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FINANCIAL PERFORMANCE

Transcript: LIMITATION OF THE STUDY The present study is completely relied on secondary source of data only. The study is confined to last 10 years. RESEARCH METHODOLOGY The present study is based on secondary source of data which has been obtained from the web sites of the company and other web sites. The period of the study is 2001-2011. This study is conducted with the help of K.B.Mehta’s Model, a modified version of Altman’s model. The Z model suitably modified by Prof. K.B. Mehata for the Indian context is as follows. Z = 0.717X1 + 0.845X2 + 3.107X3 + 0.42X4 + 0.995X5 THE Z SCORE The Z model suitably modified by Prof. K.B. Mehata for the Indian context is as follows. Z = 0.717X1 + 0.845X2 + 3.107X3 + 0.42X4 + 0.995X5 FINANCIAL PERFORMANCE OF CERA SANITARYWARE -MEHERJI DUVVURI Associate Professor BVCITS, Amalapuram. OBJECTIVE OF THE STUDY 1. To evaluate the financial efficiency and performance of the company 2. To forecast financial health of the company

Financial Performance

Transcript: Financial Performance can satisfy maintenance program expenses Stadium maintenance expenses= $3,854,603 tourist taxes coming in for the stadium maintenance= $4,147,033 Net Assets= $7.7 million $65.2 million in bonds outstanding continually furnishing, equipping, improving, operating/maintaining the stadiums, automobile parking lots, recreational facilities, and necessary sites related to the stadiums. ability to satisfy debt obligations increased more tourist tax coming in since Tigers went to the World Series New Projects & How Projects are Funded can satisfy current liabilities with current assets efficiently Current Assets=$8,104,000 Current Liabilities=$3,219,000 Financial Strength Detroit-Wayne County Stadium Authority $7.1 million or 92% of net assets restricted for repayment of principal and interest on outstanding bonds only 8% is used for development tourist tax revenue increased by $313,000 more revenue coming in to satisfy bond obligations

Financial performance

Transcript: Financial performance Thank you for your attention! Marketing ethics Financial and comparing performance Marketing ethics Social marketing - marketing technique leads to change people behaviour for their good or benefits for society Corporate social responsibility (CSR): advantages for company of being socially responsible cause related marketing CRM - company donates money to a charity, a non-profit organization -> brand is associated with the charity -> good image green marketing - development and distribution of eco-friendly/enviromentally friendly goods responsible purchasing - company can refuseto buy material or good made using child labour, or have been tested on animals Comparing performance - subjective measure - how well a company can use assets and generate revenues - measure of financial health - finance - how money is made - financing - the way that something is paid for - financial reporting - information about company´s finances - annual report : P&L account, balance sheet, cashflow statement - ways how to borrow money : shareholders, bonds, banks - EBIDTA - earnings before interest, tax, depreciation, amortization - if a company is good at generating cash or cashflow Three ways of comparing companies: 1. Return on assets (ROA): how well is company using capacity -> full capacity/spare capacity 2. Return on equity (ROE): how well is company using shareholder´s equity 3. Leverage: amount of company´s borrowings -> leveraged, over- leveraged

Financial Performance

Transcript: Financial Performance Analyzing Key Metrics and Trends Historical Performance Analysis Trend Analysis Techniques Historical performance analysis involves reviewing past financial data to identify trends, patterns, and anomalies over different periods. Key metrics such as revenue growth, profit margins, and expenditure are scrutinized to gauge the company's financial health and operational efficiency over time. Trend analysis techniques, including linear regression and moving averages, are employed to forecast future financial performance based on historical data. They help in detecting patterns and making predictions that inform budgeting, resource allocation, and strategic planning. Analyzing Financial Trends Key Performance Indicators (KPIs) Understanding financial trends is crucial for evaluating a company's historical performance, identifying patterns, and making informed business decisions. This section delves into historical performance analysis, trend analysis techniques, and comparative analysis to enhance strategic insights. Profitability Ratios Key Performance Indicators (KPIs) are crucial metrics that provide insights into a company's financial health. Understanding these ratios enables better decision-making and strategic planning. Profitability ratios evaluate a company's ability to generate profit relative to its revenue, operating costs, and equity. Key examples include the Gross Profit Margin, Net Profit Margin, and Return on Equity (ROE), which indicate financial efficiency and success. Summary of Findings Comparative Analysis Conclusion and Recommendations Solvency Ratios The analysis reveals that consistent monitoring of key financial metrics directly correlates with improved profitability and strategic decision-making. Profitability ratios indicate a strong potential for growth, while liquidity and solvency ratios reflect stable financial health, ensuring the company can meet its short-term and long-term obligations. This section consolidates the insights gained from the analysis of financial performance, emphasizing key findings and strategic actions for future success. It underscores the importance of ongoing financial monitoring to sustain growth and profitability. Liquidity Ratios Comparative analysis compares a company's financial metrics against industry standards or competitors. This assessment reveals strengths and weaknesses, helping stakeholders understand the company's market position and competitiveness, leading to strategic decision-making. Solvency ratios measure a company's ability to meet its long-term debts and obligations. Critical ratios such as Debt to Equity and Interest Coverage Ratio inform stakeholders about financial leverage and risk management. Liquidity ratios assess a company's ability to cover its short-term obligations. Key metrics like the Current Ratio and Quick Ratio measure the relationship between liquid assets and liabilities, providing insights into financial stability. Strategic Recommendations Future Financial Performance Monitoring Establishing a routine for monitoring financial performance through quarterly reviews and updates is critical. Integrating advanced analytics and benchmarking against industry standards will facilitate proactive adjustments, ensuring that the organization remains agile and responsive to market changes. Efficiency Ratios To enhance financial performance, it is recommended to implement a robust financial planning process that incorporates regular forecasting and budgeting. Additionally, focusing on cost-control measures and investing in high-return projects can significantly improve overall profitability and competitiveness in the market. Efficiency ratios gauge how effectively a company utilizes its assets and liabilities to generate sales and maximize profits. Ratios like Asset Turnover and Inventory Turnover highlight operational efficiency and resource management. Importance of Forecasting Forecasting is essential for businesses as it aids in budgeting, forecasting revenue, and planning for growth. Companies that utilize forecasting are better positioned to respond to market changes and make data-driven decisions, ultimately enhancing profitability. Overview of Key Metrics Methods of Forecasting Income Statement Components Key components are revenues, expenses, and net profit. Revenues reflect sales generated, expenses indicate costs incurred, and net profit reveals the company's remaining profit, critical for investors and stakeholders. Key metrics in financial performance include net profit margin, return on assets (ROA), and return on equity (ROE). These indicators offer insights into profitability, efficiency, and overall financial health of the business. Financial Forecasting Key methods of financial forecasting include qualitative techniques such as surveys and expert opinions, and quantitative methods like historical data analysis and statistical models. Each method has its strengths and is chosen based on data

Financial Performance

Transcript: Information and Market Research Goal Setting Market leader in trucks Innovate Family Car Develop New Strategies Ranked 2nd Team Members: STRATSIM Presentation Team A supervised by: Michael W Little Customers Preferences Market Behavior Competitors Advances Technological Failures Vehicles Attributes Price: Mid range in all segments Place Slight preference for the South Promotion Regular marketing promotions Dealarship openings ( including personnel training and support) Products Regular product upgrades New Concept Launch Comparative results CEO: Abdellah Maliki MARKETING MANAGER: Nora Chbicheb Operation Manager: Nada Errarhib Financial Manager: Kenza EL Malhouf Team leader ensures the flow of communication Problem Formulation Solution developpement Implementation Unanimity of decision making Marketing Mix Dynamics of the Group Market Testing Competition oversight Segmentation Testing Risk and Uncertainty Financial Performance

Financial Performance

Transcript: --> firms might be able to reduce their cost of capital by promoting certain ESG concerns governance performance - Average of 639 firms 1. Does ESG-performance of a company affects its stock price at all? --> not all ESG dimensions are equally relevant for stock returns Coclusion Part II The End data of the company "Kinder, Lydenberg and Domini" on seven ESG dimensions since 1991 if a company meets an ESG dimension --> score 1 if not --> score 0 Weak employee relations --> carrying non-sustainability risk premium Financial Performance 2. The mispricing scenario impact on company´s cash-flow streams lack of information --> ineffective reflection in stock price Sources: http://www.epaw.co.uk/EPT/glossary.html; http://www.sptf.info/how-do-i-start/faqs#8; http://www.progressoutofpoverty.org/ppi-social-performance Source for definition: https://www.nachhaltigkeit.info/artikel/sri_socially_responsible_investment_1610.htm Incorporating social and environmental criteria into the investment process that might affect the future financial performance Some Definitions Socially responsible investing calculating the final score by aggregating The three scenarios 1. No-effect-scenario no difference in returns The requirements: how well an organization is achieving it´s social goals - Ethical beliefs of investors (discriminatory-tastes argument) - and/or (non-) sustainability risk factors (risk-factor-scenario) 2. If so, why? --> change from positive effect of employee relations from 1992 to 2003 to negative effect from 2003 to 2008 could be due to compensation for risk Sooooo.... Brings us back to the core question: Is it mispricing or compensation for risk why ESG-performing firms have positive or negative abnormal returns? information on ESG-performance available enough investors who care --> only community-relations had a positive effect on stock returns 1. Economic argument costs and benefits have to be associated to the ESG concerns Problem: How to reflect this in the stock price efficiently? environmental performance - the environmental impact of a company´s resources consumed and it´s products and services produced also called: values-based SRI SRI is an evolving notion (sich entwickelnde Idee) --> still unclear why investors should take any of the criteria into consideration How ESG was measured here Stock returns in relation to social, environmental and governance performance But: this may not have been efficiently reflected into stock prices 2. Discriminatory-tastes-argument benefit-cost relation is secondary investors target non-financial utility moral or ethical reasons --> firms with low scores in employee relations had higher expected stock returns than firms with high scores in employee relations Mispricing or compensation for risk? social performance - how much a company is connected to social strenghts Period: July 1992 to June 2008 --> together: ESG-performance 3. The risk-factor scenario low ESG performance = higher returns due to higher risk Conclusion of Christiana Manescu´s study Academic Explanations According to the author.... might be the central reasons

Financial Performance

Transcript: Corpo. Social Responsibility (1/3) Business and Customers (2/2) Company Profile (1/1) Chase takes pride in working to develop vibrant and diverse communities capable of sustaining a high quality of life and economic opportunity. Philosophy They distinguish themselves as a national leader in community development by providing loans, investments and community development services. Q & A JP Morgan Chase Go- Green (1/3) Go- Green (3/3) Presented By: Jimy Flores Lin Jeff Kevin Josh William Presented To: Mr. Tao Yu Cheng Taiwan (R.O.C.) December 24th, 2013. Corporate Culture (2/2) JPMorgan Chase & Co., the parent company of J.P. Morgan Securities, is a leading global financial services firm with operations in more than 60 countries. The firm is a leader in asset management, investment banking, private banking, treasury and securities services and commercial banking. Business and Customers (1/2) Linking management rewards to progress in achieving diversity. Identifying top talent and building development plans accordingly. Seeking a diverse slate of candidates for all key job openings. Building a pipeline for diverse talent by working closely with universities and key industry groups. 4.10 Board access to outside resources. 4.11 Director orientation and continuing education 4.12 Code of business conduct and ethics 5. Other matters: 5.1 Transactions with immediate family members. 5.2 Confidential voting. Repricing of stock options. 5.4 Bonus recoupment policy. 5.5 Poison pills. 5.6 Proposed transactions. 5.7 Communications with the Board Go- Green (2/3) Core Values: Performance Partnership Meritocracy Inclusion Directness . Diversity (2/2) Company profile Vision Mission Core values and business philosophy Business and Customers Financial Performance Corporate Culture Leadership Diversity Go- Green Corp. Social Responsability Corporate Governance Innovation and Technology Business Management Conclusions Reference 2. Board Composition: 2.1 Size and composition of the Board 2.2 Definition of independence. 2.3 Former officer-directors. 2.4 Change of job responsibility. 2.5 Director tenure. 2.6 Retirement age. 2.7 Limits on board and audit committee memberships. 2.8 Majority voting for directors. 2.9 Stock ownership requirements. At JPMorgan Chase, they want to be the best financial services company in the world. Because of their great heritage and excellent platform, they believe this is within our reach. Corporate Governance (3/4) 1. Functions of the Board: 1.1 Criteria for composition of the Board, selection of new directors. 1.2 Assessing the Board´s performance 1.3 Formal evaluation of the Chairman and the Chief Executive Officer. 1.4 Succession planning and management development. 1.5 Strategic Reviews. 1.6 Board and management compensation review On this site, organizations of all sizes can learn about the latest developments in the global "Go Green" initiative and how they can implement. Jpmorgan Chase Website.(2013, November). JPMorgan Chase & CO. jpmorganchase.com. Retrived November 9th, 2013 from http://www.jpmorganchase.com/corporate/About-JPMC/aboutus.htm Being the best requires working together – across time zones, languages and borders. That can only take place in an environment where people respect, value and support one another. Actively involving their people – through employee networking groups, annual forums, open discussions with senior leaders, seeking input on multicultural marketing efforts, and partnering on community activities. Offering a comprehensive set of policies, programs and benefits to meet the changing needs of a wide spectrum of individuals. J.P. Morgan have helped more than 10,000 clients worldwide transition their paper-intensive treasury functions into leaner, greener, higher performing electronic operations. (1/2) Content Corporate Culture Business Management They have a code of ethics to promote honest and ethical conduct and compliance with the law, particularly as related to the maintenance of the firm's financial books and records and the preparation of its financial statements. This Code of Ethics applies to the Chief Executive Officer, President, Chief Financial Officer, and Chief Accounting Officer. J.P. Morgan : Investment Bank. Asset Management. Treasury Services. Worldwide Securities Services. Private Banking. The commercial banking businesses include: Corporate Client Banking. Government, Not-for-Profit and Healthcare Banking. Real Estate Banking. International Banking Innovation and Technology Vision Corp. Social Responsability(2/3) Company Profile (2/2) They need to constantly remind thereselves that the most important thing they can do for employees is to build a healthy, vibrant company that treats people with respect and creates opportunity. Everyone counts, and they have to remember that they all support one another. Conclusions Leadership Mission As part of their commitment to advancing eco-friendly treasury practices, they have created the Go Green Resource

Financial Performance

Transcript: Financial GAP : online media .. H&M : celebrities .. Future Limited stocks Lack of marketing communication BEST ZARA Swot Analysis COOL STYLISH LUXURIOUS LATEST FASHION prospective Marketing BEST Weaknesses Opportunities "Zero marketing" performance WORKING WOMAN Strengths Threats Fierce competition BEST BUSINESS ANALYSIS Produced at low cost Fast delivery of new trend Global outreach Growing Asian market, especially in China & Branding Kenji Shibayama Yui Matsumoto Seiya Yuguchi Melissa Lin

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