The business cycle is a series of cycles that define the economies and a business’s stages of expansion and contraction. The first stage of the business cycle is the Boom stage, this is where there is high level of customers spending, there are high levels of business confidence, and an increase of profits & investment. Unemployment is also low as the business creates jobs. The next stage is the Recession stage, this is where the high levels of customer spending start to decrease and business confidence means that lower profits and the business will have to start cutting back on investments which starts to increase unemployment as the business is forced to cut back on resources. The next stage is Depression, this is where there is a lengthy period of declining Gross Domestic Product (GDP) – this is where there is little to no customer spending (there is some increase in the rise of employment).
An instantaneous examination of income statements reads that there were strong sales figures with a worth around $70 billion sales per year. Nonetheless, there was something that caught my eye in 2009, which was the critical drop in sales paralleled to previous years. In 2009 Home Depot net sales plummeted approximately 7.8% compared to the net earnings that were dejected in 48.5% in 2009. In the 2009, dividends were declared quarterly at $0.22500 per share while in July the market price was roughly $28.51 per share. Notwithstanding increasing dividends and a moderately stable share price, the home improvement retail industry remains to struggle due to the fragmentary world wide economic complications.
over the 3-year period from 2003 to 2005. Total assets dropped $1 million, or 3%, but remain near $35 million. The most notable asset change is the $500,000, or 8%, decrease in accounts receivable. However, cash did increase $200,000 which gives the company the opportunity for business investment in the coming fiscal year (“University of Phoenix,” 2006). A positive trend shows that total liabilities have dropped $1.7 million, which is accounted for by a $2 million, or 42%, decrease in long-term debt.
Kudler is such a high profile business and has many exclusive selections; the company has much to consider when it comes to selecting an IPO as an option. As far as strength, the company has grown and expanded very quickly since the start-up. They broke even within the first year, which is phenomenal and expanded to having three locations within the first five years. This speaks wonders for a company because they were able to establish a customer base and multiply in other locations. The weaknesses that Kudler may face would be the financial burden of going public.
Executive Summary As the biggest chain of company-owned and -operated budget motels in the United States, Motel 6 has a number of advantages that will provide continued success into its future in motel industry. Services is the biggest strength of the motel and is evidenced by the loyal customers. Motel 6’s profits have been fluctuating up and down between 3 to 4 percent of annual revenue per room since 1995, and the company expects that will be gradually increasing by entering the extended-stay market. The study of traditional budget motels were losing customers to extended-stay properties, and the growing acceptance of the extended-stay concept could make it easier for Motel 6 to enter the market. However, Motel 6 has some disadvantages.
FBN has made significant investments (property, plant and equipment) on account, thereby getting into financial trouble by owing their creditors quite a bit of money. FBN made too many investments (on account) and their cost of services increased faster than their sales. Yet another indicator of financial woes is the Profitability Analysis. By observing the Return on Assets, we can see that in two years, the ROA declined from 7.5% to 0%. Such a decline (and such a low percentage) indicates that management is not efficient in employing the company’s assets to make a profit.
In our case, for years six and seven we see an increase of 37.5%, and then in years seven to eight there was a 16.3% decrease. This could be caused by either selling less, through an increase in the cost of goods sold, or a combination of the two. The gross profits come as no surprise when the net sales of decreased significantly between years seven and eight. The company attributes the loss in sales to the lack of sponsors for their professional rider customer base. Many of competition bikes customers are sponsored and with the current economy many sponsors are cutting back funding which will have a negative impact on sales for Competition Bikes Inc.
Carpino Company Statement of Cash Flows Financial Accounting January 31, 2007 MEMO TO SHAREHOLDERS TO: Carpino Company Shareholders FROM: Dan Carpino, CEO DATE: 01/31/2007 SUBJECT: Annual Report ____________________________________________________________ __________________ Dear Shareholders, The purpose of this memorandum is to outline some of our key 2007 business performance metrics and generally asses our first year of operations. It pleases me to report these elements of your Company’s activities for the year ended January 31, 2007. Despite generating healthy revenues, our first year of operations ended with a net loss. Although our current year’s negative free cash flow renders us unable to declare
* BIG has a Valuation rating of 4 while the S&P 500 COMPOSITE index has an avg. rating of 5. * On days when the market was up, BIG tends to perform in-line with the S&P 500 COMPOSITE index and on days that the market was down, the shares generally decrease by less than the S&P 500 COMPOSITE index * BIG’s Earnings Per Share from 2010 - 2015 on avg. was 2.63, with the high/low being 2.99 and 2.15. Company Big Lots, Inc. is a non-traditional discount retail store in the United States and was founded in 1967 by Sol A. Shenk.
Over a five year period, starting in 2005, Lincare has reduced their ratio from 40.6 to 39.6. Gentiva Health Services remained nearly the same with a ratio of 57.1 in 2000 down to 56.9 in 2009. From an efficiency standpoint, Lincare is converting their receivables into cash faster than its competitor. In addition, Lincare has outperformed their cash conversion rate from 2008 to 2009. Lincare’s conversion rate went from 14 days to 17.5 days which means Lincare’s cash flow generation improves year after