- 1 Financial Analysis of Competition Bikes
- 1.1 Introduction
- 1.2 Competition Bikes Horizontal Analysis
- 1.3 Competition Bikes Inc Vertical Analysis
- 1.4 Competition Bikes Trend Analysis
- 1.5 Competition Bikes Ratio Analysis
- 1.6 Competition Bikes Working Capital
- 1.7 Internal Control Strengths and Weaknesses
- 1.8 Risks
- 1.9 Compliance
- 1.10 Recommendation
- 1.11 References
Financial Analysis of Competition Bikes
In financial analysis a complete assessment of a business organization covering competitiveness, profitability, liquidity and stability concerns. Financial analysis of a business is undertaken by reviewing the business’ financial statements. Summarized financial statement reports are frequently presented to executives and top managers for setting up business goals as well as making decisions. Analysis of the financial statements of Competition Bikes demands evaluation of the internal operation focusing on vertical, horizontal, ratio and trend analyses and the working capital. These evaluations communicate profit margins enabling projection of budgets and restraining sales and costs potential. Annual comparison of production performance subject to profit versus overhead helps in the forecasting of budgets for product ingredients on a monthly basis (Shim, J. and Siegel, J. 2009).
Competition Bikes Horizontal Analysis
Tpayable differential in years 6 and 7 as well as year 7 and year 8. The company’s net sales soared up by 33.3% between years 6 and 7 at $1,495,000. However, net sales differential between years 7 and 8 was negative implying that sales decreased by 15% at $897,000. Therefore, it is essential that Competition Bikes increase annual sales to reap higher profits. The value of gross profit registered was a negative figure of $266,600 equivalent to a 16.3% decrease. Interestingly, the company registered a 37.5% gross profits increase between years 6 and 7 at $447,000.
The time period between the purchasing of raw materials, manufacturing, and distribution of goods is referred to as the operating cycle. The net period in the collection of receipts from payments and sales is the cash conversion cycle for the different ingredients consumed and produced by Competition Bikes. The company witnessed a decrease in the operating cycle between years 6 and 7 from 50.52 to 48.00 days. This is explained by the increased growth of sales relative to the inventory’s growth rate. The cash conversion period between years 6 and 8 was relatively negative. This is because Competition Bikes Inc has high liquidity owing to the short receivables period supplemented by a lengthy payable deferral period. It is indicative of the efficient management of the company’s resources.
The aggregate of administrative and general expenses between years 6 and 7 increased at $156,440 equivalent to a 20.4% increase. However, the increase between year 7 and 8 was significantly lower at $11,004 equivalent to 1.2% increase. Still, Competition Bikes Inc operating income between years 6 and 7 increased at $191,820 equivalent to a 154.6% increase. However, this parameter decreased at $318,392 equivalent to a 61.9% decrease. Higher profits were registered between years 6 and 7 relatives to years 7 and 8 which registered a decrease in profits.
In addition, the company’s cash account differential between 6 and 7 was a decrease of $142,451 equivalent to 54.6%. However, this differential increased between years 7 and 8 at $326,475 equivalent to 275.4%. The net liabilities difference between years 6 and 7 was $128,620 equal to 1.2% increase. According to horizontal analysis, the total liabilities differential from year 6 to 8 was a decrease at $35,500 or 1.9% (Brigham, E. and Houston, J. 2007).
Still, Competition Bike’s common equity differential between years 6 and 7 was a 2.9% increase equates to a $119,914 increase. Horizontal analysis of the same parameter indicates a fall between years 7 and 8 equal to $2,400 or 0.1% decrease. Since year 7 and 8 registered a lesser loss comparative to the gain between years 6 and 7, Competition Bikes Inc. broke even in the former years from the aggregate of year 6 and year 7.
Competition Bikes Inc Vertical Analysis
In vertical analysis, an exploration of a company’s statement of financial position is considered to validate each element comparative to the total assets as a percentage. For the income statement, vertical analysis involves the exploration of the various variables subject to total sales. This analysis helps in the evaluation of the financial performance of Competition Bikes Inc with time. The tabulation below indicates the Vertical Analysis of the Competition Bikes Inc’s Balance Sheet
Account elements Year 6
Total assets ($4,199,303) Year 7
Total assets ($4,319,217) Year 8
Total assets ($4,316,817)
Notes and accounts Payable 1.6% 4.5% 6.1%
Accrued Salaries and other expenses 0.4% 0.3% 0.3%
Accrued Expenses 0.5% 0.6% 0.6%
Mortgage 42.9% 39.4% 37.1%
Long term Liabilities 2.1% 2.0% 1.9%
Stockholders Equity 52.5% 53.3% 54.1%
Competition Bikes Inc Vertical Analysis assesses the liabilities, equities, and assets of the company. Overall, the operating expenses fluctuated in little figures indicate a strong internal control policy. Therefore, there was little depreciation on the company subject to the operating sales versus costs. The proportion of liabilities decreased over the three years indicating an improved ability in Competition Bikes Inc to settle debts. The proportion of common equity relative to debts increased over the period signifying growth in the net capital of the company.
Competition Bikes Trend Analysis
This is the evaluation of the financial performance of a business over time. Firstly, Competition Bikes Inc balance sheet figures increased tremendously between years 6 and 8. This signifies growth and expansion trend in Competition Bikes. On average, the company grew at 3.3% which is a sustainable growth rate. Over the three years, the sales dropped significantly and especially between years 7 and 8. Nonetheless, the profit margin was relatively strong due to little fluctuations in overhead costs such as materials, production costs, and carrier fees. Therefore, it is potentially possible that the future sales in years 9, 10 and 11 high provided the company maintains the current growth and expansion rate.
Based on trend analysis, it is anticipated that the company’s sales in the future will remain strong. This inspires the shareholder to invest more in the company over the next three years. Profits are anticipated to increase at 103.2%, 107.6% and 111.8% over the next three years respectively. In addition, further prodding of the company’s financial statements indicates a declining rate in the sales growth rate. For instance, the company sales increase at 8.65% between years 6 and 7 as well as 9.85% between year 7 and year 8. Nonetheless, the significantly small sales growth rate is associative to a higher boost in net income which rose by 12.82% and 14.46% in years 7 and 8 respectively.
Competition Bikes Ratio Analysis
It is the determination of the past year’s financial performance relative to other company’s ratios, trends as well as those of the company/business under review. These ratios include liquidity, profitability and efficiency ratios.
Liquidity ratios extracted from the statement of financial position determine the ability of the business to pay its debts at and when they fall due. The fractions are significantly important in the computation of the business ability to meet its short term and long term financial obligations and goals. The quick ratio is computed by dividing quick assets by current liabilities. The company registered a low quick ratio of 3.11% and 3.21% for years 8 and 7 respectively. This is because as a motorbike retailer, the company must hold high levels of inventory meaning that most of the working capital ends up tied. Considering that the company enjoys a small inventory turnover ratio, this is not a worrying level.
Efficiency ratios include the inventory turnover ratio and the average collection period. The former is obtained by dividing total sales by total inventory. This ratio indicates the efficiency and the rapidity with which the company manages to sell its bikes. In year 7 and 8, the company’s inventory turnover fell from 46.7 to 45.9 indicating decrease strength in paying off debts. The latter ratio is the anticipated period of cashing owed receivables from clients. Competition Bikes Inc current average collection period is 102.6 days. It is not an ideal duration because it implies delayed conversion of receivables into cash for clearing debts and expenses.
Profitability ratios include return on assets and gross profit margin. The former ratio assesses the aptitude of Competition Bikes to raise revenue from its assets. The company’s return on asset parameter in year 7 and 8 was 4.52 and 4.25 respectively. The gross profit margin at the same period was 27.4% and 27% respectively. However, this was a 4.7% drop from the previous 5.3%. The fall in profits translates to poor operations and hence the need to evaluate the company’s strategies.
Competition Bikes Working Capital
This is the difference between the current assets and the current liabilities. It is important to a business because it determines the available resources for increasing production, hiring additional staff, merging and buying out other companies as well as investing in expansion projects. The company had a working capital of $2,123,000 and $1,768,000 in year 7 and 6 respectively. The increased values in working capital indicate an advanced working capital over the three years.
Internal Control Strengths and Weaknesses
These are predominant in the accounts departments. The company has adequate resources to finance its operations now and into the future. This is because all activities are adequately covered financially. Besides, the company boasts a readily available clientele with a potential to attract additional clients. The company maintains a check and balance system to control sales, purchase and cash management translates to a strong internal control system.
Corrective action in weaknesses lists changes to be made to enhance completion of targets and achieving of total significance in a business. The operations and management for implementation are executed by the management to ensure resolution of identified weaknesses. When the firms adopts a tracking system, execution of identified strategies top resolve the deficiencies is easily executed. Corrective actions were installed to improve production and purchasing deficiencies. This is to help in constant inquiry as well as cooperation among various departments in the business.
Businesses face constant risks and threats and therefore, it is important to identify, address and mitigate the risks. Competition Bikes is susceptible to numerous risks such as increased competition resonating to low profit margins. Therefore, the company must strategize on maintaining and attracting additional clients. Still, the internal controls are a threat to the company. Impromptu competition between purchasing unit and the accounting department may result to delay in payment of invoices. Proper communication lines must be set within the company to address broken communication.
Competition Bikes Inc compliance with Sarbanes-Oxley is indicative of the stringent monitoring controls that the company has installed for internal auditing purposes. This assures stakeholders of the efficient management of the company as well as in compliance with different regulatory framework. Compliance entails provision of an admirable working framework such as motivation of employees, retention of skilled labor and recycling of products.
Considering the past performance of the company, it is recommended that the firm must maintain a sound internal control system. This will report deficiencies such as weaknesses in financial reporting. It will help in securing a lock tight financial recording and documentation. Closer monitoring and evaluation of the excess raw materials and manufacturing surpluses will be maintained in reasonable amounts reducing overspending and potential theft.
Bateman, T. S., & Snell, S. (2013). M: Management. New York, NY.: McGraw-Hill Companies.
Internal Control Systems. (2011, July 4). Committee of Sponsoring Organizations of the Tread way Commission (COSO). Retrieved December 12, 2013, from http://www.coso.org/documents/COSO_ERM_ExecutiveSummary.pdf.Kieso, D. E., & Weygandt, J. J. (2012). Intermediate accounting (9th ed.). New York: Wiley.
Shim, J. K., & Siegel, J. G. (2012). Schaum’s outline of financial management (2nd ed.). New York: McGraw-Hill.