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Financial Performance

Transcript: Financial Performance Analyzing Trends Key Financial Metrics Analyzing Key Metrics and Trends Historical Performance Analysis Industry Comparisons Seasonal Trends Impacting Performance Analyzing historical financial performance reveals trends and patterns that inform future decisions. Key metrics such as revenue growth and profit margins over the past 5 years highlight the company’s trajectory and areas for improvement. Historical data provides a foundation for forecasting and strategic alignment. Comparing financial performance with industry peers offers valuable insights into competitive positioning. Metrics like ROI and profit margins should be benchmarked against industry standards to identify strengths and weaknesses. This analysis drives strategic decisions and investment prioritization. Seasonal fluctuations significantly affect financial performance across industries. For example, retail sales typically surge during the holiday season, while demand may dip in off-peak months. Recognizing and planning for these trends ensures better inventory management and revenue forecasting. Introduction to Financial Performance Importance of Financial Metrics Definition of Financial Performance Overview of Financial Statements Financial metrics provide insights into how effectively a company is generating revenue, controlling costs, and utilizing assets. They are essential for stakeholders to assess the trajectory of the organization's financial health and to inform strategic decision-making processes. Financial statements, including the income statement, balance sheet, and cash flow statement, serve as the backbone of financial performance reporting. They provide critical information on a company's profitability, financial position, and cash flow activities, enabling stakeholders to evaluate its performance over time. Financial performance refers to the measurable outcomes of a company's financial actions over a specific period, typically evaluated through various financial metrics and ratios. This performance helps stakeholders gauge profitability, efficiency, and overall operational success. Profit Margins Revenue Growth Profit margins reveal how much profit a company makes for each dollar of revenue, calculated by dividing net income by revenue. A higher margin indicates a more efficient operation and better pricing strategies. Revenue growth measures the increase in a company's sales over time, often expressed as a percentage. It indicates market demand and a company's ability to scale operations effectively. Earnings Before Interest and Taxes (EBIT) Return on Investment (ROI) ROI measures the profitability of an investment relative to its cost, expressed as a percentage. A positive ROI indicates that the investment gains exceed the costs, signifying effective capital allocation. EBIT represents a company's earnings from operations before deducting interest and taxes. It provides insight into operational efficiency and profitability, serving as a key indicator for investors. Strategic Implications Risk Assessment Strategies Recommendations for Improvement Future Projections Conducting regular financial audits and market assessments helps identify potential risks early. Implementing a diversified investment strategy minimizes exposure to sector-specific downturns, ensuring long-term stability. Based on current trends and historical data analysis, revenue is expected to grow by 5-7% annually. Key markets are projected to recover and expand, contributing significantly to the overall financial outlook over the next five years. Identifying areas for cost reduction and optimizing resource allocation can enhance profit margins. Implementing robust financial forecasting practices allows for more accurate budget planning, directly impacting future performance outcomes.

Financial performance

Transcript: Module Content The unit looks at 3 areas of Financial Performance Understanding the internal and external factors that affect organisations. Cost accounting techniques needed in monitoring financial performance. Techniques necessary for measuring performance and managing costs. ABC works by identifying indirect activities and then group costs into ‘Cost Pools’, one for each activity. For each cost pool there must be something which drives the cost to change. This is known as the ‘Cost Driver’. Once the driver has been identified a rate can then be calculated. The rate is then used to charge the output with the cost according to activity. General Approaches Include Absorption Costing Absorption costing is a method of determining the cost of a product by including in the total cost of a product an appropriate share of an organisations overheads. Marginal Costing Marginal costing determine the price of a product depending upon if that cost is fixed or a variable cost Activity Based Costing This determines the price of a product or service depending on what causes the cost. It uses ‘cost pools’ and ‘cost drivers’ to allocate costs. List sources of information, both internal and external that might be used by a Management Accountant Introduction To Budgeting Marginal Cost: the part of the cost of a unit that would not be incurred if that unit was not produced. The marginal production cost = direct materials, direct labour and variable production overheads. Variable Costs Contribution: The difference between sales value and marginal cost of sales, (the extra income generated by the product towards covering fixed overheads and making a profit). Unit Contribution: Selling Price per unit-variable cost per unit Total Contribution : Sales Income – Total Variable Costs How may methods of costing do you know? Complete the Absorption cost exercise Marginal costing Costing Methods Variable Fixed Semi-Variable Stepped AIMS The ‘Principles of Managing Financial Performance unit is about understanding the principles of managing financial performance. Learners will have the knowledge to be able to use a range of techniques to analyse information on expenditure. They will be able to make judgements to support decision making, planning and control by managers. Learners will have the skills to collect and analyse information, monitor performance, and present reports to management. Learners need to be able to explain, define, describe, calculate and analyse a range of fundamental concepts and techniques. Many of the concepts and techniques are interrelated and learners will need to understand how the concepts and techniques interrelate. They may also be required to explain and describe these relationships. How may methods of costing do you know? Please complete the Marginal Costing Company Exercise Aims: Introduction to unit Confirm understanding of various costing techniques Objectives You will be able to use absorption costing to calculate costs and profits. You will be able to use marginal costing to calculate costs and profits You will be able to use Activity Based Costing to calculate costs Financial Performance Activity Based Costing This is a development of Absorption Costing, but uses a more sophisticated system to deal with indirect costs, (overheads). It involves examining costs to see what causes them and using this information then charge costs accordingly. It came about because: Management accountants thought simple absorption on one basis e.g. direct labours hours, did not reflect the complexity of costs. Production methods and batch sizes have a major impact on production costs, yet are largely ignored in absorption costing. For example, the setting up costs for a small production run, are greater than those of a large production quantity. Modern production methods do not lend themselves to using absorption costing. There are 4 basic types of cost, do you know what they are? This accepts that there are 3 basic differences between costs. The differences are based purely on their behaviour when applied to a companies activity. List the differences between Management Accounting and Financial Accounting: Financial Accounts Prepared on a Historical Cost basis may not be suitable for planning. Provides data about the whole organisation and to external stakeholders. Prepared according to external regulations, e.g. ISSAP’s, IFRS’s, the Companies Act. Management Accounts Incorporates modified Historical data and/or data from outside the rigid framework of double entry. Focuses on individual businesses or segments of a business, providing information to help managers manage. Format of reports and information contained within are at the managements discretion. Management accounts are driven by their usefulness. There is no right or wrong approach. It all depends on the question being asked. Aims and Objectives Absorption Costing Absorption costing is a method of determining the cost of a product by including in the total cost

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: - 1952 USA Transistor Radio (TR) 63 and 62 - 1968 NASA Casete TC 50 to Apolo X - 1980 with Philips CD - 1994 PlayStation - 2008 Blu-ray Enjoy Yasmeen Tamayo Financial Performance Benigna Juarez Brand and Logo Main competitors - Household appliances: Panasonic, Samsung. - Computers: Acer, Apple. - Photography: Kodak, Nikon. - Videogames: Nintendo. SONY CORPORATION SONY - "sound" - "sonny boy": young men with creative ideas - "free soul"

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

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