Kel 10 AF-Tugas Kelompok1
Kel 10 AF-Tugas Kelompok1
Kel 10 AF-Tugas Kelompok1
b. Construct a DuPont equation and compare the company’s ratios to the industry average ratios.
ROE= ROA x Equity Multiplier
= Profit margin x Total assets turnover x Equity multiplier
= Net Income x Sales x Total assets
Sales Total Assets Total Common Equity
= $27 x $795 x $450
$795 $450 $315
= 3,40% x 1,77 times x 1,43 times
ROE 8,61%
c. Do the balance sheet account or the income statement figures seem to be primarily responsible
for the low profits? Ans: Based on Financial Statement, Balance sheet primarily responsible for
the low profit, because as following:
- DIO (Days Inventory Outstanding) = Inventory
COGS/365
= $159
$660/365
= 87.93 days (4.15 x in a year)
Which means the days inventory outstanding turn over its so long (88 per days or 4.15 times in
annual), that will be impact to revenue, because inventory cannot be sold and generates
revenue
- DPO (Days Payable Outstanding) = Account Payable
COGS/365
= $45
$660/365
= 24.89 days (or 14.6 x in a year)
In this case, it means that payments to suppliers tend to be faster, namely 14.6x for one year or
every 24.89 days, while the turnover inventory is only 4.15x for one year or every 87.93 days.
This will have an impact to company cash flow to finance operational activities to be generate
revenue and profit also decreasing turn over assets
d. Which specific accounts seem to be most out of line relative to other firms in the industry?
Ans: Specific accounts most out of line relative to other firm industry is:
- Inventory Turnover (4.15x) vs most other firm in the industry (10x)
- AP turn over (14.6x) vs most other firm in the industry (6.6x)
- Total assets turnover (1.77x) vs most other firm in the industry (3x)
e. If the firm had a pronounced seasonal sales pattern or if it grew rapidly during the year, how
might that affect the validity of your ratio analysis? How might you correct for such potential
problems?
Ans: If the firm grew rapidly, 5 Ratio analysis will be very useful to find out potential future
profits or mitigate risks to potential future losses.
To correct potential problems, it is necessary to made Key risk indicator (KRI). KRIs measure how
risky certain activities are in relation to business objectives. They provide early warning signals
when risks (both strategic and operational) move in a direction that may prevent the
achievement of KPIs. Most often executive management and the board.
The measure of risk management in the company can be done through scoring (based on
comparisons with the same industry) and stress tests.