Presentations \u2013 How to Do Good Analysis<\/p>\n
A. Good Analysis \u2013 How To Give it<\/p>\n
\u00b7 don\u2019t just read off the values from the slide \u00b7 tell the STORY behind the numbers \u2013 link numbers to specific products and decisions<\/p>\n
B. Interpreting Cash Flow Slides<\/p>\n
Slide<\/p>\n
Causes (usually a combination of the following)<\/p>\n
Cash from Operating Activities<\/p>\n
Positive Values<\/p>\n
\u00b7High Sales of products — mention specific products<\/p>\n
– Lower costs for materials & labor (variable costs)<\/p>\n
– Lower costs for Period costs<\/p>\n
– which generate higher profits and therefore cash from operating activities.<\/p>\n
– selling off excess inventory produced in a previous round<\/p>\n
Negative Values<\/p>\n
\u00b7Excessive expenses (materials, labor, period costs)<\/p>\n
\u00b7 Excessive amounts of product left on hand \u2013 over optimistic sales forecasting or production creating inventory carrying charges<\/p>\n
\u00b7 Low sales due to competition or bad positioning of products<\/p>\n
\u00b7 Over-investment in TQM or investment in a new Product (R&D)<\/p>\n
\u00b7 excessive interest payments<\/p>\n
Cash from Investing Activities<\/p>\n
Positive Values \u00b7Selling off capacity generates positive cash from investing<\/p>\n
Negative Values<\/p>\n
– buying capacity, automation investment<\/p>\n
– NOT TQM or R&D (!)<\/p>\n
– not a bad thing to have negative cash from investing; negative and positive values are simply descriptive of what happened<\/p>\n
Cash from Financing Activities<\/p>\n
Positive Values \u00b7 issuing stock, taking loans, taking long-term debt, taking an emergency loan<\/p>\n
Negative Values \u00b7 buying back stock, paying back loans, issuing dividends<\/p>\n
(don\u2019t pay more than EPS in a dividend or it will hurt your stock price)<\/p>\n
Ending Cash Balance<\/p>\n
\u00b7 don\u2019t have to say too much about this \u2013 other than if you are in a strong, medium or weak cash position.<\/p>\n
——–<\/p>\n
How to Do a Good Analysis in a Presentation<\/p>\n
A. How to Give a Good Analysis<\/p>\n
Don’t just read the numbers off the slide; explain the STORY behind the numbers by connecting them to specific items and decisions.<\/p>\n
B. Cash Flow Slides Interpretation<\/p>\n
Slide<\/p>\n
Reasons for this (usually a combination of the following)<\/p>\n
Cash generated from operations<\/p>\n
Positive Attributes<\/p>\n
\u00b7High Sales of products — mention specific products<\/p>\n
– Lower costs for materials & labor (variable costs)<\/p>\n
– Lower costs for Period costs<\/p>\n
– which generate higher profits and therefore cash from operating activities.<\/p>\n
– selling off excess inventory produced in a previous round<\/p>\n
Negative Values<\/p>\n
\u00b7Excessive expenses (materials, labor, period costs)<\/p>\n
\u00b7 Excessive amounts of product left on hand \u2013 over optimistic sales forecasting or production creating inventory carrying charges<\/p>\n
\u00b7 Low sales due to competition or bad positioning<\/p>\n","protected":false},"excerpt":{"rendered":"
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