ratio should be computed.
REAL WORLD PRACTICE 13.1 Life Time Fitnesss summary of selected financial data on page 15 of its 2004 annual report shows data for a five-year period. One of the most significant trends is the steady increase in both total revenues and net income during this five year period. Additionally, total assets have risen steadily over the five-year period. Some of the data at the bottom of the summary are by their nature not stated in dollars. For example, included are the number of centers open and the number of memberships at the end of each of the years.
REAL WORLD PRACTICE 13.2 Wrigleys gross profit ratio for each year is as follows: 2004: 55.9% 2003: 57.1% 2002: 56.8% 2001: 57.1% 2000: 56.1% 1999: 54.8% 1998: 55.0% 1997: 53.6% 1996: 53.2% 1995: 53.2% 1994: 53.8%
Over this time period, the ratio has seen only mild variation, from a low of 53.2% in both 1995 and 1996 to a high of 57.1% in both 2001 and 2003.
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THIS PAGE IS INTENTIONALLY LEFT BLANK
13-50
SOLUTIONS TO INTEGRATIVE PROBLEMS 1. GALLAGHER, INC. STATEMENT OF CASH FLOWS FOR THE YEAR ENDED DECEMBER 31, 2007 Cash Flows from Operating Activities Net income Adjustments to reconcile net income to net cash provided by operating activities: Depreciation expense Increase in accounts receivable Increase in inventories Decrease in prepaid insurance Increase in accounts payable Increase in taxes payable Net cash provided by operating activities Cash Flows from Investing Activities Acquisition of buildings and equipment Net cash used by investing activities Cash Flows from Financing Activities Issuance of additional notes payable Payment of cash dividends Payment of bonds Net cash provided by financing activities Net decrease in cash Cash balance, December 31, 2006 Cash balance, December 31, 2007 2. a. Current ratio = Current assets/Current liabilities = $21,440/$14,500 = 1.48 to 1 b. Acid-test ratio = (Cash + Accounts Receivable)/Current liabilities = ($840 + $12,500)/$14,500 = $13,340/$14,500 = 0.92 to 1 c. Cash flow from operations to current liabilities ratio = Net cash provided by operating activities/Average current liabilities = $1,140/[($14,500 + $11,000)/2] = $1,140/$12,750 = 9% d. Accounts receivable turnover ratio = Net credit sales/Average accounts receivable = $48,000/[($12,500 + $9,000)/2] = $48,000/$10,750 = 4.47 e. Number of days sales in receivables = Number of days in the period/Accounts receivable turnover ratio = 360/4.47 = 80.54 $ 3,440
700 (3,500) (2,500) 300 2,300 400 $ 1,140 $ (3,000) $ (3,000) $ 800 (600) (200) $ 0 $ (1,860) 2,700 $ 840
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f. Inventory turnover ratio = Cost of goods sold/Average inventory = $36,000/[($8,000 + $5,500)/2] = $36,000/$6,750 = 5.33 g. Number of days sales in inventory = Number of days in period/Inventory turnover ratio = 360/5.33 = 67.54 h. Debt-to-equity ratio = Total liabilities/Total stockholders equity = $15,900/$17,840 = 0.9 to 1 i. Debt service coverage ratio = Cash flow from operations, before interest and tax payments/Interest and principal payments = ($1,140 + $280 + $2,280 $400*)/($280 + $200) = $3,300/$480 = 6.88 to 1 *Increase in taxes payable account. j. Cash flow from operations to capital expenditures ratio = (Cash flow from operations Total dividends paid)/Cash paid from acquisitions = ($1,140 $600)/$3,000 = $540/$3,000 = 18% 3. Gallaghers current ratio decreased from 1.6 in 2006 to 1.48 in 2007 and its acid-test ratio also decreased from 1.06 in 2006 to 0.92 in 2007. For many companies, an acid-test ratio below 1 is not desirable because it may signal the need to liquidate marketable securities to pay bills, regardless of the current trading price of the securities. Gallagher currently doesnt own marketable securities and therefore it may have difficulty in paying its bills. Its cash flow from operations to current liabilities ratio is low also. The number of days sales in receivable indicates it should increase collection efforts while the number of days sales in inventory may indicate a large amount of obsolete inventory or problems in the sales department. Gallaghers debt-to-equity ratio indicates that for every $1 of capital that stockholders provided, creditors provided $0.90. Gallagher generated almost $7 of cash from operations during 2007 to cover every $1 of required interest and principal payments. The cash flow from operations to capital expenditures ratio (18%) of less than 100% indicates that it is not able to finance all of its capital expenditures from operations and cover its dividend payments. Overall, Gallagher appears to have low liquidity and solvency ratios. However, these ratios should be compared to ratios in its industry as well as to ratios from prior years to get a better idea of how it is doing. Its credit policies should also be examined to determine its policy on collections. It should consider putting off future dividend payments until it gets its liquidity problems under control.

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CHAPTER 13 Financial Statement Analysis

OVERVIEW OF EXERCISES, PROBLEMS, AND CASES

5. Compute and use various ratios to assess solvency.

6. Compute and use various ratios to assess profitability.

FINANCIAL ACCOUNTING SOLUTIONS MANUAL

Problems and Alternates

Estimated Time in Minutes

5. Compute and use various ratios to assess solvency.

6. Compute and use various ratios to assess profitability.

CHAPTER 13 FINANCIAL STATEMENT ANALYSIS

Estimated Time in Minutes

5. Compute and use various ratios to assess solvency.

6. Compute and use various ratios to assess profitability.

FINANCIAL ACCOUNTING SOLUTIONS MANUAL

CHAPTER 13 FINANCIAL STATEMENT ANALYSIS

FINANCIAL ACCOUNTING SOLUTIONS MANUAL

CHAPTER 13 FINANCIAL STATEMENT ANALYSIS

FINANCIAL ACCOUNTING SOLUTIONS MANUAL

EXERCISE 13-2 INVENTORY ANALYSIS

CHAPTER 13 FINANCIAL STATEMENT ANALYSIS

FINANCIAL ACCOUNTING SOLUTIONS MANUAL

CHAPTER 13 FINANCIAL STATEMENT ANALYSIS

EXERCISE 13-6 SOLVENCY ANALYSES FOR IBM

2004 a. Debt-to-equity ratio $79,436/$29,747 = 2.67 to 1

($14,569 $1,085)/$4,393 = $13,484/$4,393 = 306.9%

FINANCIAL ACCOUNTING SOLUTIONS MANUAL

EXERCISE 13-7 SOLVENCY ANALYSIS

CHAPTER 13 FINANCIAL STATEMENT ANALYSIS

EXERCISE 13-8 RETURN RATIOS AND LEVERAGE

FINANCIAL ACCOUNTING SOLUTIONS MANUAL

EXERCISE 13-10 EPS, P/E RATIO, AND DIVIDEND RATIOS

CHAPTER 13 FINANCIAL STATEMENT ANALYSIS

FINANCIAL ACCOUNTING SOLUTIONS MANUAL

MULTI-CONCEPT EXERCISES LO 2,3 1.

CHAPTER 13 FINANCIAL STATEMENT ANALYSIS

FINANCIAL ACCOUNTING SOLUTIONS MANUAL

Largest changes a. Accumulated depreciation

b. Prepaid rent c. Inventory d. Income tax payable e. Short-term notes payable

EXERCISE 13-13 COMMON-SIZE INCOME STATEMENTS AND HORIZONTAL ANALYSIS

CHAPTER 13 FINANCIAL STATEMENT ANALYSIS

FINANCIAL ACCOUNTING SOLUTIONS MANUAL

2. Effect of transactions on working capital, current ratio, and quick ratio:

$120 $120 $120 $120 $120 $180

none none none none none increase

1.545 1.600 1.706 1.600 1.600 1.900

decrease none increase none none increase

0.955 0.975 1.059 1.050 0.950 1.350

decrease decrease increase none decrease increase

none decrease decrease

1.600 1.450 1.488

none decrease decrease

1.050 0.900 0.977

none decrease decrease

CHAPTER 13 FINANCIAL STATEMENT ANALYSIS

2. Effect of transactions on working capital, current ratio, and quick ratio:

$(30) $(30) $(30) $(30) $(30) $30

none none none none none increase

0.919 0.914 0.906 0.914 0.914 1.086

increase none decrease none none increase

0.568 0.557 0.563 0.600 0.543 0.771

decrease decrease decrease none decrease increase

$(30) $(60) $(45)