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Kultur Dokumente
(1411279)
This document contains the analysis of financial statements of Nike
and its
peers in the footwear and sports apparel industry (including Anoop
ratio analysis)
BS
(1411146)
FY
2012
FY
2014
FY
2015
Description
0.22
0.15
1.51
FY
201
3
0.23
0.15
1.53
ROE
ROA
Leverage
0.25
0.15
1.65
0.28
0.16
1.71
0.10
0.10
0.10
0.11
1.53
1.53
1.54
1.52
Net
profit
margin
Asset Turnover
FY
2012
ROE
0.13
ROA
0.06
FY
201
3
0.1
0
0.0
FY
2014
FY
2015
Description
0.14
0.09
0.07
0.04
ROA= NI/Avg TA
Leverage
2.24
Net
profit
margin
Asset Turnover
0.05
1.29
5
2.2
0
0.0
4
1.2
8
ratios:
KERING
FY
2012
FY
2013
ROE
0.09
0.09
ROA
0.04
0.04
Leverage
2.12
2.10
Net
profit
margin
Asset
Turnover
0.12
0.11
0.34
0.38
2.16
2.16
0.06
0.03
1.20
1.24
Leverage
=
Avg
TA/avg equity
Net profit Margin =
NI/Rev
Asset Turnover =
Rev/Avg TA
Kering
FY
20
14
0.0
0
0.0
0
2.0
6
0.0
1
0.4
0
FY
2015
Description
0.05
0.02
ROA= NI/Avg TA
2.05
0.05
0.45
However, the comparison of just ROE is not enough, since these are companies
of varying capital structures. Hence, we calculate another measure, called Return
on Capital Employed (ROCE). By definition, it is the Profit before interest and tax
(EBIT) divided by the Capital Employed. Since there is no single definition of
Capital employed, we need to choose the appropriate denominator here. In this
case we choose average total assets as a representative of capital employed
since these firms have widely different leverage ratios, and hence the total
assets is a better base. As can be seen from Tables 4, 5 and 6 below, the ROCE
for Nike is quite high when compared to its peers, partly due to a higher Asset
Turnover, but also due to a higher EBIT Margins. The reason for such a high EBIT
can be found by line-by-line analysis of the Income statement of each of the
firms. From our analysis, we found that the EBIT margin is higher due to lower
Operating expenses for Nike as a percentage of revenue.
Table 4: Return on Capital Employed, Nike
NIKE
ROCE
EBIT
Margins
FY
2012
0.15
FY
2013
0.15
FY
2014
0.15
FY
2015
0.16
0.10
0.10
0.10
0.11
ROCE = EBIT/Avg.
TA
EBIT Margin =
EBIT / Rev
FY
2012
0.06
FY
2013
0.05
FY
2014
0.07
FY 2015
0.04
ROCE
EBIT
Margins
0.05
0.04
0.06
0.03
EBIT/Avg. TA
EBIT Margin
EBIT / Rev
FY
2012
0.04
FY
2013
0.04
FY 2014
0.00
FY
2015
0.02
0.12
0.11
0.01
0.05
ROCE = EBIT/Avg.
TA
EBIT Margin =
EBIT / Rev
Analysis of Revenue
We now turn to determine if the cause of increase in Nikes revenues price or
quantity. It has certainly NOT been achieved at the expense of the profit margins,
as can be seen from Table 1 that the Net profit margins have been constant for
Nike. We therefore conclude that the cause of increase in revenues is due to
increase in quantity sold.
We proceed to calculate degree of operating leverage.
Degree of operating leverage = (Sales-VC)/ (Sales-VC-FC).
Why is this significant? It gives us the increase (in %) we will obtain in operating
income from a 1% increase in the quantity
of sales.
For Nike, Degree of operating leverage is low at 3.37 (compared to Adidass 9.60
and Kerings 4.05). This means that a 1% increase in sales will give a 3.37%
increase in operating income. This is great for a firm in the consumer goods
industry where products are at a continuous threat of being commoditized. It
shows that EBIT is not too volatile in response to a change in Revenues for Nike.
Inventory Analysis:
On the inventory front, Nike is way ahead of its peers with Inventory Turnover
Ratio of 4 whereas Adidas and Kering have 3 and 2 respectively.
Inventory for Nike is constant as a percentage of total assets (20%). This has
been maintained constant indicating a steady performance by Nike in terms of its
inventory handling.
Table 7: Inventory turnover ratio
Inventory turnover
ratio = COGS / Avg
Inventory
Nike
Adidas
FY 2012
FY
2013
FY 2014
FY 2015
4.44
3.21
4.29
3.07
4.16
2.77
3.99
3.02
Trend
Kering
1.47
1.89
2.01
1.91
Liquidity analysis
The scenario is same on the liquidity front as well with current and quick ratios
showing higher liquidity for Nike in comparison to peers.
Table 8: Current ratio
Current ratio =
Current assets /
Current liabilities
Nike
Adidas
Kering
FY 2012
FY
2013
FY 2014
FY 2015
3.05
1.46
1.05
3.47
1.57
1.20
2.72
1.45
1.03
2.52
1.68
0.92
Trend
FY 2012
FY
2013
FY 2014
FY 2015
2.60
1.26
0.73
3.19
1.40
0.76
2.49
1.28
0.89
2.15
1.41
0.87
Trend
Solvency analysis
Nike and Adidas have low gearing ratios (debt/equity) whereas Kering has a high
ratio.
In fact, Nike has seen an increase in debt levels only recently since it has started
increasing its borrowing, esp from 2012 onwards, when total long term debt was
only $228 million. This value currently stands at $1.08 billion resulting in the
higher D/E ratio which Nike has raised by issuing commercial paper.
Table 10: Gearing
Gearing = Total
Debt / Total Equity
Nike
Adidas
Kering
FY 2012
0.04
0.25
0.41
FY
2013
0.12
0.28
0.40
FY 2014
FY 2015
0.13
0.24
0.45
0.10
0.33
0.52
Trend
Capacity expansion
Among the compared companies, Nike has been spending more on capital
expansion (Property, plant and equipment). The expansion has been rather
steady with a positive spread over all years and has also covered up for the
depreciated assets entirely in a couple of years.
In case of Adidas and Kering, we noticed that expansion has been less steady
negative growth (implying sale of PPE) or no growth in certain years.
Nikes capacity expansion is due to its entry into emerging economies and other
geographies.
Table 11: Capital expansion
Capital
expenditure(=chan
ge in PPE
values)/depreciatio
n ratio
Nike
Adidas
Kering
FY 2012
FY
2013
FY 2014
FY 2015
0.40
0.46
-1.80
1.01
-1.02
-1.64
1.39
0.77
2.22
0.22
-1.18
0.00
Trend