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Mr. Jones, A recent evaluation of Jones Electrical Distribution has occurred in request of a loan. An assessment of the companys financial health shows that it is profitable. The shortage in cash flows regards managerial attention. Since Jones opened in 1999 the company has seen rapid growth in a highly competitive field. General contractors and electricians have preferred Jones for their business. The request for this loan also has occurred at the end of March; past patterns show that your company is seasonal, with most sales occurring in spring and summer months. Previously stated facts estimate that sales will gradually increase. If managed properly Jones has potential to develop, grow, and add additional sites in the future. Internal and external references about Jones engineering have been beneficial in consideration for a loan. II. Problem Statement Recently the continued growth in sales has raised accounts receivable and inventories considerably. This decrease in inventory turnover has caused accounts payable to rise due to heavy reliance on credit from suppliers. There are many ways in which you can lower the size of the line of credit needed. Good management can lower the credit line needed by lowering the inventories and accounts receivables, which grew in 2005 and 2006 because Jones is trying to increase production and growth by pushing the products to the customers. In 2003 Nelson Jones was involved in an argument with his partner Dave Verden and Jones agreed to buy out his partner for $250,000, paying him $2,000 a month with an 8% per year interest rate. It will take Jones 10.83 years to pay back his old partner. Having that extra expense will decrease his monthly income requiring him to retain a higher loan amount. Since the market for Jones Electrical
Presented by: Ben Nalty, Nick Weyrens, Chris Mlincsek, Besian Nushi Page
Presented by: Ben Nalty, Nick Weyrens, Chris Mlincsek, Besian Nushi Page
Presented by: Ben Nalty, Nick Weyrens, Chris Mlincsek, Besian Nushi Page
2004 Quick Ratio (475-243)/222= 1.05 1624/243= 6.68 Days Sales Outstanding 187/(1624/365)= 42.03 36/(1304/365)= 10.08 1624/113= 14.37 Return on Asset NI/Avg. TA= 2.4 Return on Equity NI/SE= 7.6
2005 (562-278)/294= 0.97 1916/278= 6.89 231/(1916/365)= 44.01 42/(1535/365)= 9.99 1916/103= 18.6 NI/Avg. TA= 4.4 NI/SE= 13.6
2006 (666-379)/407= 0.64 2242/379= 5.92 264/(2242/365)= 42.98 120/(1818/365)= 24.09 2242/118= 19 NI/Avg. TA= 3.8 NI/SE= 12.3
Inventory Turnover
Formula for the Nalty, Nick Weyrens, Chris Mlincsek, Besian Nushi Page 4 Presented by: Ben Cash Conversion Cycle: CCC=(InvAP/COGS/365)+ (AR/Sales/365)
Appendixes: A
II. Income Statement (As % of Sales) 2004 100 80.3 19.7 16.75 1.66 1.29 0.43 0.86 2005 100 80.11 19.89 16.02 1.57 2.3 0.78 1.51 2006 100 81.09 18.91 15.48 1.58 2.05 0.71 1.34
Net Sales CoGS Gross Profit Operating Expenses Interest Expenses Net Income Provision for Income Taxes Net Income Balance Sheet (As % of Sales)
Cash Account Receivables Inventory Total Current Assets Property & Equipment Acc. Depr. Total PPE, net
Presented by: Ben Nalty, Nick Weyrens, Chris Mlincsek, Besian Nushi Page
Appendixes: B
III. Statement of Cash Flows 2005 Cash Flow From Operations Net Income Additions to Cash Depreciation Increase in Accounts Receivable Increase in Accounts Payable Accrued expenses Subtractions From Cash Increase in Inventory Net Cash from Operations Cash Flow From Investing Equipment Cash Flow From Financing Line of Credit Payable Net Cash Flow 268 29 2006 30
99 231 42 14
278 53
279 23
202
252
214
249 75
67822522.doc
Presented by: Ben Nalty, Nick Weyrens, Chris Mlincsek, Besian Nushi Page
Appendixes: C