Financial Information of Kellogg Co

Financial Information of Kellogg Co

Author

Institution

Introduction

Financial statements have gained considerable significance in the recent times. They are mainly used to present information pertaining to the financial position of a company, which is presented to the shareholders, employees and the general public, as well as government agencies. Needless to say, the compilation and calculation of financial information in financial statements involves some level of expertise, especially considering that an individual would have to consider the existing systems, regulations and standards set by the accounting bodies of the country within which they operate. This gets even more complicated in instances where a company operates in different countries as is the case for Kellogg Company. Kellogg Company refers to a multinational food manufacturing company whose headquarters are situated in Battle Creek, Michigan. It is involved in the production of cereals, as well as convenience foods such as crackers, cookies, cereal bars, toaster pastries, frozen waffles, vegetarian foods and fruit-flavored snacks. The manufacture of its products is carried out in 118 countries while it is marketed in more than 180 countries all over the world. While its financial statement is bound to be undoubtedly complex, the accounting standards and procedures used in compiling it is always bound to be the same as any other company.

Day’s sales in Accounts Receivable

This refers to the average number of days that a company takes in order to collect the payments on the goods that it has sold. It may be used to determine whether there are any collections problems, as well as the pressure that is placed on the cash flows of the company. Numbers that exceed 40 to 50 days come as an indication of collection problems, thereby outlining considerable pressure being placed on cash flows. On the other hand, numbers that are way below the 40 to 50 range would underline overly-strict credit policies than may be preventing higher sales revenue (Wood & Sangster, 2005). These days are also referred to as debtor days or day sales in receivables. These are calculated using the formula: Average Accounts Payable x 365/sales revenue

Yearly accounts payable for Kellogg Company = 1402,000,000

Average accounts payable = 1402, 000,000/365

Day’s sales in accounts receivable = (1,402,000,000/365 x 365)/14,197,000,000= 0.0987 days x 365 = 6 days.

Days Sales in Inventory

Days’ Sales in Inventory (DSI) refers to a technique for measuring the average amount of time that is required in order for a company to convert its inventory to sales. This may also be defined as the financial measure pertaining to the performance of the company that informs or gives the company’s investors an idea as to the length of time that the company would take to turn or convert its inventories or stock into sales. This inventory would not only include the goods themselves but also the work in progress in cases where such is applicable. In general, scholars note that it is better for a company to have a lower or shorter Days’ Sales in Inventory than a long one. This, however, does not negate the fact that there will be variations between the average Days’ Sales in Inventory in one industry and the others thanks to the variations in the operations. For instance, a business enterprise that deals with perishable goods such as raw vegetables and fruits is bound to have an extremely value pertaining to Days’ Sales in Inventory as compared to business enterprises that deal with non-perishable or long-term goods such as machinery and cars, which would have high values of the Days’ Sales in Inventory (DSI). On the same note, companies such as Kellogg Co. is bound to have a higher value of Days’ Sales in Inventory (DSI) than business enterprises that deal with raw fruits, vegetable and other consumer goods especially considering that it manufactures and packages them, thereby increasing the length of time within which they would perish or expire. A significant small number of days’ sales in inventory comes as an indication that the company is extremely efficient in selling off its inventory. A significantly large number of days, on the other hand, shows that the company may have made too much investment on inventory and may be incorporating obsolete inventory in its stores (Wood & Sangster, 2005). This may also be an indication that the management of the company has made a decision to keep high levels of inventory in order to attain high rates of order fulfillment. The figure represented by the days’ sales in inventory is used by external financial analysts to estimate the company’s performance using the ratio analysis. It is rarely used within the company as the employees have access to detailed reports that reveal the inventory items whose sale is worse or better than average (Wood & Sangster, 2005). In calculating the days’ sales in inventory, the annual average inventory is divided by the annual cost of goods sold then multiplied by 365.

(Opening inventory + Cost of goods sold – Closing inventory)/ Cost of goods sold x 365

(1,174 + 8763 – 1365)/ 8763 x 365 = 357 days.

This means that the company is keeping too much inventory in its subsidiaries, probably, to ensure capacity to fulfill its high rates of order.

These may be compared with the financial statements for a multinational company such as Cracker Barrel Old Country Store, Inc. Cracker Barrel Old Country Store, Inc is a multinational company with subsidiaries in varied countries (Cracker Barrel Old Country Store Inc., 2012). It mainly deals in restaurants and gift shops unlike Kellogg Co. which deals with food manufacturing. However, both of them are multinational companies, in which case the compilation of their financial statements is bound to be more or less equally complicated or complex (Cracker Barrel Old Country Store Inc., 2012).

The company’s Days’ Sales in Accounts Receivable would, therefore, be computed as bellow. (Average Accounts Payable x 365/sales revenue)

Yearly Accounts Payable for Cracker Barrel Old Country Store, Inc = 39,704,000/365

Average Accounts payable= 108778.082

Days’ Sales in accounts Receivable = 108,778. 082/ 2,580,195= .04215886×365= 15

This means that the company has strict collection procedures, rules and regulations, which is expected for a restaurant especially considering that such enterprises would rarely provide goods and services for credit.

For the company’s Days’ Sales in Inventory

(Opening inventory + Cost of goods sold – Closing inventory)/ Cost of goods sold x 365

In ‘000

(2,532+ 827,484 -1720)/ 827,484 x 365= 365 days

The Day’s Sales in Inventory for Cracker Barrel Old Country Store, Inc are quite high, which is surprising for a company that deals with perishable goods. This, however, may be as a result of the operations pertaining to the gift shops. Nevertheless, it means that the multinational company buys in bulk, probably to ensure that it has a steady supply of items even in instances where the gods used in its operations are in short supply. On the same note, it could be dealing in manufactured or packaged goods that have a long period before their expiry.

The financial statements of Kellogg Company are extremely complex especially considering that they incorporate the operations and entries of the subsidiaries. This is the same case for Cracker Barrel Old Country Store, Inc. On the same note, it is noted that the financial statements of both Kellogg Co and Cracker Barrel Old Country Store, Inc were prepared in line with the accounting principles that are fundamentally accepted in the United States of America, especially with regards to estimates, where the management of the company is required to make assumptions and estimates that affect the amounts of liabilities and assets that are reported, as well as the disclosure of the company’s contingent liabilities as at the financial statements’ date alongside the reported expenses and revenues in the reported periods (Kellogg Company, 2012) . As it is noted, the actual results could be different from the estimates underlined in the financial statements. The financial statement captured the period between December 31st 201 and December 29th 2012 (Kellogg Company, 2012). It is worth noting that there were varied modifications in policy that were undertaken within the year, which were reported via retrospective application of new policies to all the presented periods. On the same note, the financial statements undertook a consideration of the effect of recast pension, as well as postretirement benefit expense on the balances of capitalized inventory in prior periods (Kellogg Company, 2012).

References

Kellogg Company, (2012). Kellogg Company // Form 10-K For Fiscal Year 2012 (Ended December 29, 2012).

Wood, F., & Sangster, A. (2005). Frank Wood’s business accounting 1. Harlow: Financial Times Prentice Hall.

Cracker Barrel Old Country Store, Inc (2012). Cracker Barrel Old Country Store, Inc Form 10-K (Ended 3rd August 2012)

Financial Management Course Structure

Name

Instructor

Course

Date

Courses Structures

Accounting and Financial Management

Learning Structure This Week

19 hours per week –from Monday to Friday Classes

Weekly assessment every Friday afternoon as segment of classroom period

5 hours of organized learning weekly

Amount of Hours in General for This Course10 weeks of 20 hours each/ 200 hours

Amount Hours for Every Day

4 hours daily

I hour well-structured learning dailyAdmission Conditions

Least age of sixteen years

Elementary Accounting and Finance management Start Date and End Date

Start Date: 26th May

Closing Date: 12th SeptemberCourse Fee and other charges

Registration Fee: $150.00Tuition Fee: $950Our Teachers Skills for This Course

The credential and expertise of the teachers in this particular field is typically undisputable regarding that most of them are trained in developed and established universities abroad and also hold impeccable documents regarding their specializations.

Economics

Academic Structure starting Week

30 hours mp3 per week-entailed in the course of undertaking the week

Day-to-day assessment after each economics

3 hours of ordinary activities weekly

Amount of Hours in Common for This Course22 weeks of 35 (+2) hours all/ 800 mp3 hours and 40 hours of video

Amount of Hours for Each Day

7 hours daily

0.5 hour of video watching daily for four daysCharges Requirements

Entrance at learner level

There is no admission trial taken

Commencement Date and End Date

Initial Date: Every Monday

Ending Date: After 20 weeksCourse Fees

Registering Fee: $90.00Our Teachers Skills for This Course

This course has well distinguished and acknowledged panel of teachers on economics who have shown the desire to combine structured abilities in designing and innovating new ideas

Management

Academic Structure This Week

4 hours per week – from Monday to Friday Classes

Beginning test on every Monday afternoons as part of classroom hours

Sunset classes offered for transitional level

Amount of Hours common for This Course9 weeks each with 5 hours/ 40 hours

2 semesters – 90 hours

Pauses between semesters

Amount of Hours for Each Day

1 hour daily

Admission Requirements

Pre-intermediate managementcommencement Date and Ending Date

Commencing Date: September 1st each year

Ending Date: End FebruaryCourse Fees

Registration Fee: $300.00Early membership: $290.00

Our Teachers Expertise for This Course

The teaching staff members of course are well trained with expansive range of experience in teaching the segmented course following long time of exposure in the field.

Global HYPERLINK “http://www.efagcollege.co.uk/index.php/en/courses/detail/4-business-classes/10-marketing”Marketing

Academic Structure This Week

8 hours per week – Tuesday, Thursday and Friday Classes

Mid-week CAT on every Thursday

Evening lessons and early morning classes offered

Amount of Hours in General for This Course14 weeks each with 4 hours/ 76 hours

12 weeks for transitional leaners/ 60 hours

Amount of Hours for Each Day

3 hours for learning daily

Admission Requirements

No background education needed

No least age requirementcommencement Date and Ending Date

Starting Date: September 20th each year

End Date: End February 23th yearlyCourse Fees

Admission Fee: $350.00Early registration: $300.00

Our Teachers expertise for This Course

The teachers in this sector hold expansive experience in the marketing s field with relations to undertaking marketing in the conventional world.

Electronic Marketing

Academic Structure This Week

4 hours per week – Monday to Thursday Classes

Electronic marketing tests after every second week

Morning and evening classes for advanced levels

Number of Hours in General for This Course14 weeks each with 3 hours/ 45 hours

Extra 14 office hours for consultation with instructor

Number of Hours for Each Day

3 hour for each day

Admission Requirements

Advanced level or technology in marketing

English placement test before admission account for close to 70% performanceStarting Date and Ending Date

Start Date: June 4th 2014

End Date: End MarchCourse Fees

Registration Fee: $720.00Tuition Fee: $1490.00

Our Teachers qualifications for This Course

Conventionally designed tutorials are availed by the teaching staff on this

segment and the teaching fraternity has well and elaborate background regarding the wider electronic marketing

. All the teaching staff members have PHDs and master in this field.

Finance

Academic Structure This Week

6 hours/ classes Monday to Wednesday

Office management practices Wednesday

Early morning lessons for advanced level students

Number of Hours in General for This Course11 weeks each taking 6 hours/ 60 hours

Amount of Hours for Each Day

2 hours for each day

Systematic classes – 1 hour in the morning, one in the afternoon

Admission Requirements

Advanced level in finance entry tests

Start Date and End Date

Start Date: July 2st 2014

End Date: September 18 2014Course Fees

Registration Fee: $700.00Early membership: $800.00

Our Teachers expertise This Course

Teachers in this course are experienced in diverse methods of instruction including the use financial tools in the market.

Human Resources

Academic Structure This Week

6 hours per week – Monday, Wednesday and Thursday Classes

Classes on weekends and evenings for advanced levels

Amount of Hours in General for This Course19 weeks each with 5 hours/ 74 hours

Additional seven hours for practical sessions

Amount of Hours for Each Day

3 daily hours

Admission Requirements

Understanding of the critical thinking unit

Human Resource Management test upon admissionStarting Date and End Date

Start Date: July 15th 2014

End Date: October 12th 2014Course Fees

Registration Fee: $800.00Early membership: $400.00

Our Teachers Skills for This Course

Our teachers are trained both in human resource management making and in the areas they teach.

This will enable comprehensive understanding of terms so as to diverse the same understanding to students.

Project Management

Academic Structure This Week

6 weekly hours – classes from Monday to Thursday

Principles & Practice of Project Management tests on every Wednesday

Morning and evening classes for all levels

Number of Hours in General for This Course6 hours for 17 weeks/ 60 hours total

3 hours for practical session in the use of medical terms

Amount of Hours for Each Day

2 hour per schooling day

Admission Requirements

Elementary Principles & Practice of Project Management

Elementary Principles & Practice of Project Management related area within the college

Elementary Principles & Practice of Project Management placement test before admission – required 40% or above performanceStart Date and End Date

Start Date: 30th June 2014

End Date: October 20th 2014Course Fees

Registration Fee: $660.00Early registration: $630.00

Tuition fee: $ 700

Our Teachers expertise for This Course

All teaching staff holds PhD and Master’s Degrees .These qualifications are held in Project Management related fields and additional language qualifications in the English language.

Most of the staff PHDs and none of them have qualifications below masters.

Management & Operations

Academic Structure This Week

6 hours per week – Monday, Thursday to Friday

Weekly assignments on Thursday

Whole day classes entailed

Amount of Hours in General for This Course22 weeks each with 6 hours/ 110 hours

Amount of Hours for Each Day

2 hour per day

Admission Requirements

Leaving certificate or equivalent qualifications

Age 23 and above

Start Date and End Date

Start Date: January 31st 2014

Ending Date: End of AprilCourse Fees

Registration Fee: $150.00Tuition fee: $1760.00

Our Teachers expertise for This Course

The teaching staff has diverse experience in the Management & Operations

They are all assessed to ensure that they help the students develop a critical approach to Management & Operations history.

Their qualifications are also certified by famous institutions as a prerequisite before they join the institution.

Banking concepts

Academic Structure This Week

4 hours per week – 5 lectures per week

Banking assessment test on Wednesday

Full time classes for all levels

Number of Hours in General for This Course13 weeks each with 2 hours/ 34 hours

Four semesters of 12 weeks

Total of 146 hours

Amount of Hours for Each Day

1 hour on Monday and two hours on Thursday

Admission Requirements

Pre-intermediate level banking

Start Date and End Date

Start Date: February 22th 2014

End Date: November, 23th 2016Course charges

Registration Fee: $340.00Tuition Fee: $1970.00

Our Teachers Skills for This Course

The teachers are all trained by prominent institutions in their practiced banking focus areas. They have exposed experience in ensuring their students develop a critical perspective towards their studies. This is supported by the provision of course materials in their practice.

Banking & Finance Security

Academic Structure This Week

4 hours per week – 1hours Tuesday and 1 hour Friday

Principals of Banking & Finance Security on Wednesday

Full time classes for all students

Amount of Hours in General for This Course

Four semesters for the full course

11 weeks per semester with 4 hours each week/ 36 hours

Total 143 hours

Duration of Hours for Each Day

Two or 3 hours for each day

Admission Requirements

Intermediate Principals of Banking & Finance Security

Principals of Banking & Finance Security test before admission with 60% performance

Excellent A levels or equivalentStart Date and End Date

Start Date: Spring 2015

End Date: Autumn 2017Course Fees

Enrolment Fee: $760.00Early enrollment: $9700.00

Our Teachers Skills for This Course

The instruction entails the use of the professional peers and practical application

. While the peers are picked from the best performing students, the teachers are qualified staff and approved by the administrative board.

Financial Management DB1

Financial Management DB1 

Name

Institution

Financial Management DB1 

In order to realize success, corporations, organizations, institutions and businesses must know what is happening around them and what is likely to happen in future. They should them proceed to position themselves to take advantage of future changes and as well as handle challenges. The process of this positioning is known as strategic planning. In this process the organization determine where it is, where it wants to go and how to get there. A strategic plan is a product of a strategic planning (Haines & McKinlay, 2007).

In this regard the function of a strategic plan is to provide a road map for achieving the long-term objectives of the organization. Is stipulates the process and the resources that will be used to achieve the objectives. The objectives of a strategic plan are the deliverable that the plan hopes to deliver within a specific time. The scope of such a plan is unlimited. It takes into account all the facets of the organization to ensure that objectives are realized. The scope may cover the objectives; the process of achieving the objectives such as sales forecasts; the resources required like financial forecasts; and the proper organization for optimal results (Grünig & Gaggl, 2011).

On the other hand, operating plans are short-term but very detailed plans formulated to achieve various objectives within the scope of the strategic plan. Operational plans are tactical and thus serve to organization the tactical components of the strategic plan.

Financial planning process is also important and involves six critical steps: determination of the current financial situation; developing financial goals; identification of alternative courses of action; evaluation of alternatives; creation and implementation of a financial action plan; and reevaluating and revising the plan.

Sales forecasts are also a critical component of a strategic plan. Sales forecasts are a product of looking ahead at the market and determining how a product will perform. Sales forecasts can inform various process and decisions such as promotional mix, required employment levels, and the required production capacity.

General forecasting involves looking ahead at various aspect of the organization to determine future opportunities, challenges, and threats such as changes in market trends, technological developments and completion. Forecasting determines financial needs, employment needs and organizational need. It serves to create a clear picture of where an organization needs be and how the path to the realization of its objectives looks like (Grünig & Gaggl, 2011).

Other factors external to the business can affect how a business exercises the above practices. This can clearly be seen on the way businesses responded to the September 11 terrorism attacks. Planning for a rainy day became part of long term strategic planning. Business forecasts have become more concerned of the unpredictable just as much as they are concerned with the predictable. Therefore, when making finical plans and strategic plans manager take into account social political dynamics that can negatively affect a business.

References

Grünig, R., & Gaggl, R. (2011). Process-based Strategic Planning. Berlin Heidelberg Springer.

Haines, S. G. & McKinlay, J. (2007). Reinventing Strategic Planning: The Systems Thinking Approach. San Diego, Calif.: Systems Thinking Press.

Financial Management IP1

Financial Management IP1

Name

Institution

Financial Management IP1

Horizontal analysis

Horizontal analysis plays an important function in financial policy and business strategy. Horizontal analysis is used to enhance investigations into a firm’s performance data thus facilitating managers to study the origin and development of specific information. Emphasis is mainly laid on how information on performance fluctuates from time to time (Needles et al, 2011). The analysis of horizontal data facilitates the examination of operating procedures impacts once they are developed and implemented by the personnel.

Vertical analysis

Vertical analysis is used mostly by accountants to make a comparison of specific performance indicators with numerical standards. For instance, the accountants may compare sales against the net income. In the formulation of a financial policy and business strategy, managers depend on this analysis to determine the financial value of different resources in an organization’s operation (Kozami, 2005). For instance, they can determine value of a production machine on the operations of the organization. The knowledge generated by this evaluation facilitates planning for long-term acquisition of assets and setting appropriate financial policies to ensure a successful posterity.

Raito analysis

Ratio analysis is the study of financial data using metrics (Moyer et al, 2012). Planners and strategists can isolate areas that need improvement in a business using a comparison of cooperate performance statistics to peers’ results. The same process can be used to pinpoint segments of the business that consume enormous amount of company finances. Ration analysis uses financial ration such as current ration and net profit margin.

Profitability ratios

Profitability ratios measure the effectiveness of the management in making profits from the company’s assets and the investments by the owners. The most frequently used ratios are net profit margin ratio, gross profit margin ratio, return on equity ratio, and return on fatal asset ratio (Moyer et al, 2012). Ratio help determined the productivity of the company and can be benchmarked again the industry to find out the general performance of the company and areas that need improvement.

Liquidity ratio

Liquidity ration us used to determine the liquidity level of a company. Liquidity is the ability of a company to meet its current obligation and levels of cash. Some financial ratios can provide critical information about a company’s liquidity ratios (Needles et al, 2011). Liquidity rations facilitates determination of the bill of payment, availability of financial resources for future investments, the company’s ability to pay dividends, determination of the cash balance which is the level of cash at the moment and the ideal level.

Asset utilization ratio

Asset utilization is used to determine the efficiency of a business in using its assets to make money. A firms incoming turnover, which is realized through division of credit sales by the amount receivable from clients, show the ability of a business to convert goods and services it sales onto finances or many that can server other purposes (Kazmi, 2008). Inventory turnover is also an asset utilization ration. It is a product of the division of cost of the products sold in a specific period by the mean value of the firm’s product inventory under the same period. Asset utilization is used by strategists to determine whether a business if being managed properly and how it is likely to perform in future by assessing its ability to sell its products make money on these sales.

Debt utilization ratio

This is the comparison between a firm’s total available debts with the total debit balances. It determines the companies credit score (Kazmi, 2008). Strategies used debt utilization ratio to determine the amount of debt a business is carrying the volume of available credit that is being utilized this ration can be used to determine long term viability for loans from fancier and ability to used the loans appropriately.

Benchmarking

Benchmarking is useful in improving performance and can be used to compare the performances of similar organizations (Kozami, 2005). It entails pinpointing areas the need improvement, setting benchmark indicators for quantitative evaluation of the achievements and assembling information for comparison to inform performance improvement. Strategist can use this process to find and strengthen weak points of a farm by comparing the firm to competing firms.

References

Kazmi, A. (2008). Strategic Management and Business Policy. New Delhi : Tata McGraw Hill Education.

Kozami, A. (2005). Business policy and strategic management. New-Delhi : McGraw-Hill Published

Moyer, R et al. (2012). Contemporary Financial Management. Mason, OH: South-Western, Cengage Learning.

Needles, B. E et al. (2011). Financial and Managerial Accounting. Mason, OH: South-Western Cengage Learning.

Financial Markets and Institutions



Financial Markets and Institutions

Name

Institution

Financial Markets and Institutions

Introduction

The financial system consists of all instruments, institutions and financial markets. Financial structure is specifically of significance in relocating funds hence offering a foundation for continuous reorganizing of economy that is required to support development. Countries that have well advanced financial system do observe greater portion of investment allocated in fast developing sectors.

Roles

The basic role for many financial institutions is to offer liquidity to economy and allow for higher rank of economic task than it would be. These may be achieved through the following ways managing markets, offering credits and pooling of risk between customers (Madura, 2011). On the other hand, financial markets play a crucial role in capital accumulation and processing of products and services. The value of credit and gains on investment give signals to consumers and producers. The signals assist to direct funds to businesses, governments, consumers and investors who would need to borrow cash through linking those who rate funds highly too willing lenders. The existence of a developed financial institutions and markets facilitates global flow of funds among countries (Madura, 2011). In addition, effective and efficient financial institutions and markets tend reduce transactions and search costs in an economy. By offering an extensive collection of financial products through varying risk and mode of pricing structures as well as maturity, when the financial market system is well developed it provides products to market participants which offer lenders and borrowers equivalent for their requirements. Governments, individuals and businesses in need of capital may easily determine which financial markets or institutions can offer funding and the cost borrower will incur. This permits investors to be able to compare cost of funding to expected gain on investment, thus creating investment alternative that suits their requirements.

An example is in the integrated European Union (EU) financial markets. The EU through its single currency and banking market Euro has developed a Europe base financial institutions and markets. These markets utilizes Euro to promote saving, borrowing, lending and investment. Euro dominates bond, stock and all derivative markets that serve EU countries using Euro (Madura, 2011). In addition, Euro increases the attraction of Euro centered financial instruments and market to entire world. Euro has eliminated cross border risks of exchange rate, which are portion of transactions among countries having different currencies.

Different between primary capital and secondary capital

The different between primary market and secondary market is in primary market company issues securities to investors who purchase them directly; whilst in secondary market securities are traded between investors themselves, the corporation with securities being traded cannot participate in transaction. When a firm publicly trades new bonds and stocks for its first time in the market then it operates on primary capital market (Graffins, 2016). In most cases, it normally takes shape of IPO (initial public offering). If investors buy securities on primary capital market, firm providing securities has already appointed an underwriting company to review providing and developed a prospectus-summarizing price and other information of securities to be issued.

Secondary market can be termed as a place of purchasing securities after the firm sells its bonds and stocks provided on primary market. Secondary markets range from Nasdag, London stock exchange or New York stock exchange (Graffins, 2016). Secondary market provides a platform for small investors to sell or buy securities, as they do not exclude IPOs because of small capital representation. Secondary market offers a chance to any person who wants to purchase securities as long as they show willingness in price payment for security being purchased. In most instances, an investor needs a broker in trading securities on investor’s behalf. Security price fluctuates with market and investor cost involves broker commission paid. Security volumes sold varies daily as security demands fluctuate (Graffins, 2016). The investor’s price payment is not directly linked to security price initial as concerned by first issuance; also, the firm issuing security should not be in partnership to any purchase between two investors. The firm has a privilege to be involved in secondary market of stock buyback.

Differences between money and capital markets

Money market can be termed as short-term utilization mainly assets taking one year. In contrast, capital markets can be utilized for long period basis incorporating any assets that have maturity over one year (Bagehot, 2013). Capital market consist the stock (equity) market and bond (debt) market (Graffins, 2016). Capital and money market contain a large part of financial market applied in management of risks and liquidity for individuals, governments and companies.

Capital Markets

These are viewed as worldwide followed markets. Both bond and stock markets are closely tracked and daily trends analyzed as proxies to be used for general economic circumstance of global markets (Graffins, 2016). Due to operating institutions for capital markets commercial banks, stock exchanges and all corporation types involving nonbank institutions like mortgage banks and insurance firms are analyzed.

The operating institutions in capital markets acquire them for raising capital in long period purposes like acquisition or merger; enter in a new trade or line expansion, or for capital projects. Firms raising funds for the long period purposes originate from more or single capital markets. Firms in bond markets may provide debt in corporate bonds form. Similarly, firms may opt to raise funds by issuing stock market equity. Government firms are generally not held publicly thus they do not normally offer equity. Government entities and companies that provide debt or equity are seen as market sellers.

Securities buyers in capital market seem to use money targeted for an investment of long-term. Capital markets viewed as risky and not mostly used in investment of short-term monies. Many investors take capital markets in saving their education or retirement since investors have long horizons time that mostly shows that they take risks and are young.

Money Market

Money market mostly access in line with capital markets. Investors willing in taking more risk while acquiring patience in investment are advised to venture in capital markets. The money markets mostly are viewed as the best place to invest funds that require shorter period less than a year (Bagehot, 2013). Financial instruments applied in the capital markets range from bonds and stocks, but instruments applied in money markets include exchange bills, acceptances, collateral loans and deposits. Institutions working in the money markets involve acceptance houses, commercial banks and central banks.

Money market offers various functions for government entities, corporate or individual. Liquidity is termed as the major reason for acquiring money markets. During the issuance of short period debt, for operating expenses purpose, government, or firm working capital and not projects for large scale or capital improvements (Bagehot, 2013). Money market acts a vital function in ensuring governments and firms enhance appropriate liquidity level daily without lacking and requesting expensive loan without having excess monies and losing the chance of gaining funds interest.

In conclusion, investors apply money markets in funds investment while capital markets are seen as low risk; investors have a tendency of accessing them by anticipation that the liquidity is present. Elderly people staying on fixed income normally apply money markets due to safety connected to this investment process.

References

Bagehot, W. (2013). Lombard Street: A description of the money market. Kitchener: Batoche.

Graffins, F. (2016). Issue Information. Financial Markets, Institutions & Instruments, 25(3), 167-168. doi:10.1111/fmii.12058

Madura, J. (2011). Financial markets and institutions. Australia: South-Western College Pub.

Final Paper Outline

Final Paper Outline

Author’s Name

Institutional Affiliation

Final Paper Outline

The Research Gap

In managing disasters and emergencies, leadership plays an imperative role in alleviating the harm inflicted by calamitous incidents. Accordingly, the absence of adequate and successfully executed leadership can aggravate disasters’ effects (Ga, 2014; Mazo, 2015). Managing catastrophes and disastrous events require leaders to possess specific abilities, competencies, skills, and aptitudes. Such attributes and traits enable leaders to effectively manage major disasters and emergencies that depend on the disasters’ scope, the prevailing environmental conditions, and the firms these leaders lead (Demiroz & Kapucu, 2012). Emergency and disaster managers should also demonstrate the capacity and prowess to develop and implement policies and programs that meet the emergency management goal. Primarily, the goal entails enabling vulnerability curtailment, ecological protection, and multi-organizational disaster coordination enrichment while limiting the loss of life and property (Heintze & Thielbörger, 2018; Kapucu & Özerdem, 2011).

Leadership and crises are intertwined concepts because one naturally complements the other. While crises and emergencies do not have the same meaning, leaders in the management of crises must possess specific skills, knowledge, metacompetencies, and proficiencies to effectively execute their essential responsibility. This responsibility involves being able to respond to and manage unpredictable events, catastrophes, uncertainties, and threats arising from these crises, normalize situations, and reform institutional structures to facilitate damage control and prevention (Demiroz & Kapucu, 2012; Smits & Ally, 2003). Also, contemporary crises might emanate as effects of globalization, unprecedented effects of pandemics such as COVID-19, technological advances in information and communication technology, and cultural, financial, and operational processes in disaster management establishments. So, leaders should demonstrate an understanding of these causes of crises and their associated rapid changes to know how to provide proper direction on dealing with them.

Given the broad scope of leader responsibilities in handling disasters and challenging emergency conditions, it is imperative to explore the role of leadership in disaster and emergency management.

The Explanatory Question

What role does leadership play in managing disasters, emergency scenarios, and crises, and what skills, proficiencies, traits, and competencies are important in realizing this role?

The Thesis (Argument)

I believe that when responding to disasters and emergencies, leaders must take charge of the prevailing situations, manage networks, mitigate the disaster effects, and depict decisiveness and flexibility amidst uncertainty, chaos, and anxiety.

Leaders must possess specific characteristics, traits, skills, and abilities developed via training and experience to enable them to manage crises and catastrophic events.

Themes

The three themes that will be part of my course term paper include the following:

Theme 1: Handling Routine Emergencies and Severe Events

This theme delves into the specific activities characterizing the role of leaders in managing catastrophes, routine emergency scenarios, and extreme incidents in diverse disaster contexts.

Supporting Perspective:

Demiroz, F., & Kapucu, N. (2012). The role of leadership in managing emergencies and disasters. European Journal of Economic & Political Studies, 5(1), 91-101.

The authors’ perspective is that an array of leadership competencies are necessary for emergency managers in their leadership role of handling routine emergencies, major catastrophes, and extreme incidents.

Alternative Perspectives:

Van Wart, M., & Kapucu, N. (2011). Crisis management competencies: The case of emergency managers in the USA. Public Management Review, 13(4), 489-511.

The article examines the role of leadership in crisis management and the competencies that the involved leaders must possess.

Trainor, J. E., & Velotti, L. (2013). Leadership in crises, disasters, and catastrophes. Journal of Leadership Studies, 7(3), 38-40.

This article looks into the role and activities of leaders and leadership in managing crises, catastrophes, and disasters, emphasizing the significance of different leadership abilities.

My Perspective

Leaders should be competent and skillful to manage diverse incidents and scenarios in disaster settings.

Summary:

The articles will offer insightful evidence to support the theme of handling routine emergencies, major catastrophes, and extreme incidents in that they particularize the key activities included in the leadership role.

Theme 2: Competencies, Essential Skills, and Metacompetencies

Leaders in disaster and emergency management need to attain all-inclusive excellence by possessing a complete blend of competencies, essential skills, and metacompetencies.

Supporting Perspective:

Gerras, S. J., Clark, M., Allen, C., Keegan, T., Meinhart, R., Wong, L., … & Reed, G. (2010). Strategic leadership primer. Army War College, Carlisle Barracks PA.

These authors offer a comprehensive list of the strategic leadership competencies, which are deemed relevant to leaders in disaster and emergency management.

Alternative Perspectives:

Wong, L., Gerras, S., Kidd, W., Pricone, R., & Swengros, R. (2003). Strategic leadership competencies. Army War College, Carlisle Barracks PA, Strategic Studies Institute.

The article delineates the various metacompetencies that leaders in disaster and emergency management would find valuable in accomplishing their role.

Schoemaker, P. J., Krupp, S., & Howland, S. (2013). Strategic leadership: The essential skills. Harvard Business Review, 91(1), 131-134.

This article outlines several essential skills that leaders in disaster and emergency management must possess to effectively execute their mandate.

My Perspective

Leaders must work towards attaining a blend of competencies, skills, and metacompetencies to excel in disaster and emergency management activities.

Summary:

These articles will collectively guide my arguments for the theme of the competencies, skills, and metacompetencies that disaster and emergency managers need to effectively execute their roles.

Theme 3: Significance of Training and Experience

Leadership training and exposure to leadership experience are vital in facilitating the development of leadership skills, competencies, and abilities as they engage in managing catastrophic events and disasters.

Supporting Perspective:

McDermott, A., Kidney, R., & Flood, P. (2011). Understanding leader development: Learning from leaders. Leadership & Organization Development Journal, 32(4), 358-378. Doi: 10.1108/01437731111134643.

These authors examine how emerging and aspiring leaders can learn and gain insights from senior leaders’ leadership experiences to develop their leadership proficiencies.

Alternative Perspective:

Baron, I. S., & Agustina, H. (2017). The effectiveness of leadership management training. Polish Journal of Management Studies, 16(2), 7-16. Doi: 10.17512/pjms.2017.16.2.01

The authors emphasize the importance of leadership development training by quantifying the effectiveness of leadership management training for top-level executives.

My Perspective

Ongoing training and experience are imperative to developing the skills, competencies, and abilities of leaders in disaster and emergency management roles.

Summary:

These articles will provide evidence to back the theme of the importance of training and experience in advancing the proficiencies and capabilities of disaster and emergency management professionals.

References

Baron, I. S., & Agustina, H. (2017). The effectiveness of leadership management training. Polish Journal of Management Studies, 16(2), 7-16. Doi: 10.17512/pjms.2017.16.2.01.

Demiroz, F., & Kapucu, N. (2012). The role of leadership in managing emergencies and disasters. European Journal of Economic & Political Studies, 5(1), 91-101.

Ga, R. (2014). Leadership in handling disaster: Indonesian leaders in handling disasters. Yogyakarta, Indonesia.

Gerras, S. J., Clark, M., Allen, C., Keegan, T., Meinhart, R., Wong, L., … & Reed, G. (2010). Strategic leadership primer. Army War College, Carlisle Barracks PA.

Heintze, H. J., & Thielbörger, P. (2018). International humanitarian action. NOHA Textbook: Springer International Publishing.

Kapucu, N., & Özerdem, A. (2011). Managing emergencies and crises. Jones & Bartlett Publishers.

Mazo, G. N. (2015). Lessons in leadership amidst the devastation of super typhoon Haiyan. International Journal of Social Sciences Research, 3(3), 97-110.

McDermott, A., Kidney, R., & Flood, P. (2011). Understanding leader development: Learning from leaders. Leadership & Organization Development Journal, 32(4), 358 – 378. Doi: 10.1108/01437731111134643.

Schoemaker, P. J., Krupp, S., & Howland, S. (2013). Strategic leadership: The essential skills. Harvard Business Review, 91(1), 131-134.

Smits, S. J., & Ally, N. E. (2003). “Thinking the unthinkable”- Leadership’s role in creating behavioral readiness for crisis management. Competitiveness Review: An International Business Journal, 13(1), pp. 1 – 23. Doi: 10.1108/eb046448.

Van Wart, M., & Kapucu, N. (2011). Crisis management competencies: The case of emergency managers in the USA. Public Management Review, 13(4), 489-511.

Wong, L., Gerras, S., Kidd, W., Pricone, R., & Swengros, R. (2003). Strategic leadership competencies. Army War College, Carlisle Barracks PA, Strategic Studies Institute.

Financial Analysis and Managements assignment

1143001600200Financial Analysis and Management’s assignment

00Financial Analysis and Management’s assignment

HYPERLINK “http://upload.wikimedia.org/wikipedia/en/a/ab/Gloucestershire_University_arms.png”

2171700118745Student’s name: Izmagambetova Zhanylsyn

Student ID: B0431RTRT0812

MBA Stage 2_Group_B_MSE

16 October 2012

00Student’s name: Izmagambetova Zhanylsyn

Student ID: B0431RTRT0812

MBA Stage 2_Group_B_MSE

16 October 2012

Question 1

Pyramid of Ratios

Return on Capital Employed Revisited

The Pyramid of Ratios or the du Pont Technique

160020050165ROCE

Profit for the year

Equity shareholders’ funds

00ROCE

Profit for the year

Equity shareholders’ funds

057150Profit margin

Profit for the year

Turnover

00Profit margin

Profit for the year

Turnover

354330057150Asset Turnover

Turnover

Equity shareholders’funds

00Asset Turnover

Turnover

Equity shareholders’funds

Secondary Ratios

Figure 1: Top two levels of the pyramid

ROCE (Return on Capital employed) is referred to as the Primary Ratio since it appears at the top of the pyramid. ROCE shows the capability of the company to get profit of the capital it invests. Based on Parrino and Kidwell (2009) explanations, ROCE is calculated by determining the fraction of the company’s capital utilized that the company made in pre-tax profits before the costs of borrowing. This is how the ratio looks:.

-10160451485ROCE = Profit for the year margin (Profit before interest and tax) x Capital Employed Turnover

00ROCE = Profit for the year margin (Profit before interest and tax) x Capital Employed Turnover

This is how the ratio looks:

These relations are essential and this is seen better when the formula is written out in full:

ROCE= Annual profit/Turnover=Turnover/ Equity Shareholders’ Funds

01143000ROCE=Profit for the year/Turnover=Turnover/ Equity Shareholders’ Funds

00ROCE=Profit for the year/Turnover=Turnover/ Equity Shareholders’ Funds

011430Return on Capital Employed (ROCE) =     Annual profit    * 100

Equity Shareholders’ Funds 00Return on Capital Employed (ROCE) =     Annual profit    * 100

Equity Shareholders’ Funds and ROCE=Profit for the year/Turnover=Turnover/ Equity Shareholders’ Funds

When the profit margin and invested capital turnover ratios are put together and cancelled, the ROCE is got:

092075Profit for the Year = Profit for the Year * Turnover

Equity Shareholders’ Funds Turnover Equity Shareholders’ Fund

00Profit for the Year = Profit for the Year * Turnover

Equity Shareholders’ Funds Turnover Equity Shareholders’ Fund

When the ordinary elements cancel out from the profit margin and invested capital turnover ratios, Return on Capital employed is obtained;

053975Profit for the Year = Profit for the Year * Turnover

Equity Shareholders’ Funds Turnover Equity Shareholders’ Fund

00Profit for the Year = Profit for the Year * Turnover

Equity Shareholders’ Funds Turnover Equity Shareholders’ Fund

Giving

061595ROCE = Profit for the Year = Profit for the Year

Equity Shareholders’ Funds Equity Shareholders’ Funds

00ROCE = Profit for the Year = Profit for the Year

Equity Shareholders’ Funds Equity Shareholders’ Funds

Usefulness of pyramid of ratios in interpreting financial statements

For the beginners, ROCE is essential in balancing the relative profitability of a company. According to Barnes (2006) it is also an effective measurement of the sort since ROCE determines a firm profitability refereeing to the amount of capital used. When the capital involved is slotted in, one can easily determine whether the firm is using the profit appropriately or not (Barnes, 2006). When ROCE is high, it is an indication that bigger earnings can be reinvested into business for the shareholder’s benefits. The amount reinvested in the firm further produces higher earnings-per-share. The companies with higher ROCE are always considered successful.

b) Discuss the usefulness key investor ratios in comprehending the performance of a business:

dividend rate

dividend yield

earnings per share

P/E ratio

1) Earnings per share (EPS) is the sum of money earned for a give period of time per share of common stock.

0148590Earnings per share (EPS) =Net income available to common shareholders/Number of common shares oustanding

00Earnings per share (EPS) =Net income available to common shareholders/Number of common shares oustanding

According to Clayman & Fridson, George (2012), companies ought to provide information on their earnings per share in their financial statements. The two earnings per share ought to be disclosed in the financial reports are basic and diluted earnings per share.

Basic earnings per share are obtained by getting the difference between net earnings and dividends, then dividing difference by the mean number of outstanding shares. The diluted earnings per share are obtained by getting the difference between income and preferred dividends then dividing the difference by number of outstanding shares taking into account all dilutive securities for example, options and convertible debt. The diluted earnings per share are indications of the possible dilution of earnings (Clayman & Fridson, George 2012). A significant difference is seen between the basic and diluted earnings per share for large companies with various dilutive securities for instance stock opinions and or convertible preferred stock.

Book value equity per share is the quantity of the book commonly referred to as the carrying value, of equity per share of stock. This is obtained by dividing the value of shareholders equity by the amount of shares of regular outstanding stocks. As earlier mentioned, the value of book equity and market value may differ. The market value per share, suppose available, is a better measure of the shareholder’s investment in a firm (Bayldon & Woods & Zafiris 1984).

2) The price-to-earnings ratios (P/E or PE ratio) is the ratio of the price per share of common stock to the earnings per share:

0205740Price-to-earnings ratio=Market price per share/Earnings per share

0Price-to-earnings ratio=Market price per share/Earnings per share

Parrino, R., Kidwell, D. (2009) argue that the earnings per share typically used in the denominator is the sum of earnings per share for the last four quarters. In this case, the P/E is often referred to as the trailing P/E.

On the contrary, the leading P/E is determined using approximate earnings per share for a period of four quarters. At times, P/E is using a proxy for assessing the firm’s capability of making cash flows in the coming days. The evaluations are generally carried out by investors. Suppose the company has less than one earnings, P/E is considered to have no meaning.

3) The dividend yield ratio connects the cash return from a share to its current market value. This can help investors to assess the cash return on their investment in the business.

The ratio is expressed as a percentage: where t is the dividend tax credit rate of income tax.

-571580645Dividend yield = (Dividend per share/(1-t)*100))/Market value per share

0Dividend yield = (Dividend per share/(1-t)*100))/Market value per share

In the world, investors who get a dividend from a business get a tax credit as well. As this tax credit can be offset against any of income tax, at the dividend tax credit rate.

According to Rouse (2007), majority of the investors prefer comparing returns from shares with the ones from other investments. Since the other investments forms are quoted on a gross basis, it is essential to accumulate the dividend to make easier comparisons. This can be attained by dividing the dividend per share by (1-t), where t is the dividend tax credit rate of income tax.

Use of dividend yield formula:

As mentioned by Brooks (2012), the dividend ratio formula can be used by investors looking to increasing or reducing trends of the dividend yield. A firm which is paying less dividends compared to its price may be having difficulties or could be retaining some of percentage of its net income. When approximating a stock, there is the necessity of considering the company as a whole and the worth of net income the company is retaining as reinvestment of the company’s income can lead to better further growth and profitability.

The other importance of the formula is that it is essential for investors who depend on dividends from their investments. However, reduced dividend is not an indication of lower dividends since the hare prices could have increased. As earlier mentioned, a decreasing trend in dividends should only necessitate examination and not doing away with the investment (Brooks 2012).

4) The dividend cover ratio is an estimate of various commonly employed when determining the financial strength of a firm (Jonathan & Peter & Jarrad 2012). The ratio is concerned with the connection between dividends paid by the firm and the earnings that it makes. Presented is a fundamental of dividend cover ratio. To determine the dividend cover ratio, the earnings per share of a firm are divided by the yearly dividend per share.

The investors using dividend cover ratio can get various information. By considering the ratio, one will be able to determine if the firm is struggling to pay its dividends or if the company meets its obligations. Investors only like to be associated with companies that are bale to pay their dividends. Even though, the dividend ratio has a lot of information about a company’s liquidity, there are other various factors to be considered by investors before making an investment.

Various things could determine the numbers, and investor has to consider the entire situation when determining the company’s liquidity. Though the ratio and other things, one can easily determine which company is able to invest in.

Question 2

1) The significance of Profits and Liquidity

Importance of liquidity

As mentioned by Ekanem (1994), suppose a manager says the company has liquidity or problems in getting working capital, this is an indication that the company will run into problems meeting its obligations. This is an indication that the firm do not have cash at hand and might not be expecting enough finance to run the business.

Liquidity is required for the running of the business, pay dividends and wages, suppliers and others. For a short period, liquidity is essential than gains, but over a long time, it does not make sense having cash if it has not come form the profit made by a company. Positive cash flow is essential to a company’s success and among the main areas for financial ratio analysis is the company’s level of cash. The liquidity gives the extent to which a firm is able to meet its obligations both over the short and long term basis.

Liquidity ratio is over a short period, so companies that use current assets and liabilities accounts. The accounts trace the assets that are to be converted to money in the short term and liabilities to be overcome in the short term. Suppose a company is not capable of meeting its short-term obligations, it might find itself being bankrupt (Benjamin & Spencer 2008).

To gauge the liquidity of the firm, a few key ratios are given to help understand the potential near-term cash flow:

0-42545Cash ratio=Cash/Current liabilities

00Cash ratio=Cash/Current liabilities

Importance of Profitability

Gains are the reason for a business existence, and it is the ability to make profits that encourage business owners to take risks in investment. The most significant role of profit is rewarding the entrepreneurs. The other importance of profits are

• Profits give money for investments. Gains kept in a company and reinvested assists the company grows. •It is through a company’s profits that new investors are attracted. This leads to increased capital. •It is through profits that business value is increased, and this gives the business owners capital gain. •Through the profit, a company is able to repay its loans, and hence reducing company’s reliance on other firms or individuals (Saleem 2011).

Importance of profitability is explained by profitability ratios. Profitability ratios measure how competently the firm is turning sales or assets into income. Ultimately, what financial manager want to know is how well company has performed overall, that is, how the company has generated profits. The following ratios help to analyse that overall performance:.

Connection between liquidity and profitability

According to Saleem (2011), liquidity and profitability are correlated. They two are inversely related since an increase in one leads to decrease in the other. Evidently, there are various conflict between decisions made by managers concerning profitability and liquidity. For instance, suppose higher investors are kept in expectation of an increment in prices of goods, profitability goal is approached but this endangers the firm’s liquidity.

There is a direct connection between higher return and higher risk which endangers liquidity. A company may increase its profitability through an enhanced debt equity ratio. However, when a firm increases money from other sources, it commits itself to making the payment of interest.

In all areas of financial management, he management select between risks and profits. The management ought to forecast cashflow and analyse different sources of money. It is mainly the forecasting of cash flow and managing it that results to liquidity, control of prices and forecasting coming benefits are among the roles of management and these leads to business profitability.

2) Liquidity risk

Short-term investments represent a temporary store of funds that are not necessarily needed in company’s daily transactions. If a substantial portion of a company’s working capital portfolio is not needed for short-term transactions, it should be separated from a working capital portfolio and placed in a longer-term portfolio. The long-term portfolios are normally dealt with by a given area or a manager under strict company’s supervisions. In this way, the risks, maturities, and portfolio management of longer-term portfolios can be managed independently of the working capital portfolio (Pastor and Stambaugh 2003).

One of these risks is liquidity risk. Risk liquidity is the risk which is difficult to deal with as a company might not realize its assets or the company might increase funds to fulfill commitments regarding financial instruments. In this Figure 2, liquidity risk and attributes and safety measures are associated. The attributes describe the conditions that contribute to the type of risk, and the safety measures describe the steps that investors usually take to prevent losses from the risk (Pastor and Stambaugh 2003).

Figure 2. Liquidity risk, safety measures.

Type of Risk Key attributes Safety Measures

Liquidity Security is difficult or impossible to sell

Security must be held to maturity and cannot be liquidated until then

Stick with government securities

Look for good secondary market

Keep maturities short

Working capital

The cash conversion cycle

Brooks (2012) states that working capital (WC) consists of a company’s current assets and liabilities. Managing these assets and liabilities in a way to improve the company’s flow is what working capital management is all about. This strategy focuses on retaining effective levels of both present assets and present liabilities so that a company has greater cash inflow than cash outflow.

Managing WC is the operational side of budgeting. When we put a budget together, we anticipate future cash flow and the cash flow timing. When we manage WC, we are trying to ensure that we produce the required level of cash inflow at the appropriate time to handle the cash outflow. To achieve this, a company decide when and what to order, when to extend credit, when to write off debts, and when to make informed short-term financial decisions.

In general, we know that a company must build the product before it can sell the product, so we need to understand how long a company must finance its operation before a customer pays. The cash conversion cycle helps determine that length of time by measuring the amount of time money is tied up in the production and collection processes before the company can convert it into cash. Three different cycles constitute the company’s overall cash conversion cycle:.

1.The production cycle: the period it takes to build and sell the product

2.The collection cycle: this is the period of collecting from customers (receiving accounts receivable).

3.The payment cycle: the taken to pay suppliers and labour (paying accounts payable)

This is the time cover in order to finance its operations. In other words, the CCC begins when a company first pays out cash to its suppliers and ends when it receives cash in from its customers. Essentially, it measures how quickly a company can convert its products or services into cash. We can show the relationship as:

047625Cash conversion cycle=Production cycle+Collection cycle-Payment cycle

00Cash conversion cycle=Production cycle+Collection cycle-Payment cycle

We should make one further distinction within the CCC: the business operating cycle. This cycle starts at the time production begins and finishes with the cash collection from the sale of the product. It is the core of the business: making and selling the product and collecting the revenue from the customers. In other words, the business operating cycle has two components: the production cycle and the collection cycle. If one recalls the «march to cash» in the opening of this assignment, the operating cycle describes this movement up the balance sheet from inventory to accounts receivable to cash. We «pull out» the CCC’s operating cycle to focus only on what it takes to move from cash outlay (the payment cycle) to cash inventory. Figure 3 shows various graphical relationships of the CCC (Brooks 2012).

Figure 3. The cash conversion cycle.

0101600Start of production to receipt of cash from sale of product

00Start of production to receipt of cash from sale of product

2400300119380Production cycle:

0Production cycle:

114300119380Collection cycle:

0Collection cycle:

The time to product a product The time from the sale to the

and then sell it to a customer. receipt of cash for the sale.

240030099060Cash conversion cycle:

0Cash conversion cycle:

-11366599060Payment cycle:

0Payment cycle:

The time between when a raw The time between when a company

material is ordered and received pays for raw materials and when it

and when it is paid for. Receives payment for its product sale.

Let’s look at the different cycles in Figure 3. The overall CCC through the experiences of a small company, Corporate Seasonings, a catering company. Corporate Seasonings caters mainly to the business community by providing box lunches and breakfast food trays. The company typically receives food orders three days to a week in advance of an event. Customers pay after delivery, but the company receives some payments immediately and some over the next few months. Because Corporate Seasonings receives payment after production, it must figure out how to finance its daily operations. Let’s have the owner explain her business in her own words.

Minimise the risk of liquidity (Working capital)

A firm ought to have a sufficient level of working capital to achieve the present obligations and continue with business operations. The firm has to sure that it does not run out of operations due to liquidity. The failure of a company to meet its obligation as a result of insufficient liquidity is risky since it will lead to poor credit imagine, lose of investors confidence, or at times the company might close down.

The liquidity is affected in cases where the level of capital is holding more of the present assets of the company. In other words, the working capital should not be either too high or too low. A well supervised least working capital level at a calculated risk is normally advantageous for increased profitability.

Question 3

According to Chandra (2007), the policy of dividend is concerned with making a decision concerning cash dividend in the current or paying increased dividend later. The company can decide to pay also through stock dividends, which is not the case with cash dividends as they do not offer liquidity to the institutional investors. Cash flow dividends however ensure the shareholders gain capital. The expectations of the dividends by the shareholders assists them estimate the value of a share and it is significant in decision making by financial managers of a firm. Importance of this dividend policy is described by Christie’ company dividend policy. Christie settles dividends to its shareholders annually in cash. From the chart above, it can be seen that dividends per share and EPS were increased. (Figure 4,5). Such a situation means that dividend policy is likely to be acceptable to its institutional investors.

38100231140

Figure 4. Dividend per share (pence)

Because of increase of EPS there is a rise in the payout ratio figure, graphically:

788035109220

Figure 5 Earning per share (pence).

EMBED Excel.Chart.8 s

Figure 6. Payout ratio.

Regular Dividend Policy

Dividend policy of Christie’s firm can be commented also by regular dividend policy. The normal dividend policy is founded on the payment of a non changing dollar dividend in every period. The policy allows the owners to have positive general information, and hence reducing their risks. Mostly, firms using the policy increase the normal dividend if there is an increase in earnings. Under this policy, dividends are almost never decreased (Lambert & Lanen, Larcker 1989).

The dividend policy of Christie is to pay about £9 per share until per share earnings have exceeded £29 for three consecutive years (Figure 5). Form that point, the yearly dividend is increased to £11.4 per share, and new earnings plateau is made. The firm does not expect to reduce its dividends till its liquidity is reducing. Data for Christie’s earnings, dividends share price for the past 6 years follow.

No matter the earnings level, Christies paid dividends of nearly £9 for every share in 2004. In the proceeding year, the price of dividends rose to £11.1 for every share since earnings exceeding £29 had been attained for the three years as illustrated in Figure 5. In the same year, 2005, the firm established a new earnings plateau for the increased dividends. The mean price per share for Christie became stable, increasing behaviour despite the earning patterns (Brennan & Thakor 1990).

Figure 7. Payout ratio of Christie’s company.

Year 2006 2005 2004 2003 2002 2001

Payout ratio 0.333 0.336 0.339 0.336 0.33 0.335

Mostly a normal policy is built referring to target dividend-payout ratio. Under the policy, the firm tries to pay a given fraction of earnings, but not to let the dividends fluctuate, the firm pays stated dollar dividend and increases the dividend to achieve the targeted payout as earnings rise (Brennan & Thakor 1990). For example, Christie seems to have a target payout ration of about 33.5% or £8.5/£25.4 when the policy was set in 2001, and at the time dividend was increased to £11.1 in 2005, the payout was approximately 33.6% or £11.1/£33 as illustrated in figure 6.7.Bibliography

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Pastor, L. & Stambaugh, R. (2003), ‘ Liquidity risk and expected stock returns’, The Journal of Policital Economy, 111 (3), pp 642.

Rouse, D. (2008) How to understand Accounts, London: Lawpack Publishing Limited.

Saleem, Q. (2011), ‘Impacts of liquidity ratios on profitability’, Interdisciplinary Journal of Research in Business, 1(7), pp 95-98.

Steve, L. & Chris, J. (2011) Corporate Finance, 8th edn, Hampshire: Nelson.

Scott, C. & Hoffer, J. (1982), ‘Usefulness of financial ratios in a single industry’, Journal of Business Research, 10(1), pp 103-118.

Sutanto, J. & Pribadi, Y. (2009), ‘Efficiency of working capital on company profitability in generating ROA, Journal of economics, and Accountancy Ventura, 15 (2), pp 289-304.

Quiry, P., Fur, Y. (2011) Corporate Finance, 3rd edn, West Sussex: John Willey and Sons, Inc.

Final PowerPoint Project

Final PowerPoint Project

Guidelines/Rubric

Personality (PSYC 2316)

Criteria: Points Available Points Earned

Personality theorist, theory, or test identified and described 50 Your reasoning for choosing this particular personality theorist, theory, or test to research further 10 3 references used (textbook and 2 outside sources minimal); indicated on References slide 30 Length:

PowerPoint: (minimum: 1 title slide, 13 informational slides, 1 References slide, total of 15 slides) 75 APA style (6th ed.)

Power Point: in-text citations 25 Grammar and spelling 10 Total Project Points 200

Financial Analysis For Two Uk Retail Chains The Case Of Morrisons And Tesco

Financial Analysis For Two Uk Retail Chains: The Case Of Morrisons And Tesco

1.0 Introduction

This report analyses and interprets Morrison and Tesco financial performance over a period of 5 years using the five major financial ratios of profitability, liquidity, gearing, asset management, and investment. To achieve this, the report will utilise the companies’ financial statements for the last five years – from 2008 to 2012. In addition, the report will offer a brief overview of the UK retail industry. Lastly, the report will discuss the limitations of each of the five financial analysis ratios. Overall, the report will argue that these two companies offer investors almost similar value yet they pursue different business models.

2.0 Brief Background of the UK Retail Market

Over the last ten years, the UK retail market has grown tremendously. The total retail market is worth more than £146.3 billion (as of 2008) from a low of £93.3 billion in 1998 (Li, 2008). Though this is relatively the lowest growth in 40 years, analysts believe that a growth of 1.2 percent is to be experienced in the second and third quarters of 2012 due to major events such as the London Olympics (SAS, 2011).

A research by IGD shows that consumers spend 52 percent of every pound on retail shopping with 21 percent of this spent in retail chains (Li, 2008). Nevertheless, the UK retail market has recently faced a number of uncertainties including the 2008 global recession and the Euro Zone crisis, shrinking consumer income, high unemployment rates, and an unresponsive credit system.

Currently there are more than 100 retail chains in the UK falling within the four major categories of convenience stores; traditional retail; online channel; and hypermarkets, supermarkets, and superstores. The four major retail chains are Tesco, Asda, Sainsbury’s and Morrison. Other notable retail chains include Waitrose, Marks & Spencer and Iceland.

3.0 Brief Overview of the Two Companies

Over the years, Morrison and Tesco have registered immense growth courtesy of their sound financial and operational strategies. Morrison occupies the fourth position with about 11.8 percent while Tesco occupies the first position with about 30 percent of the local market share (Li, 2008). Though the companies pursue different operational and financial strategies, their UK operations are subject to the same market and accounting regulations. As such, it is arguable that Tesco pursues the most responsive strategy.

Morrison has a simple business strategy. A strategy based on the desire to address the individual grocery needs for all its customers by providing fresh, affordable, quality food and outstanding customer service. This strategy is buoyed by an easily controllable internal supply chain – the company can constantly monitor the manufacturing and delivery of food products to guarantee freshness and customer service. Moreover, the company’s corporate strategy incorporates stakeholders’ needs while ensuring the company stays afloat in the highly competitive UK retail market (Morrison, 2012).

On the other hand, Tesco strategy is based on the urge to responsibly and effectively serve the needs of the communities it operates in. This is within the seven core pillars of its business strategy of expanding its operations within the UK, venturing into the international market, aggressive selling, responsive selling, creating high value brands, creating value for its stakeholders, and expanding retail services in all markets (Tesco, 2012).

4.0 Companies Strategic Differences

4.1 Morrison

Morrison registered huge group revenues in the last five financial years – £12,969 million in 2008 and £17,663 million in 2012. During the financial year 2011/2012, Morrison experienced a huge growth in customer numbers – a record number of customers visited its stores (about 0.4 million every week) (Morrison, 2012). This is an indicator that the company’s business strategy to offer fresh foods is bearing fruits. The fact that Morrison’s online channel is small demonstrates that customers are beginning to build faith in its business approach. Actually, the personalized business approach where experts in food areas such as fish interact with customers is gaining popularity among consumers.

Moreover, the company’s corporate compliance and social responsibility records are outstanding. Under the Corporate Compliance and Responsibility (CCR) Committee, the company ensures that it constantly improves core corporate responsibility and governance areas such as workplace health and safety, environmental management, ethical and competitive compliance, executive remuneration, as well as corporate responsibility. The company maintains a strong relationship with charitable organizations as well as government agencies – to date, it has achieved 14.6 percent reduction in carbon emission, a promising achievement based on the 30 percent overall reduction target set out in 2005. In addition, the company is on target to achieving zero waste directed to landfills by 2013 – only 5.6 percent is remaining (as of 2012). The company exceeded its annual target of raising £1 million for charity work – in the 2011/12 financial year, £2.3 million was raised (Morrison, 2012).

On the other hand, executive remuneration is done in tandem with the company’s performance, business priorities as well as the environment in which it operates in. This has been on an increasing trend in the last five years relative to the PBT which has been on an increase in this period. To boost investor confidence, the companies CEO encourages major shareholders to regularly make input in the way major corporate governance activities are carried out.

4.2 Tesco

Tesco experienced increased revenues in the last five financial years despite operating in a highly competitive and unpredictable environment – £47,298 million in 2008 and £64,539 million in 2012. The company is actually a nice investment for potential and existing investors – it is registering huge sales and giving out its shareholders value for their investment through huge dividends.

However, unlike Morrison, Tesco has achieved phenomenal growth courtesy of the expansionist strategy it pursues – the company believes in expanding its markets into new product lines such as finance as well as new avenues for reaching out to its customers. It believes in growing its online presence as a way of adapting to customers’ new ways of doing things.

For example, whereas Morrison believes in adopting the “street market” approach, Tesco believes in expanding its business so as to successfully create more jobs, bring fresh foods to under-developed neighbourhoods, review the quality of its brands, step-up the innovation gear, reduce prices, build economies of scale, and open-up new stores to penetrate traditionally conservative markets. This is in tandem with the official slogan that “no one tries harder for customers” (Tesco, 2012: 11).

The company prides in increasing staff, training new employees, acquiring new equipments, and opening-up new stores. This is in tandem with the company goal of enhancing customer perceptions by providing the best shopping experience whose core pillars are “service, range, quality, price, availability and the store environment” (Tesco, 2012: 12).

5.0 Financial Analysis

5.1 Profitability Ratios

5.1.1 Morrison

Profitability 2012 2011 2010 2009 2008

GP 6.9% 7.0% 6.9% 6.3% 6.3%

NP 3.9% 3.8% 3.9% 3.2% 4.3%

ROCE 0.31% 0.27% 0.33% 0.27% 0.24%

ROE 12.8% 11.7% 12.1% 10.2% 12.7%

3.1.2 Tesco

Profitability 2012 2011 2010 2009 2008

GP 8.15% 8.48% 8.10% 7.76% 7.67%

NP 3.9% 4.0% 3.7% 3.6% 4.1%

ROCE 13.3% 12.9% 12.1% 12.8% 12.7%

ROE 15.81% 16.07% 15.91% 16.57% 17.94%

As the above tables show, Tesco has experienced a larger GP than Morrison but the two companies have relatively similar NP for the five year period. Moreover, Tesco has a relatively stable GP and NP while Morrison’s GP and NP have been erratic within the same period. Both companies registered a low NP in 2009 perhaps due to the effects of the global recession.

Overall, Tesco is more efficient in managing its operational costs than Morrison (Vance, 2003). Specifically, Morrison cannot seem to keep its costs of financing at low levels as shown by a smaller NP for the five year period. Additionally, Tesco has registered a large ROCE and ROE than Morrison in the same period.

This is an indicator that that Tesco keeps its costs of selling, financing, and investment at relatively low levels than Morrison. Perhaps this is because the company has a large market share compared to Morrison and hence enjoys economies of scale.

5.2 Liquidity Ratio

5.2.1 Morrison

Liquidity 2012 2011 2010 2009 2008

Current Ratio 0.57 0.55 0.51 0.53 0.50

Acid Ratio 0.24 0.24 0.24 0.38 0.32

5.2.2 Tesco

Liquidity 2012 2011 2010 2009 2008

Current Ratio 0.67 times 0.68 times 0.71times 0.74times 0.58 times

Acid Ratio 0.48 times 0.50 times 0.54 times 0.59 times 0.34 times

Tesco can meet its short term debt obligations easily than Morrison. Tesco liquidity has increased by a larger margin than that of Morrison over the last five years – Tesco’s current ratio and acid ratio for the last five years show a change of 0.09 and 0.14 respectively compared to Morrison’s 0.07 and -0.08 respectively. This large and positive range in current ratio and acid ratio indicates that Tesco has been steadily improving its ability to offset its short term liabilities than Morrison over the same period.

Actually, Morrison experienced a decline in acid ratio during the last five years, an indicator that the company is in deficit of short-term assets and can only meet its short term liabilities by selling inventories (Helfert, 2001). Overall, the company’s liquidity ratios are healthy by industry standards as the companies have faster inventory turnover rates.

5.3 Asset Management

5.3.1 Morrison

Asset Management 2012 2011 2010 2009 2008

Stock Turnover 23.27days 25.83 days 26.71 days 48.58 days 39.90 days

Asset Turnover 3.3 3.0 3.1 3.2 3.0

5.3.2 Tesco

Asset Management 2012 2011 2010 2009 2008

Stock Turnover 20.02days 21.21 days 22.91 days 22.27 days 21.31 days

Asset Turnover 3.70 3.42 3.90 4.18 3.98

Morrison stock turnover period has been on a decrease since 2008 except in 2009 when it shot from 39.90 days to 48.58 days. Nevertheless, the company seem to be enjoying a relatively stable yet decreasing stock turnover rate over the last five years, with 2012 being its worst year. Tesco too has been experiencing decreasing stock turnover rate over the years.

This phenomenon could have been occasioned by the shrinking of disposable income among consumers in the UK during this period. Nevertheless, Tesco has a slightly higher asset turnover than Morrison, an indicator that the company is more efficient in turning its assets into revenue. Overall, the two companies seem to be experiencing stable asset turnover in the last five years.

3.4 Gearing Ratio

3.4.1 Morrison

Gearing 2012 2011 2010 2009 2008

Debt Ratio 27.26% 15.07% 18.67% 14.20% 12.40%

Interest Cover 20.70 times 21.02 times 15.11times 11.18times 10.2 times

3.4.2 Tesco

Gearing 2012 2011 2010 2009 2008

Debt Ratio 38.41% 40.85% 54.0% 74.38% 52.06%

Interest Cover 9.56 times 8.176 times 6.0 times 6.6 times 11.1times

Though Tesco has a higher debt ratio than Morrison, it is clear that Morrison has a more futuristic financial approach. This approach allows for the maximization of funding from long-term lenders at the expense of short-term ones. It is therefore not a surprise that Tesco has a lower interest cover ratio than Morrison as it seems the company prefers utilising short-term finance and reinvesting its profits while suppressing long-term finance.

3.5 Investment Ratio

3.5.1 Morrison

Investment 2012 2011 2010 2009 2008

Dividend pay-out 1.6% 1.5% 1.4% 1.3% 0.9%

Dividend per share 10.70p 9.60p 8.20p 5.80p 4.80p

EPS 26.68p 23.93p 22.80p 17.39p 20.79p

Price/earnings 11.40 11.60 14.10 15.60 15.20

3.5.2 Tesco

Investment 2012 2011 2010 2009 2008

Dividend pay-out 0.5% 0.5% 0.6% 0.6% 0.5%

Dividend per share 14.76p 14.46p 13.05p 11.96p 10.90p

Earnings Per share 34.98p 33.10p 29.33p 27.14p 26.95p

Price/earnings 8.50 11.10 13.20 11.50 14.60

Tesco has been paying higher dividends to its shareholders compared to Morrison yet it has a low dividend pay-out ratio for the last five years. The reason for this phenomenon is because Tesco has huge net income that converts to higher earnings per share. Moreover, Tesco has a low price-earnings ratio because its earnings per share is much higher than that of Morrison for the five years period – Tesco earnings per share has increased from a low of 26.95p in 2008 to a high of 34.98p in 2012 compared to Morrison which has grown from 17.39p in 2009 to 26.68p in 2012. Both companies have registered a decreasing PE in the last five years, with Tesco registering the lowest PE. This can be interpreted to mean that both companies offer investors almost the same value for their money.

4.0 Conclusion

Both Morrison and Tesco have experienced immense growth. This growth is as a result of pursuing robust business models that allow them to offer value to their stakeholders. Morrison pursues a somehow lean business model, while Tesco pursues an agile one hence the difference in their total share in the UK market. Overall, both companies offer their shareholders almost the same value for their money as they have almost similar profitability capabilities, short-term debt payment capabilities, asset management capabilities, long-term funding utilization capabilities, investment capabilities yet they pursue significantly different business approaches. As Vance (2002) posits, the five broad categories of financial ratios are not exhaustive in giving the true financial picture of a company but they have succeeded in giving investors a clear glimpse of where the two companies are headed.

References

Helfert, E.A. (2001). Financial analysis: Tools and techniques: A guide for managers. New York, NY: The McGraw-Hill Companies.

Li, E. (2008). Supermarket chains and grocery market in the UK. Shanghai, China: China Europe International Business School.

Morrison PLC (2012). Annual report and financial statements 2011/12. Wm Morrison Supermarkets PLC.

SAS (2011). UK retail 2012 & beyond. [Online]. Available at: HYPERLINK “http://www.sas.com/offices/europe/uk/downloads/press/sas-verdict-retail2012.pdf/” http://www.sas.com/offices/europe/uk/downloads/press/sas-verdict-retail2012.pdf/ (accessed June 22, 2012).

Tesco PLC (2012). Annual report and financial statements 2012. [Online]. Available at: HYPERLINK “http://www.tescoplc.com/files/pdf/reports/tesco_annual_report_2012.pdf/” http://www.tescoplc.com/files/pdf/reports/tesco_annual_report_2012.pdf/ (accessed June 22, 2012).

Vance, D.E. (2003). Financial analysis and decision making: Tools and techniques to solve financial problems and make effective business decisions. New York, NY: The McGraw-Hill Companies.

Appendices

Appendix 1: Morrison

Ratio Formulae 2012 2011 2010 2009 2008

GP Revenue – COGS/ revenue x 100 (17,663- 16,446/ 17,663) x 100 = 6.9% (16,479 – 15,331/ 16,479 ) x 100 = 7.0% (15,410 – 14,348/ 15,410) x 100 = 6.9% (14,528 – 13,615/ 14,528 ) x 100 = 6.3% (12,969 – 12,151/ 12,969 ) x 100 = 6.3%

NP Net profit/ sales x 100 (690 / 17,663) x 100 = 3.9 (632 /16,479) x 100 = 3.8% (598/15,410)x100=3.9% (460/ 14,528) x 100 = 3.2% (554/ 12,969) x 100 = 4.3%

ROE Net income/ shareholders equity x 100 (690/ 5,397) x 100 = 12.8% (632 /5,420) x 100 = 11.7% (598/4,949) x 100 = 12.1% (460/4,520) x 100 = 10.2% (554/4,378) x 100 = 12.7%

ROCE EBIT/ (Assets – CL 973/ (5,397 – 2,303)= 0.31 904/ (5,420 – 2,086) = 0.27 907/(4,949- 2,152)=0.33 671/ (4,520 – 2,024) = 0.27 612/ (4,378 – 1,853) = 0.24

Current ratio CA/CL 1,322/ 2,303 = 0.57 1,138/ 2,086 = 0.55 1,092/ 2,152 = 0.51 1,065/ 2,024 = 0.53 909/ 1,853 = 0.49

Acid (quick) ratio CA – Stock/ CL 1,322 – 759/ 2,303 = 0.24 1,138 – 638/ 2,086 = 0.24 1,092 – 577/ 2,152 = 0.24 1,065 – 299/ 2,024 = 0.38 909 – 325/ 1,853 = 0.32

Stock turnover Sales/ inventory 17,663/ 759 = 23.27 16,479/ 638 =25.83 15,410/577 =26.71 14,528/ 299 = 48.58 12,969/ 325 = 39.90

Asset turnover Revenue/ assets 17,663/5397 = 3.3 16,479/5420 = 3.04 15,410/4949 =3.1 14,528/4520 = 3.2 12,969/ 4,378 = 3.0

Debt ratio Total debt/Assets x 100 1471/5,397=

27.26% 817/5,420 =

15.07% 924/4,949 =

18.67% 642/4,520 =

14.20% 543/4,378 =

12.40%

Interest cover ratio EBIT/interest expense 973/47 =

20.70 904/43 =

21.02 907/60 =

15.11 671/60 =

11.18 612/ 60 =

10.2

Dividend payout ratio Dividends/ net income 10.70/690 =

1.6% 9.60/632 =

1.5% 8.20/598 =

1.4% 5.80/460 =

1.3% 4.80/554 =

0.9%

Dividend per share Dividend – special dividend/ shares outstanding 10.70 (picked from the full FY results) 9.60 (picked from the full FY results) 8.20 (picked from the full FY results) 5.80 (picked from the full FY results) 4.80 (picked from the full FY results)

Earnings per share Net income/outstanding common shares 26.68 (picked from the full FY results) 23.93 (picked from the full FY results) 22.80 (picked from the full FY results) 17.39 (picked from the full FY results) 20.79 (picked from the full FY results)

Price/earnings ratio Market value/ earnings per share 11.40 (picked from the full FY results) 11.60(picked from the full FY results) 14.10(from the full FY results) 15.60(picked from the full FY results) 15.20(picked from the full FY results)

Appendix 2: Tesco

Ratio Formulae 2012 2011 2010 2009 2008

GP Revenue – COGS/ revenue x 100 64,539 – 59,278/ 64,539 = 8.15% 60,455- 55,330/ 60,455 = 8.48% 56,910 – 52,303/ 56,910 = 8.10% 53,898- 49,713/ 53,898 = 7.76% 47,298 – (43,668/ 47,298 = 7.67%

NP Net profit/ sales x 100 2,814/ 72,035 =

3.9% 2,671/67,074 = 4.0% 2,336/62,537 = 3.7% 2,138/ 59,426 =

3.6% 2,130/ 51,773 =

4.1 %

ROE Net income/ share holders equity x100 2,814/ 17801 =

15.8% 2,671/ 16623 =

16.1% 2,336/ 14681 =

17.9% 2,138/ 12906 =

16.6% 2,130/ 11873 =

17.9%

ROCE EBIT/ Total assets – Current Liabilities 13.3% (picked from the full FY results) 12.9% (from full FY results) 12.1% (picked from the full FY results) 12.8% (picked from the full FY results) 12.7% (picked from the full FY results)

Current ratio Current assets/ Current liabilities 12,863/19,180 = 0.67times 12,039/17,731 = 0.68times 11765/ 16,015 = 0.73 times 13479/17595 = 0.77 times 6,300/ 16,015 = 0.39 times

Acid ratio Current Assets – Inventory / Current Liabilities 12,863-3,598/ 19,180 = 0.48 times 12,039-3,162/ 17,731= 0.50 times 11,765 – 2,729/ 16,015 = 0.56 times 13,479 – 2,669/ 17,595 =

0.61 times 6,300 – 2,430 / 10,345 = 0.37 times

Stock turnover Sales/ inventory 72,035/ 3,598 = 20.02 days 67,074/ 3,162 = 21.21 days 62,537/ 2,729 = 22.91 days 59,426/ 2,669 = 22.27 days 51,773/ 2,430 = 21.31 days

Asset turnover Revenue/ assets 65,166/ 17801= 3.70 56,910/1662=3.42 56,910/14681= 3.88 53,898/ 12906 = 4.18 47,298/ 11873 = 3.98

Debt ratio Total debt/ total assets x 100 6,838/17801 = 38.41% 6,790/ 16623 = 40.84% 7,929/ 14681 =

54.0% 9,600/ 12906 =

74.38% 6,182/ 11873 =

52.06%

Interest cover ratio EBIT/ financing costs 3985/ 417 =

9.56 times 3917/ 483 =

8.1 times 3457/ 579 =

6.0 times 3169/ 478 =

6.6times 2791/ 250 =

11.1 times

Dividend payout ratio Dividends/ net income 14.76p/ 2,814 =

0.5% 14.46p/ 2,671= 0.5 % 13.05p/ 2,336 =

0.6 % 11.96p/ 2,138 = 0.6% 10.90p/ 2,130 = 0.5%

Dividend per share Dividend – special dividend/ shares outstanding 14.76p (picked from the full FY results) 14.46p (picked from the full FY results) 13.05p (picked from the full FY results) 11.96p (picked from the full FY results) 10.90p (picked from the full FY results)

Earnings per share Net income – special dividend/ outstanding shares 34.98p (picked from the full FY results) 33.10p (picked from the full FY results) 29.33p (picked from the full FY results) 27.14p (picked from the full FY results) 26.95p (picked from the full FY results)

Price/earnings ratio Market value per share/ earnings per share 8.50 (picked from the full FY results) 11.10 (picked from the full FY results) 13.20 (picked from the full FY results) 11.50 (picked from the full FY results) 14.60 (picked from the full FY results)

Final project justification

Name

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Tutor

Date

Final project justification

Black culture is the cultural contributions of the African Americans to the United State’s culture. Their distinct identity of their culture is rooted in the historical experience of these African individuals that includes the middle passage. The culture of the black people is influential to the whole of America. This culture is known to be rooted in central and West Africa regions. Thus, understanding its identity within US is conscious of its origins as a blend of both west and central African cultures. The black culture was well established within the slavery period producing a very dynamic culture that has continued to impact on the whole of American culture and that of the globe.

The music presented is a presentation of the evolvement of the black music since the time of slavery. It incorporates various genres of music to reveal how the black American culture music has evolved to incorporate the more modern genres of music. At the end of it, it shows that hip hop remains to be the most outstanding genre of the African American culture. Most rappers and hip-hop artists of the African American culture are widely celebrated in America and around the globe. As a result, the previous forms of discrimination against the African Americans since the slavery period have declined significantly. In fact, most of the audience celebrating these artists from the African American culture is the white audience. Thus, the black culture music has gone a long way in ensuring that the African-American culture is accepted in the USA and beyond.

The African-American music is rooted in the polyrhythmic music of various ethnic groups in Africa. These groups include those in sub-Saharan, western and sahelean regions of Africa. Initially, Africa oral traditions encouraged its members to use music to ensure that they passed history taught various lessons and eased the ongoing slavery’s suffering. Due to the blackface show in the 19th century, their music entered the mainstream society of the American culture. By the early 20th century, various genres of music had been formed which transformed the American music. Through the help of modern technology, there emerged the ragtime, swing, jazz and the blues.

This age became familiar as the jazz age. In the mid 20th century, there emerged rock and roll, soul and R&B. they became very popular in the white audience and influenced other musical genres including surf. In the 1970s, a genre called dozens emerged. It was a form of the black tradition of using a rhyming slang to ensure that they put ones enemies down. The West Indian’s tradition that incorporated toasting developed into a new music form. In south Bronx, the hip-hop force developed which involved half speaking and half-singing known as rapping. It grew into a successful force of culture (Levine 123).

The hip-hop genre has become a multicultural movement in America and it remains important to many of the African Americans. Their cultural movement of 1950s and 1960s propelled the growth of funk and later on hip-hop forms including rap and jack swing. They then created house music in black communities of Chicago in the 1980s. The music of the black culture has been widely accepted in the American culture in the 21st century more than it was before. In addition to innovating new music forms, the modern artists continue to generate older genres of music including neo-soul.

Work Cited

Levine, Lawrence W. Black culture and Black consciousness. Oxford; New York: Oxford University Press, 2007.