A thorough company analysis should cover the following:
a. A detailed analysis of the financial position of the company.
b. An overview of the company’s product and services.
c. The details about the competitive strategies of the company, as to whether it is offensive or defensive, and their ability to execute such strategies.
d. An analysis as to whether the company is going for the cost leadership strategy or the product differentiation strategy.
i. A cost leadership strategy is one where the company aims to be a low-cost producer and targets to gain market share with lower prices. Here the company aims to be more efficient. Thus, it is important to analyze the efficiency of the operations of the company.
ii. The differentiation strategy aims at providing unique goods and services to the customers in terms of quality, type, or availability. The premium price charged for the services or goods provided should be justified by its quality. The analyst should analyze the effectiveness of such strategies.
Thus, having considered the above, a company analysis report should cover the following:
a. An overview of the company,
b. Details about the relevant industry characteristics,
c. Analysis of demand for the company’s goods and services,
d. Analysis of supply characteristics, including an analysis of the cost of goods and services,
e. The details about the company’s pricing environment,
f. An in-depth financial analysis.
The exhibit-8 provides a sample checklist of things to be considered for company analysis. They are:
Corporate Profile · Identity of company’s major products and services, current position in the industry, and history · Composition of sales · Product life-cycle stages/experience curve effects · Research & development activities · Past and planned capital expenditures · Board structure, composition, electoral system, anti-takeover provisions, and other corporate governance issues · Management strengths, weaknesses, compensation, turnover, and corporate culture · benefits, retirement plans, and their influence on shareholder value · Labor relations · Insider ownership levels and changes · Legal actions and the company’s state of preparedness · Other special strengths or weaknesses Industry Characteristics · Stage in its life cycle · Business-cycle sensitivity or economic characteristics · Typical product life cycles in the industry (short and marked by technological obsolescence or long, such as pharmaceuticals protected by patents) · Brand loyalty, customer switching costs, and intensity of competition · Entry and exit barriers · Industry supplier considerations (concentration of sources, ability to switch suppliers or enter suppliers’ business) · Number of companies in the industry and whether it is, as determined by market shares, fragmented or concentrated · Opportunity to differentiate product/service and relative product/service price, cost, and quality advantages/disadvantages · Technologies used · Government regulation · State and history of labor relations · Other industry problems/opportunities Analysis of Demand for Products/Services · Sources of demand · Product differentiation · Past record, sensitivities, and correlations with social, demographic, economic, and other variables · Outlook—short, medium, and long term, including new product and business opportunities Analysis of Supply of Products/Services · Sources (concentration, competition, and substitutes) · Industry capacity outlook—short, medium, and long term · Company’s capacity and cost structure · Import/export considerations · Proprietary products or trademarks Analysis of Pricing · Past relationships among demand, supply, and prices · Significance of raw material and labor costs and the outlook for their cost and availability · Outlook for selling prices, demand, and profitability based on current and anticipated future trends Financial Ratios and Measures (in multi-year spreadsheets with historical and forecast data) I. Activity ratios, measuring how efficiently a company performs such functions as the collection of receivables and inventory management: · Days of sales outstanding (DSO) · Days of inventory on hand (DOH) · Days of payables outstanding (DPO) II. Liquidity ratios, measuring a company’s ability to meet its short-term obligations: · Current ratio · Quick ratio · Cash ratio · Cash conversion cycle (DOH + DSO – DPO) III. Solvency ratios, measuring a company’s ability to meet its debt obligations. (In the following, “net debt” is the amount of interest-bearing liabilities after subtracting cash and cash equivalents.) · Net debt to EBITDA (earnings before interest, taxes, depreciation, and amortization) · Net debt to capital · Debt to assets · Debt to capital (at book and market values) · Financial leverage ratio (Average total assets/Average total equity) · Cash flow to debt · Interest coverage ratio · Off-balance-sheet liabilities and contingent liabilities · Non-arm’s-length financial dealings IV. Profitability ratios, measuring a company’s ability to generate profitable sales from its resources (assets). · Gross profit margin · Operating profit margin · Pretax profit margin · Net profit margin · Return on invested capital or ROIC (Net operating profits after tax/Average invested capital) · Return on assets or ROA (Net income/ Average total assets) · Return on equity or ROE (Net income/Average total equity) V. Financial Statistics and Related Considerations, quantities, and facts about a company’s finances that an analyst should understand. · Growth rate of net sales · Growth rate of gross profit · EBITDA · Net income · Operating cash flow · EPS · Operating cash flow per share · Operating cash flow in relation to maintenance and total capital expenditures · Expected rate of return on retained cash flow · Debt maturities and ability of the company to refinance and/or repay debt · Dividend payout ratio (Common dividends/Net income available to common shareholders) · Off-balance-sheet liabilities and contingent liabilities · Non-arm’s-length financial dealings
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