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Analysis of the Operation and Financial Condition of the Enterprise

Analysis of the Operation and Financial Condition of the Enterprise

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<strong>Analysis</strong> <strong>of</strong> <strong>the</strong> <strong>Operation</strong> <strong>and</strong> <strong>Financial</strong> <strong>Condition</strong> <strong>of</strong> <strong>the</strong> <strong>Enterprise</strong> Generally accepted parameters; Industry average figures; Analogue indicators from previous periods; Indicators from competitor enterprises; Any o<strong>the</strong>r indicators form analysis estimates.There are advantages <strong>and</strong> disadvantages in using every base <strong>of</strong> comparison: Only for a few ratios any st<strong>and</strong>ards or generally accepted measures exist;Besides, <strong>the</strong> variance <strong>of</strong> <strong>the</strong> enterprise indicators from generally accepted st<strong>and</strong>ards can beassociated with <strong>the</strong> specifics <strong>of</strong> <strong>the</strong> industry, <strong>the</strong> specifics <strong>of</strong> development <strong>of</strong> businessenvironment or its seasonal character; Often it is not possible to obtain fair information about <strong>the</strong> industry averageindicators; It is only possible to obtain data about some average data <strong>of</strong> enterprises that canserve as benchmark data; Comparison <strong>of</strong> <strong>the</strong> enterprise ratios with <strong>the</strong> own indicators only allows toidentify <strong>the</strong> area <strong>of</strong> development <strong>of</strong> <strong>the</strong> enterprise itself <strong>and</strong> doesn’t provide any informationabout <strong>the</strong> ranking <strong>of</strong> <strong>the</strong> enterprise within <strong>the</strong> industry <strong>and</strong> to compare to its competitors; Only published data can be obtained about <strong>the</strong> competitor enterprise that maynot be detailed enough in order to form <strong>the</strong> basis for comparison <strong>of</strong> indicators; The indicators <strong>of</strong> any o<strong>the</strong>r enterprise analysed include specific enterprise dataaffecting also <strong>the</strong>se indicators.Three different techniques exist for <strong>the</strong> comparison <strong>of</strong> financial indicators: comparison with <strong>the</strong> ideal level (rule-<strong>of</strong>-thumb measures); comparison to previous periods; comparison to <strong>the</strong> industry level.Comparison with a benchmark – <strong>the</strong> calculated indicators (ratios) are comparedto <strong>the</strong> ideal (desirable) level <strong>of</strong> <strong>the</strong>se indicators. For example, it is recognised that <strong>the</strong>acceptable level <strong>of</strong> <strong>the</strong> quick ratio could be from 1 to 2, similar benchmarks have beenrecommended also for o<strong>the</strong>r ratios. This technique, however, should not be idealised, as<strong>the</strong>re are no two absolutely identical enterprises <strong>and</strong> each enterprise has its own specificswhich needs to be taken into account when doing evaluation <strong>of</strong> financial data. So, forexample, a high quick ratio can be <strong>the</strong> result <strong>of</strong> unfavourable crediting policy(insubstantially high amounts <strong>of</strong> customer debts), too old or obsolete stock etc. In ano<strong>the</strong>renterprise this liquidity indicator could be considerably lower however if such a situation is<strong>the</strong> result <strong>of</strong> a rational credit policy, <strong>the</strong> liquidity ratio <strong>of</strong> an enterprise may as well be high.Therefore, when using <strong>the</strong> technique <strong>of</strong> comparison, it has to be done carefully.Comparison with <strong>the</strong> previous periods gives <strong>the</strong> opportunity to conclude whe<strong>the</strong>r<strong>the</strong> indicators have improved or declined. Such comparison can likewise be useful whenforecasting <strong>the</strong> enterprise development trends. As <strong>the</strong> rate <strong>of</strong> development can vary in <strong>the</strong>course <strong>of</strong> time, forecasting should be done prudently. One <strong>of</strong> <strong>the</strong> drawbacks <strong>of</strong> thistechnique is also <strong>the</strong> fact that not always <strong>the</strong> level <strong>of</strong> <strong>the</strong> previous periods is easilycomparable. For example, return on equity has increased in <strong>the</strong> enterprise over one yearfrom 4% to 6%; this cannot be admitted to be a big achievement as even <strong>the</strong> 6% return isnot sufficiently high.45

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