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Vanderlay industries benchmark_analysis_(q3_2011-2012)

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Information about Vanderlay industries benchmark_analysis_(q3_2011-2012)

Published on March 12, 2014

Author: JosephineWong5

Source: slideshare.net

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Prepared for Created on Period under review Q3 2011/2012 QTD (to Jan 2012) Vanderlay Industries Benchmark Analysis 26th January 2014 Benchmark group My Clients (70 companies)

KPI Summary 2 ALERTS RESULT TARGET TREND BENCHMARK A PROFITABILITY Q3 11/12 (QTD) vs Q2 11/12 (QTD) MEDIAN PERCENTILE Total Revenue $1,483,550 $1,213,286 0.8% $812,426 1 2 3 4 5 Gross Profit Margin 44.55% 32.00% 0.04% 41.84% 1 2 3 4 5 Operating Profit Margin 12.36% -4.38% 0.66% 7.40% 1 2 3 4 5 Profitability Ratio 12.36% -4.38% 0.66% 10.02% 1 2 3 4 5 B ACTIVITY Accounts Receivable Days * 72.00 days 55.00 days 1.00 days 51.00 days 1 2 3 4 5 Accounts Payable Days 54.00 days 45.00 days 7.00 days 80.00 days 1 2 3 4 5 C EFFICIENCY Return on Assets 34.46% 45.00% 0.79% 7.88% 1 2 3 4 5 Return on Capital Employed 53.35% 13.00% 2.30% 9.69% 1 2 3 4 5 D LIQUIDITY Current Ratio 0.91:1 2.00:1 0.03:1 1.30:1 1 2 3 4 5 Quick Ratio 0.58:1 1.00:1 0.01:1 0.55:1 1 2 3 4 5 E GEARING Debt to Total Assets * 68.40% 45.00% -5.02% 22.64% 1 2 3 4 5 Equity to Assets -3.80% 50.00% 3.67% 51.66% 1 2 3 4 5 F CASH FLOW Cash Flow Margin 7.35% 120.00% 6.04% 8.42% 1 2 3 4 5 Operating Cash Flow to Net Income 75.78% 200.00% 61.27% -89.97% 1 2 3 4 5 Cash Flow Adequacy Ratio 29.95% 20.00% 24.82% 31.50% 1 2 3 4 5 Net Variable Cash Flow 29.59% 0.00% -0.19% 37.52% 1 2 3 4 5 G GROWTH Revenue Growth 0.81% 0.41% -21.87% 25.76% 1 2 3 4 5 Gross Profit Growth 0.90% 0.17% -24.21% 22.42% 1 2 3 4 5 EBIT Growth 6.48% 0.17% -215.62% 0.38% 1 2 3 4 5 Equity Change 37.67% 0.25% 14.89% 7.36% 1 2 3 4 5 Growth Equilibrium -443.57% 0.00% -175.39% 0.84% 1 2 3 4 5 H CUSTOMER Customer Satisfaction 71.4% 80.0% -5.10% 85.3% 1 2 3 4 5 Lost Customers * 70 25 -8.00 52 1 2 3 4 5 New Customers 85 50 47.00 44 1 2 3 4 5 I STAFF % of staff who receive regular performance reviews82.2% 75.0% -0.79% 80.1% 1 2 3 4 5 Vanderlay Industries | Q3 2011/2012 (QTD) Page 2 Created by Fathom - http://www.fathomhq.com/

KPI Summary 2 ALERTS RESULT TARGET TREND BENCHMARK J MARKETING Q3 11/12 (QTD) vs Q2 11/12 (QTD) MEDIAN PERCENTILE Avg sales per customer $6,398.28 $3,000.00 -6.7% $7,433.76 1 2 3 4 5 Avg sales per transaction $6,410.56 $650.00 -1% $3,579.70 1 2 3 4 5 Number of Customers - 0 - - - - Number of Widgets - 0 - - - - K SIMPRO # of Jobs - 0 - - - - * For this metric, a result below target is favourable Alerts Accounts Receivable Days Accounts Receivable days have exceeded the alert level of 50.00 days. An immediate review of strategies improve cash management by reducing receivable days is required. Such actions may include a review of customer payment terms. Cash Conversion Cycle Cash Conversion Cycle has exceeded the alert level of 25.00 days. An immediate review of the critical cash conversion drivers ie. Receivable Days, Payable Days and Inventory Days, is required. Current Ratio The Current Ratio is less than the alert level of 1.00:1. The business may have problems meeting its short-term obligations. Vanderlay Industries | Q3 2011/2012 (QTD) Page 3 Created by Fathom - http://www.fathomhq.com/

Financial KPIs Explained (A to Z) Accounts Payable Days 54.00 days A measure of how long it takes for the business to pay its creditors. A stable higher number of days is generally an indicator of good cash management. A longer time taken to pay creditors has a positive impact on Cash Flow. But an excessive lengthening in this ratio could indicate a problem with sufficiency of working capital to pay creditors. For this period, accounts payable days are above the target of 45.00 days. Accounts Payable Days = Accounts Payable * Period Length / Cost of Sales Median 80.00 days Rank 51/69 Percentile 26% 0% 20% 40% 60% 80% 100% Accounts Receivable Days 72.00 days A measure of how long it takes for the business to collect the amounts due from customers. A lower number indicates that it takes the business fewer days to collect its accounts receivable. A shorter time to collect debtors has a positive impact on Cash Flow. A higher number indicates that it takes longer to collect its accounts receivable. For this period, accounts receivable days are above the maximum target of 55.00 days. Accounts Receivable Days = Accounts Receivable * Period Length / Revenue Median 51.00 days Rank 55/70 Percentile 22% 0% 20% 40% 60% 80% 100% Cash Flow Adequacy Ratio 29.95% A measure of the ability of the business to cover total debt with cash flow from operations. A higher result, indicates that the company is in a better position to service its total debt. For this period, the Cash Flow Adequacy exceeded the target of 20.00%. Cash Flow Adequacy Ratio = Annualised Operating Cash Flow / Total Debt Median 31.50% Rank 34/66 Percentile 49% 0% 20% 40% 60% 80% 100% Cash Flow Margin 7.35% A measure of the company’s ability to turn sales into cash. The business converts each $100 of sales into $7.35 of Operating Cash Flow. For this period, the Cash Flow Margin was less than the target of 120.00%. Cash Flow Margin = Operating Cash Flow / Revenue Median 8.42% Rank 36/70 Percentile 49% 0% 20% 40% 60% 80% 100% Current Ratio 0.91:1 A measure of liquidity. This measure compares the totals of the current assets and current liabilities. The higher the current ratio, the greater the 'cushion' between current obligations and the business's ability to pay them. Generally a current ratio of 2 or more is an indicator of good short- term financial strength. In other words, the current assets of the business should be at least double the current liabilities. For this period, the current ratio was 0.91:1, up from 0.88:1 last period and below the minimum target of 2.00:1. Current Ratio = Total Current Assets / Total Current Liabilities Median 1.30:1 Rank 55/70 Percentile 22% 0% 20% 40% 60% 80% 100% Vanderlay Industries | Q3 2011/2012 (QTD) Page 4 Created by Fathom - http://www.fathomhq.com/

Financial KPIs Explained Debt to Total Assets 68.40% A measure of the proportion of the business's assets that are financed through debt. The funds to pay for 68.40% of the business's assets have been supplied by creditors. For this period, the debt to total assets ratio is above the set target of 45.00%. Debt to Total Assets = Total Debt / Total Assets Median 22.64% Rank 67/70 Percentile 4% 0% 20% 40% 60% 80% 100% EBIT Growth 6.48% A measure of the percentage change in EBIT for the period. A combination of growth in revenues and growth in profits presents a balanced measure of growth For this period, EBIT growth of 6.48% exceeded the target growth of 0.17%. EBIT Growth = (Earnings Before Interest & Tax - Prior Earnings Before Interest & Tax) / Prior Earnings Before Interest & Tax Median 0.38% Rank 34/70 Percentile 52% 0% 20% 40% 60% 80% 100% Equity Change 37.67% A measure of the percentage change in Total Equity for the period. Total Equity changed by 37.67%. For this period, change in equity exceeded the target of 0.25%. Equity Change = (Total Equity - Opening Total Equity) / Opening Total Equity Median 7.36% Rank 8/70 Percentile 90% 0% 20% 40% 60% 80% 100% Equity to Assets -3.80% A measure of the proportion of the business's assets that are financed by shareholder's equity. The funds to pay for -3.80% of the business's assets have been supplied by shareholders. For this period, the equity to total assets ratio is below the set target of 50.00%. Equity to Assets = Total Equity / Total Assets Median 51.66% Rank 69/70 Percentile 1% 0% 20% 40% 60% 80% 100% Gross Profit Growth 0.90% A measure of the percentage change in gross profit for the period. For this period, gross profit growth of 0.90% exceeded the target of 0.17%. Gross Profit Growth = (Gross Profit - Prior Gross Profit) / Prior Gross Profit Median 22.42% Rank 52/70 Percentile 26% 0% 20% 40% 60% 80% 100% Vanderlay Industries | Q3 2011/2012 (QTD) Page 5 Created by Fathom - http://www.fathomhq.com/

Financial KPIs Explained Gross Profit Margin 44.55% A measure of the proportion of revenue that is left after deducting all costs directly related to the sales. For each $100 in sales the business retains $44.55 after deducting the cost of sales. The gross profit serves as the source for paying operating expenses. The gross profit margin can be further improved by improving price, volume and cost of sales management. For this period, the gross profit margin % is above the required target of 32.00%. Gross Profit Margin = Gross Profit / Revenue Median 41.84% Rank 32/70 Percentile 55% 0% 20% 40% 60% 80% 100% Growth Equilibrium -443.57% A measure of the self-funding rate of growth the business can sustain from its retained earnings (assuming a constant debt-to-equity ratio). The growth equilibrium is also commonly known as the sustainable growth rate. When the actual growth rate is less than the sustainable growth rate this indicates that the business has sufficient cash to fund its own growth. When the actual growth rate is above the sustainable this indicates that only a portion of growth is being funded by retained earnings. Additional funding will be required from outside sources to fund the deficit. For this business, a growth of -443.57% can be self-funded. For this period, the growth equilibrium was less than the target of 0.00%. Growth Equilibrium = Annualised Retained Income / Opening Total Equity Median 0.84% Rank 70/70 Percentile 0% 0% 20% 40% 60% 80% 100% Net Variable Cash Flow 29.59% A measure of the additional cash that will either be generated or used up by the next $100 of products or services that the business sells. If the Net Variable Cash Flow is positive then for every additional $100 of revenue the business will generate cash. If the Net Variable Cash Flow is negative then for every additional $100 of revenue the business will require additional cash funding. For this period, the Net Variable Cash Flow exceeded the target of 0.00%. The Net Variable Cash Flow is 29.59% of gross revenue. Each additional $100 of Revenue will generate $29.59 of cash. Net Variable Cash Flow = (Annualised Revenue - Annualised Variable COS - Annualised Variable Expenses - Operating Working Capital) / Annualised Revenue Median 37.52% Rank 39/70 Percentile 45% 0% 20% 40% 60% 80% 100% Operating Cash Flow to Net Income 75.78% A measure of the company’s ability to turn Net Income in to Operating Cash Flow. The business converts each $100 of Net Income into $75.78 of Operating Cash Flow. For this period, the conversion of Net Income to Operating Cash Flow was less than the target of 200.00%. Operating Cash Flow to Net Income = Operating Cash Flow / Net Income Median -89.97% Rank 33/70 Percentile 54% 0% 20% 40% 60% 80% 100% Vanderlay Industries | Q3 2011/2012 (QTD) Page 6 Created by Fathom - http://www.fathomhq.com/

Financial KPIs Explained Operating Profit Margin 12.36% A measure of the proportion of revenue that is left after deducting all operating expenses. This reveals the operating efficiency of the business. The business converts each $100 of sales into $12.36 of profits. The operating profit margin can be further improved by improving price, volume, cost of sales and expense management. For this period, the operating profit margin is above the required target of -4.38%. Operating Profit Margin = Operating Profit / Revenue Median 7.40% Rank 26/70 Percentile 64% 0% 20% 40% 60% 80% 100% Profitability Ratio 12.36% A measure of the proportion of revenue that is left after deducting all expenses. This excludes finance costs and tax expenses. The business makes $12.36 of EBIT for every $100 it generates of revenue. The profitability ratio can be further improved by improving price, volume, cost and expense management. For this period, the Profitability ratio is above the required target of -4.38%. Profitability Ratio = Earnings Before Interest & Tax / Revenue Median 10.02% Rank 32/70 Percentile 55% 0% 20% 40% 60% 80% 100% Quick Ratio 0.58:1 The Quick Ratio measures the availability of assets which can quickly be converted into cash to cover current liabilities. Inventory and other less liquid current assets are excluded from this calculation. The Quick Ratio is a measure of the ability to pay short-term creditors immediately from liquid assets. A quick ratio of 1:1 or more is considered 'safe'. For this period, the quick ratio was 0.58:1, up from 0.57:1 last period and below the minimum target of 1.00:1. Quick Ratio = (Cash & Equivalents + Accounts Receivable) / Total Current Liabilities Median 0.55:1 Rank 31/70 Percentile 57% 0% 20% 40% 60% 80% 100% Return on Assets 34.46% A measure of how effectively the business has used its assets to generate profits. Return on Assets is a performance measure which is independent of the business's capital structure. The higher the ratio the greater the return on assets. For this period, the business has generated a Return on Assets of 34.46%. This return is less than the target of 45.00%. Return on Assets = Annualised Earnings Before Interest & Tax / Total Assets Median 7.88% Rank 3/70 Percentile 97% 0% 20% 40% 60% 80% 100% Return on Capital Employed 53.35% A measure of the efficiency and profitability of capital investment (ie. funds provided by shareholders & lenders). ROCE monitors the relationship between the capital ('inputs') used by the business and the earnings ('outputs') generated by the business. ROCE is arguably one of the most important performance measures. The higher the result the greater the return to providers of capital. For this period, the business has generated a ROCE of 53.35%. This return exceeds the target of 13.00%. Return on Capital Employed = Annualised Earnings Before Interest & Tax / Total Invested Capital Median 9.69% Rank 2/70 Percentile 99% 0% 20% 40% 60% 80% 100% Vanderlay Industries | Q3 2011/2012 (QTD) Page 7 Created by Fathom - http://www.fathomhq.com/

Financial KPIs Explained Revenue Growth 0.81% A measure of the percentage change in revenue for the period. Management should ensure that revenues increase at rates higher than general economic growth rates (ie. inflation). For this period, revenue growth of 0.81% exceeded the target growth of 0.41%. Revenue Growth = (Revenue - Prior Revenue) / Prior Revenue Median 25.76% Rank 55/70 Percentile 22% 0% 20% 40% 60% 80% 100% Total Revenue $1,483,550 A measure of the total amount of money received by the company for goods sold or services provided. The business has earned total revenues of $1,483,550. Strategies to improve revenue may include increasing prices, increasing the volume of sales through marketing initiatives or finding alternative sources of income. For this period, the revenue earned is above the required target of $1,213,286. Median $812,426 Rank 17/70 Percentile 77% 0% 20% 40% 60% 80% 100% Vanderlay Industries | Q3 2011/2012 (QTD) Page 8 Created by Fathom - http://www.fathomhq.com/

Custom KPIs Explained (A to Z) NA # of Jobs - % of staff who receive regular performance reviews 82.2% A measure of the % of staff who receive regular performance reviews. Median 80.1% Rank 29/70 Percentile 59% 0% 20% 40% 60% 80% 100% Avg sales per customer $6,398.28 A measure of the average spend per customer. This measure is calculated by dividing total sales by the number of customers Median $7,433.76 Rank 53/70 Percentile 25% 0% 20% 40% 60% 80% 100% Avg sales per transaction $6,410.56 A measure of the average spend per transaction. This measure is calculated by dividing total sales by the number of transactions. Median $3,579.70 Rank 10/70 Percentile 87% 0% 20% 40% 60% 80% 100% Customer Satisfaction 71.4% A measure of the % of customers that are satisfied. This KPI measures the quality of your service from your customers' perspective. Median 85.3% Rank 64/70 Percentile 9% 0% 20% 40% 60% 80% 100% Lost Customers 70 A measure of the total number of lost customers (or clients). Median 52 Rank 54/70 Percentile 23% 0% 20% 40% 60% 80% 100% New Customers 85 A measure of the total number of new customers (or clients). Median 44 Rank 8/70 Percentile 90% 0% 20% 40% 60% 80% 100% Vanderlay Industries | Q3 2011/2012 (QTD) Page 9 Created by Fathom - http://www.fathomhq.com/

Custom KPIs Explained NA Number of Customers - NA Number of Widgets - Vanderlay Industries | Q3 2011/2012 (QTD) Page 10 Created by Fathom - http://www.fathomhq.com/

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