HABBERS LIMITED: | |||||
Proportion of debt that has variable interest | |||||
3225/5650 | 57% | 1600/4025 | 40% | ||
Overdraft interest at 5% | 3225*.05 | 161 | 1600*.05 | 80 | |
Bond interest rate | 2425*.08 | 194 | 2425*.08 | 194 | |
355 | 274 | ||||
Proportion of interest payments variable | |||||
45% | 29% | ||||
Interest cover | |||||
PBIT/interest | 2992/355 | 8.4 | 2939/274 | 10.7 | |
Long term debt-equity ratio | 2425/12432 | 20% | 2425/11325 | 21% | |
total debt/equity | 5650/(12432) | 45% | 4025/11325 | 36% | |
QUESTION 3
(a)
2015 | 2014 | |||||
days | Days | |||||
RECEIVABLES | 5000/35000*365 | 52.14 | 53 | 2760/26400*365 | 38.16 | 39 |
INVENTORY | 2400/25000*365 | 35.04 | 36 | 1620/19000*365 | 31.12 | 32 |
PAYABLES | 4020/25000*365 | 58.69 | 59 | 4560/19000*365 | 87.6 | 88 |
`WC cycle | 30 | -17 |
Workings | 2015 | Workings | 2014 | |
Current ratio | 7,400/5,400 | 1.37:1 | 4,440/4,560 | 0.97:1 |
Quick ratio | (7,400 – 2,400)/5,400 | 0.92:1 | (4,440 – 1,620)/4,560 | 0.62:1 |
Gearing | 10,600/(17,400 + 10,600) x 100 | 37.86% | 3,600/(15,000 + 3,600) x 100 | 19.35% |
QUESTION 4
liquidity or working capital | |||||||
receivable days | |||||||
receivables balance *365 | 105.00 | 38.13 | 39 | 80.00 | 29.49 | 30 | |
turnover | 1005.00 | Days | 990.00 | Days | |||
payable days | |||||||
payables *365 | 20.00 | 73.00 | 73 | 10.00 | 38.42 | 39 | |
cos | 100.00 | Days | 95.00 | Days | |||
inventory days | |||||||
inventory *365 | 35.00 | 127.75 | 128 | 30.00 | 115.26 | 116 | |
cos | 100.00 | Days | 95.00 | Days | |||
WC cycle | 94 | 107 | |||||
Receivables plus inventory less payable days | Days | Days | |||||
current ratio | |||||||
current assets | 210.00 | 1.27:1 | 190.00 | 1.46:1 | |||
current liabilities | 165.00 | 130.00 | |||||
quick ratio | |||||||
current assets less inventory | 175.00 | 1.06:1 | 160.00 | 1.23:1 | |||
current liabilities | 165.00 | 130.00 | |||||
comment on ratios and statement of cash flows | |||||||
liquidity has declined slightly but is quite healthy – but knowledge of industry norms would be useful | |||||||
working capital cycle has improved – but mainly due to taking longer to pay creditors | |||||||
receivables are taking slightly longer to pay, and higher inventory levels are being kept. This may be intentional, otherwise need to ensure credit procedures effective and inventory holding costs not increasing unnecessarily | |||||||
cashflow shows that $475 generated from activities, which needs to be compared with the profits generated | |||||||
Cashflow analysis shows that an additional net $110 was invested in non-current assets. This may have a beneficial effect on profits in the future | |||||||
Cash used to repay long term liabilities – reduce interest costs | |||||||
Small reduction in cash holding from last year to this. | |||||||
Profit generation fairly consistent year on year | |||||||
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