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Ratio Analysis Chapter 5 Ratio Analysis - Help for Users n n Is There Sufficient Cash to Meet the Establishment’s Obligations for a Given Time Period?

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Presentation on theme: "Ratio Analysis Chapter 5 Ratio Analysis - Help for Users n n Is There Sufficient Cash to Meet the Establishment’s Obligations for a Given Time Period?"— Presentation transcript:

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2 Ratio Analysis Chapter 5

3 Ratio Analysis - Help for Users n n Is There Sufficient Cash to Meet the Establishment’s Obligations for a Given Time Period? n n Are the Profits of the Hospitality Operation Reasonable?

4 Ratio Analysis - Help for Users n n Is the Level of Debt Acceptable in Comparison With the Stockholder’s Investment? n n Is the Inventory Usage Adequate?

5 Ratio Analysis - Help for Users n n How Do the Operation’s Earnings Compare With the Market Price of the Hospitality Property’s Stock? n n Are Accounts Receivable Reasonable in Light of Credit Sales?

6 Ratio Analysis - Help for Users n n Is the Hospitality Establishment Able to Service Its Debt?

7 Ratio Analysis n n Communicate Information n n Unlimited Combinations n n Choose the Most Useful Combination

8 Ratio Analysis n n Compare Against Something Prior Period Industry Standard Budget

9 Ratio Analysis n n Express in a Number of Ways Percentage Per Unit Basis Turnover Coverage

10 Limitations of Ratio Analysis n n Do Not Resolve Problems n n Only Indicate That There May Be a Problem n n Comparisons Must Be From Related Numbers n n Most Useful When Compared to a Standard

11 Limitations of Ratio Analysis n n When Comparing to Other Businesses - Must Be Comparable n n Uses Historical Data - May Not Tell the Whole Story n n Does Not Address Leases

12 Classes of Ratios n n Liquidity- Ability to Meet Short Term Obligations n n Solvency - Extent to Which the Enterprise Has Been Financed n n Activity (Turnover)- Ability to Use the Property’s Assets

13 Classes of Ratios n n Profitability - Measurement of Management’s Overall Effectiveness n n Operating - Analysis of Hospitality Establishment Operations

14 Key Terms n n EBIT Earnings Before Interest & Taxes = net income + interest expense + income tax expense

15 Key Terms n n Average beginning balance + ending balance = total available n n Average = Total Available / 2

16 Key Terms n n Covers = Meals Served n n Revenues = Sales n n Lease Expense = Rent n n Working Capital Current Assets - Current Liabilities

17 Liquidity Ratios n n Current Ratio Current Assets Current Liabilities = 338,000 / 214,000 = 1.58 Times (higher is better)

18 Liquidity Ratios n n Acid Test or Quick Ratio $ + Mkt Sec + NR + AR Current Liabilities = 309,000 / 214,000 = 1.44 Times (higher is better)

19 Liquidity Ratios n n Operating Cash Flows to Current Liabilities OP Cash Flow Ave Current Liabilities = 179,200 /{ (.5)(192, ,000) } CL Yr 1 CL Yr 2 = 88.23% (higher is better)

20 Liquidity Ratios n n Accounts Receivable Turnover Total Revenue Ave Accounts Receivable = 1,352,000 /{ (.5)(90, ,000) } AR Yr 1 AR Yr 2 = Times (higher is better)

21 Liquidity Ratios n n Average Collection Period 365 Account Receivable Turnover = 365 / = 31 Days (Lower is better)

22 Liquidity Ratios n n Working Capital Turnover Total Revenue Ave Working Capital = 1,352,000 [ { (338, ,000) + (221, ,200) }*(.5) ] CA Yr2 CL Yr2 CA Yr1 CL Yr1 = 1,352,000 / 76,400 = times (higher is better)

23 Solvency Ratios n n Solvency- Total Assets Total Liabilities = 1,176,300 / 659,000 = 1.78 times (higher is better)

24 Solvency Ratios n n Debt-Equity Total Liabilities Total Owner Equity = 659,000 / 517,300 = 1.27 times (Lower is better)

25 Solvency Ratios n n Long Term Debt to Total Capitalization Long Term Debt (Long Term Debt + Owners Equity) = 445,000 / (445, ,300) = 46.24% (Lower is better)

26 Solvency Ratios n n Number of Times Interest Earned EBIT Interest Expense = 304,500 / 60,000 = 5.08 times (Higher is better)

27 Solvency Ratios n n Fixed Charge Coverage EBIT + Lease Expense Interest Expense + Lease Expense = (304, ,000) / (60, ,000) =324,500 / 80,000 = 4.06 Times (Higher is better)

28 Solvency Ratios n n Operating Cash Flows to Total Liabilities Operating Cash Flows Average Total Liabilities = 179,200 /{ (0.5) ( 645, ,000) } Yr 2 Liab Yr 1 Liab = 27.48% (Higher is better)

29 Activity Ratios (Turnover Ratios) n n Food Inventory Turnover Cost of Food Used Average Food Inventory = 122,000 / { (0.5) ( 11, ,000 ) } Beg Inv End Inv = times (Higher is better)

30 Activity Ratios (Turnover Ratios) n n Beverage Inventory Turnover Cost of Beverage Used Average Beverage Inventory = 28,000 / { (0.5) ( 6, ,000 ) } Beg Inv End Inv = 4.67 times (Higher is better)

31 Activity Ratios (Turnover Ratios) n n Property and Equipment Turnover Total Revenue Average Property & Equip * = 1,352,000 /{ (0.5) ( 809, ,300 ) } Beg PPE End PPE = 1.68 times (higher is better) * net of depreciation (use total for the category)

32 Activity Ratios (Turnover Ratios) n n Asset Turnover Total Revenues Average Total Assets = 1,352,000 / { (0.5) ( 1,065, ,176,300 ) } Beg Ttl AssetEnd Ttl Asset = 1.21 times (higher is better)

33 Activity Ratios (Turnover Ratios) n n Paid Occupancy Percentage Paid Rooms Occupied Available Rooms = 21,000 / ( 80 * 365 ) # Rooms * # days in period = 71.92% (higher is better)

34 Activity Ratios (Turnover Ratios) n n Complimentary Occupancy Complimentary Rooms Rooms Available = 160 / ( 80 * 365 ) # Rooms * # days in period = 0.55% (Lower is better)

35 Activity Ratios (Turnover Ratios) n n Average Occupancy Per Room Number of Guests # of Rooms Occupied by Guests = 24,160 / 21,160 = 1.14 Guests (Higher is better) Includes Paid and Complimentary

36 Activity Ratios (Turnover Ratios) n n Multiple Occupancy #Rooms Occupied by 2 or more Guests # Rooms Occupied by Guests = 2,500 / 21,160 = 11.81% (Higher is better) Includes Paid and Complimentary

37 Activity Ratios (Turnover Ratios) n n Seat Turnover Total Food Covers # Available Seats = 56,000 / ( 100 * 365) Yr 2 Covers # seats * days in period = 1.53 times (Higher is better) # of seats is an assumed number

38 Profitability Ratios n n Profit Margin Net Income Total Revenue = 146,700 / 1,352,000 = 10.85% (higher is better)

39 Profitability Ratios n n Operating Efficiency Ratio Income After Undistributed Op Expense Total Revenue = 415,500 / 1,352,000 = 30.73% (higher is better)

40 Profitability Ratios n n Return on Assets Net Income Average Total Assets = 146,700 / { (0.5) ( 1,065, ,176,300 ) } Beg Ttl Asset End Ttl Asset = 13.09% (higher is better)

41 Profitability Ratios n n Gross Return on Assets EBIT Average Total Assets = 304,500 / { (0.5) ( 1,065, ,176,300 ) } Beg Ttl Asset End Ttl Asset = 27.17% (higher is better)

42 Profitability Ratios n n Return on Owner’s Equity Net Income Average Owner’s Equity = 146,700 / { (0.5) ( 420, ,300 ) } Beg OE End OE = 31.30% (Higher is better)

43 Profitability Ratios n n Return on Common Stockholder Equity Net Income - Preferred Dividends Average Common Stockholder Equity = ( 146, ) / { (0.5) ( 420, ,300 ) } Net Inc Div Beg OE End OE = 31.30% (Higher is better)

44 Profitability Ratios n n Earnings Per Share Net Income Average # Common Stock Shares Outstanding = 146,700 / { (0.5) ( 55, ,000 ) } Beg Shares End Shares = $2.67 per share (higher is better)

45 Profitability Ratios n n Price Earnings Ratio Market Price Per Share Earnings Per Share = $25.00 / $2.67 = 9.36 (lower is better to a certain degree)

46 Operating Ratios n n Mix of Sales Divide each revenue source by total revenues Rooms 810, % Food 300, Beverage 145, Phone 42, Other 55, Total1,352, %

47 Operating Ratios n n Average Room Rate Room Revenue Number of Rooms Sold = 810,000 / 21,000 = $38.57 (higher is better)

48 Operating Ratios n n Revenue Per Available Room Room Revenue # Available Rooms = 810,000 / ( 80 * 365 ) # Rooms * # days in period = $27.74 (higher is better)

49 Operating Ratios n n Revenue Per Available Customer Total Revenues From Customers Total # of PAID Guests = 1,352,000 / 24,000 = $56.33 (higher is better)

50 Operating Ratios n n Average Food Service Check Total Food Revenue Number of Food Covers = 300,000 / 56,000 = $5.36 (higher is better)

51 Operating Ratios n n Revenue Per Seat Available Total Food Revenue # Available Seats = 300,000 / ( 100 * 365) # seats * days in period = $8.22 (Higher is better)

52 Operating Ratios n n Food Cost Percentage Cost of Food Sold Total Food Revenue = 120,000 / 300,000 = 40.00% ( Lower is better)

53 Operating Ratios n n Beverage Cost Percentage Cost of Beverages Sold Total Beverage Revenue = 28,000 / 145,000 = 19.31% (Lower is better)

54 Operating Ratios n n Labor Cost Percentage Total Labor Cost by Department Department Revenue = 145,000 / 810,000 = 17.90% For Rooms Rented (Lower is better)

55 Top Ten Ratios - General Managers Perspective n Profit Margin n Occupancy Percentage - Month to Date n Labor Cost Percentage n Occupancy Percentage - Daily n Average Daily Rate

56 Top Ten Ratios - General Managers Perspective n Percent Revenue Change From Budget n Food Cost Percentage n Beverage Cost Percentage n Room Sales to Total Sales n Operating Efficiency Ratio

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