Gemini Electronics has become a successful electronics company that looks to be growing on an upward slope. We can see where Gemini is booming, as well as where they are lacking, by analyzing their Ratios and Statement of Cash Flow. Liquidity measures a firm’s ability to meet its cash obligations; shown by calculating the Current Ratio and the Quick Ratio. Gemini’s liquidity has slightly increased from 2008 to 2009, but remains below the industry average. An acceptable Current Ratio should be around 2:1, which Gemini has exceeded in 2008 (2.52:1) and 2009 (2.56:1). This means that every dollar of current liabilities is backed by just over $2.50 worth of current assets, which is a positive for any business. Gemini’s Quick Ratio has barely changed …show more content…
Due to the fact that an acceptable Quick Ratio is around 1:1, Gemini is in good shape with their Liquidity ratios. This was during a time with a falling U.S. dollar and emerging Korean competition in the market, yet Gemini still was able to meet its short term cash obligations. The objective of any business is to ensure that resources are being used efficiently to produce an acceptable return. For Gemini, we can analyze their Efficiency by inventory days and total asset turnover. Gemini’s parts have remained about the same from 2008 to 2009 at 49.2 and 48.8, significantly above the industry average of 32.3 days. Though they have decreased by 1 day, it is still much longer than the average. This means Gemini has inventory parts that sit for almost 50 days. This is because Gemini still had to source many of its parts from Asian contractors, resulting large part inventories being maintained due to long delivery times. Their Work in Process has increased by 0.01 from 2008 to 2009 and it remains less than half of the industry average. Additionally, due to the rapid technology, Gemini’s Finished Goods remains monumentally smaller than the industry average. It …show more content…
Though having dropped from 0.65 in 2008 to 0.63 in 2009, this is still significantly higher than 0.5. This means that 63% of Gemini’s assets are financed by debt, thus the lenders bear the greatest risk. This is because Gemini financed all land, equipment and some patents with term loans. Though the Debt to Equity Ratio conveys the same information as the Debt Ratio, we see that from 2008 to 2009 this number has dramatically dropped. As opposed to using 1.87 in borrowed funds compared to each dollar provided by shareholders like in 2008, Gemini now only uses 1.71. According the Time Interest Earned Gemini has $4.63 of earnings before interest and taxes available per dollar of interest charges to pay interest and taxes, down from the $5.73 in 2008. Though having decreased, Gemini remains above the industry average of $3.21 by a considerable
Debt - Equity ratio was included to show that both companies are financed with a large portion of debt, yet remain
The American sub-prime mortgage crisis and asset-backed commercial paper (ABCP) crisis happened in Canada had huge negative impacts on the financial industry. With the bankruptcy of several major banks in North America, investors lost their faith in financial institutions and were not willing to invest their assets to those financial institutions because of extremely high risks. As a competitive player in the industry, Goodwin also faced this threat and had poor performance. Internal Analysis Strength: Goodwin was a well-diversified company with six divisions in different but related market segments.
Thus, they are in a position to cover any debt obligations that may come up quickly. Their inventory turnover has been relatively steady over the five years of data. In year 7 their inventory turnover reached 3.2 which means inventory is moving through to customers at an increased rate over the year which correlates with their increased sales. This statement is supported by the fact that the days inventory held for stoves has dropped over the past five years from 146 days in year 3 to 114 days in year 7. These reductions have allowed for the reduction of their days in accounts payable from 51 all the way down to 11.
This liquidity ratio shows that the company is viable and an ongoing operation their ability to pay back liabilities. This shows that even though Kelly Services is affected by the economic cycle they can still meet their monthly obligations. Cash flow from operations equals CFO over Current liabilities at .049. This is an important liquidity ratio recognizing cash flow and of strategic importance to future planning. Kelly Services needs no external financing to handle their debts and capital expansion would not be a problem for them.
In this case, CanGo is not performing well because a high Debt to Equity Ratio generally means that a company has been aggressive in financing its growth with debt. Debt includes things such as stocks, bonds, and loans that the company borrowed against. CanGo’s Current Ratio is 5.38 and Amazon’s Current Ratio is 1.33. CanGo is performing well in this area compared with its primary competitor because this ratio shows that CanGo is more than capable of repaying its debits and liabilities. The higher the current ratio, the more capable the company is of paying its obligations.
This has placed SNC in a position to take on more leverage in the future, especially with its continuously growing interest coverage ratio. At the end of phase 3, SNC has a high interest coverage ratio of 105.88 due to the low level of interest expense, which steadily decreased from phase 1 to phase 3 . The improvement in interest coverage over the three phases shows investors that SNC is a creditable investment and shows SNC that they can take on more debt if needed. SNC is satisfied with its decision to switch to AT as its financier over MDM because of the long run potential benefits. Although SNC did not over draw its credit line or utilize the additional $500,000 on their credit line over the nine years, they have generated a cash surplus and enough value to meet their debt needs, as well as built a more stable and profitable company.
1 Introduction The main issues in this case relates to a mature firm that does not use debt at all and is not taking advantage of the lowest interest rates in nearly 50 years. William Wrigley Jr. Company makes chewing gum, has a leading market share in their line of business, and yet has no debt. Blanka Dobrynin, a managing partner of Aurora Borealis LLC, wants to see if Wrigley Company can take advantage of and benefit from debt. 2
Cost of equity was calculated using the 10 year UST rate, 5.02%, because it is a good measurement of the risk free rate, plus the firm’s beta, 0.56, multiplied by the risk premium, which we concluded to be 5%. This gave Blaine, when unlevered, a WACC of 7.82%. When taking the $40 million debt and $100 million cash buyout of stocks into account, cost of debt is now a factor. Cost of debt was 5.88%, the bond rating of a AAA rated company like we assume Blaine
Back in 2006, Daktronics faced a strong three-year growth period since 2003. To-tal sales increased by 74% from $177M to $309M. To maintain this growth, Daktronics set the goal of eliminating manufacturing and capacity constraints. Before 2006, Daktronics followed the main strategy of replication (increasing number of facilities, equipment and people). They decided to expand their first facility in Brookings and add two more (Redwood Falls and Sioux Falls). Increas-ing pressure on cost reduction led the company to think of different methods of growth management.
Case Study 1: Banc One Corporation Asset and Liability Management Gizem Akkan So basically, the main problem Banc One Corporation has falling share prices as it is written from a 48 ¾ to 36 ¾ in April 1993. The basic reason behind this decline is that its exposure to derivative securities. This decline in share prices raises concerns among the Banc One’s Investors as well as its analysts since they are uncomfortable with huge amount of derivative usage particularly swaps. They think they are not able to measure risks they exposed so this create uncertainity about the firm’s financial stability.
A-Four support activities: 1- firm infrastructure and finance : -Strong brand, product, marketplace solution, delivery and support. (brand value from 35$ in 1973 to 10.7 billion in 2014 ). -Empowerment of top management –geographic structure. -Low debt, short term debt 2.9 billion, and long term debt 1.1 billion. Cash in hand 2.2 billion.
Walmart has a 29.03 payout ratio which is much higher than Costco which is at 26.4 and Target which has a payout ratio of 20.0. These ratios help investors and Wall Street analyst understand how companies can successfully manage debt and at the same time become profitable while meeting the needs of the consumers. It is expected and realistic to see that Walmart has a large debt ratio, however, this debt ratio must be understood from an organic and holistic point of view to give credence to the ability of the executive team at the organization. Organizations are entities that are not any different from an analysis point of view than that of actual
SNC was able to increase its total firm value by $1,834,000 and its total equity value by $1,581,000, in 2012 dollars. On average, this attributed to an increase of approximately $203,778 a year in firm value. After a complete analysis of the company, SNC has proven and established itself as a trustworthy company, and it is expected that the market will reward SNC with lower risk. From 2010-2021, the equity multiplier decreased about four times from an average of 3.65 to an average of 1.10. The risks associated with taking on debt are mitigated due to SNC’s decreased leverage.
This, joined with its great cash-flow, has driven the board to suggest an entire year profit increment of 19.9%. This amplifies its reputation of double digit development, with sales growing by 11.4% in the course of the most recent five years and EPS and dividend per share becoming by 14.7% and 13.5% respectively. (Whitbread Investors,
COST STRUCTURE OF SAMSUNG Low cost structure of Samsung and high responsiveness to economic events has made Samsung more competitive. For example, initially Samsung focused more on volume and domination on market rather than increasing profitability. However, in 1990s, during the Asian financial crisis, Samsung cut costs and reemphasized product quality and manufacturing flexibility, which allowed its consumer electronics move from project phase to store shelves within next six months. Under the resources-based view of strategic management, effective resources available to a firm, as well as the competency of a firm is responsible in affecting competitive advantage received by a firm.