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Transcript of Strategic Business Planning for Commercial Producers Financial Documentation Basics: How Do I get...
Strategic Business Planning for Commercial Producers
Financial Documentation Basics: How Do I get Started?
Strategic Business Planning for Commercial Producers
Objectives
• Understand the basics of accurately measuring financial performance (profitability)
• Explore issues that affect the completeness and accuracy of financial statement information
• Examine the impact of these issues on financial performance measures
Strategic Business Planning for Commercial Producers
Strategic Business Planning for Commercial Producers
Basic Financial Statements Balance Sheet (beginning and ending)
Assets, liabilities & equity
Income StatementRevenue, expenses and profit
Statement of Owner EquitySources of change in equity
Statement of Cash FlowsSources of change in cash
STATEMENT OF CASH FLOWS
Inflows of cash minus outflows of cash (change in each balance sheet account from the beginning to the end of the accounting period to determine how those changes affected the cash account)
PLUS EQUALS
End of Year
BALANCE SHEET
Assets
Liabilities
Equity
Beginning of Year
BALANCE SHEET
Assets
Liabilities
Equity
PLUSINCOME
STATEMENT
Revenues and gains minus
expenses and losses
STATEMENT OF OWNER EQUITY
Change in equityOwner contributions, retained earnings, &
valuation
EQUALS
Strategic Business Planning for Commercial Producers
What Entity?• Entity Concept: business accounts are kept for
business entities rather than the persons who own and operate them.
• Personal financial information can be reported in a personal financial statement called a Statement of Financial Condition.
• Personal financial information must be separated from business information.
Strategic Business Planning for Commercial Producers
Entities
Farm BusinessContributions
OwnersW
ithdrawals
Strategic Business Planning for Commercial Producers
Measuring Net Income - Accrual Versus CashAccrual financial reporting:
recognizing income on the income statement in the period it is earned and expenses in the period in which they are incurred.
versus
Cash accounting: accounting for cash receipts when received and cash expenditures when paid.
End of Year
BALANCE SHEET
Assets Current $485,376 Noncurrent $4,170,100
Liabilities Current $321,867 Term $799,572
Equity $3,534,037
Beginning of Year
BALANCE SHEET
Assets Current $337,747 Noncurrent $4,091,600
Liabilities Current $252,136 Term $891,220
Equity $3,285,991
Precise classification of assets and liabilities is important!
Strategic Business Planning for Commercial Producers
Types of Accrual Adjustments
• Current assets excluding cashExamples: accounts receivable, grain/feed inventories, market livestock, supplies & prepaid expenses, investments in growing crops
• Farm accounts payable• Accrued interest• Other accrued expenses
Strategic Business Planning for Commercial Producers
Accrual Adjustments - Noncurrent Assets
• Depreciation expense is an accrual adjustment typically associated with noncurrent section of the balance sheet.
• Gains or losses on noncurrent assets that are an ordinary and necessary part of production activities (sales of cull cows/sows) are included in net income from operations.
• Gains or losses on noncurrent assets that are nonrecurring are included in net income but not net income from operations.
End of Year
BALANCE SHEET
Assets
Liabilities
Equity
Beginning of Year
BALANCE SHEET
Assets
Liabilities
EquitySTATEMENT OF CASH FLOWS
BEGINNING CASH $157,689Operating activities Net cash income $52,421 - Cash withdrawals $150,000
-$97,579Investing activities Capital sales $63,800 - Capital purchases $97,895
-$34,095Financing activities New borrowing $150,000 - Principal payments $170,999
-$20,999ENDING CASH $5,016
MBC Farms Income Statement
Revenue
Cash sales & govt. Payments
$1,432,549
Breeding Stock $63,800
Change in:
Inventory $38,015
Accounts receivable $77,140
Prepaid expenses $185,147
Gross revenue $1,796,651
Expenses
Cash $1,517,050
Change in:
Accounts payable $1,962
Accrued interest -$2,880
Operating Expense $1,516,132
Net Farm Income from Operations $280,519
Strategic Business Planning for Commercial Producers
Cost or Market Values?
How should farm business assets be valued on the farm balance sheet?
A. MarketB. CostC. Both
Strategic Business Planning for Commercial Producers
General AdvantagesMarket Values
• Easy to derive• More comparable
across farms• Benchmark data
readily available• Better measure of
opportunity cost • Required by
lenders
Cost Values• More accurate
measure of actual performance of invested capital
• Better measure of financial progress over time
• Critical for determining the sources of equity change in the business
Strategic Business Planning for Commercial Producers
Ratio Comparison
MBC Farms at: Market CostOperating Profit Margin
12.8% 12.8%
Asset Turnover 38.6% 74.6%
Return on Assets 4.9% 9.5%
Return on Equity 3.7% 10.1%
Debt to Asset Ratio 24.1% 46.6%
Current Ratio $1.51:1 $1.51:1
Strategic Business Planning for Commercial Producers
What are the sources of equity?
• Paid-in capital/Contributed capital– Contributions of equity from owners
• Retained earnings– Business generated net income less
withdrawals from the business
• Valuation equity– Excess of the market values of noncurrent
assets over their cost values (investment less depreciation)
– Valuation equity is unearned and may never be realized
End of Year
BALANCE SHEET
Assets Current $485,376 Noncurrent $4,170,100
Liabilities Current $321,867 Term $799,572
Equity $3,534,037
Beginning of Year
BALANCE SHEET
Assets Current $337,747 Noncurrent $4,091,600
Liabilities Current $252,136 Term $891,220
Equity $3,285,991
MBC Farms – Market Value Balance Sheets
Ending owner’s equity $3,534,037Minus beginning owner’s equity $3,285,991Equals increase in owner’s equity $ 248,046
The source may be as important as the amount!
Strategic Business Planning for Commercial Producers
Valuation Equity: MBC Farms
Beginning Balance Sheet
Ending Balance Sheet
Noncurrent Assets
Cost MarketValuation Equity
Cost MarketValuation Equity
Breeding Livestock
0 175,000 175,000 0 181,250 181,250
Machinery 155,326 376,850 221,524 155,564 339,165 183,601
Land 1,551,330
3,108,5031,557,17
31,551,3
303,240,000
1,688,670
Buildings 255,793 431,247 175,454 216,529 409,685 193,156
Totals 1,962,449
4,091,6002,129,15
11,923,4
234,170,100
2,246,677
Increase in valuation equity = (2,246,677– 2,129,151) = $117,526
Beginning of Year
BALANCE SHEET
Assets $4,429,347
Liabilities $1,143,356
Equity Contributed Cap $ 0 Retained Earnings $1,156,840 Valuation Equity $2,129,151Total Owner’s Equity$3,285,991
End of Year
BALANCE SHEET
Assets $ 4,655,476
Liabilities $ 1,121,439
Equity Contributed Cap $ 0 Retained Earnings $1,298,359 Valuation Equity $2,246,677Total Owner’s Equity $3,534,036
Statement of Changes in Owner’s Equity Increase in contributed capital $ 0 Increase in retained earnings $ 130,519 Increase in valuation equity $ 117,526 Total change in equity $ 248,045
Strategic Business Planning for Commercial Producers
Key Points?1. Make accrual adjustments to
accurately measure profitability and financial position
2. Cost and market value based measures are each useful in their own ways: market for benchmarking,
creditworthiness cost for trend analysis, performance of
invested capital, and evaluating leverage
Strategic Business Planning for Commercial Producers
Strategic Business Planning for Commercial Producers