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Alan Cring Productions in association with the Emergent Light Studio presents

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the Illinois State Collegiate Compendium... Academic Lectures in Business and Economics.

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This is Business Finance, FIL 341 for autumn semester 2024.

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Today, ratio and common size analysis. This is the end of the lecture material. You have your

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midterm exam next week. On Tuesday, we will review for it and then on Thursday you'll take the test,

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the midterm exam. Now the Thursday class, the class after this one, I don't have a lot to do.

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It's more technical just using the Excel sheet, using Excel to do as your basis for doing your

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analytical tools. And of course, I strongly encourage you just as a heads up and I'll review

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fully for the midterm exam on Tuesday of next week. But you are allowed to use your notes on

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the exam. I have no problem with using and bring along that ratio formula sheet that I gave that I

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is in your files. Financial ratios formulas or something like that. Do bring that one up

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and have that one available for the midterm exam. I don't necessarily care so much about you being

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able to accurately calculate ratios. You've got Excel to do that. What I do care about is your

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interpretation, which is why I'm spending more than a couple of days looking at financial statements

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and doing what is truly financial analysis. A lot of what we do in almost any area of finance,

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well, is some kind of financial analysis. Looking at the financial statements and then shaking them

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out. Today I'm going to do, as I said, the ratios, finish that up, do that all. And then I'm going to

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do the common size financial statements. And then I'll probably just kill it at that point. And then

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on Thursday, we'll do free cash flow. Now there are, it may be a little bit of pro forma, but

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if our free cash flow goes, in the business there are several detailed meticulous ways to do free

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cash flow. Then there's what we used to call dirty free cash flow. It was a faster way to get the free

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cash flow of a company. It actually comes out with numbers that are very similar to what you would do

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if you broke down and did all these weird things. And so I generally teach the dirty free cash flow

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way and it gets you good results and it gets you just fine. You see in free cash flow,

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free cash flow is very rarely close to zero. It's either a big fat positive number or a big fat

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negative number. And you don't see much that's where, well, if we'd done this calculation a

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little bit more accurately, it could have been positive instead of negative. It's not going to

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work that way in real life. And we'll do a couple of financial statements. You'll see those on

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Thursday where we run free cash flow analysis the dirty way. You'll see that it's either a big

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positive number or a big negative number. And you could have done some little nuances in there.

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It wouldn't have changed it. Here's the thing. If it's negative, that's bad. If it's positive,

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that's good. There's no equivocation about it. And the more positive it is, the better, really.

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Some ratios, and I'll bring this up and then I want to look at the numbers. Some ratios,

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well, actually many ratios, there's not a good number. You can have a number that is near the

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industry average. Well, yay for that. But what happens if you're in an industry that sucks?

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All the other companies are terrible. Do you really want to be in the pack of that average?

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So you have to think of each company on its own to a certain extent. Obviously, we want to look at

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the industry averages, but at the same time, we also want to say to ourselves, well, maybe we're

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different from the industry average, but maybe that's a good thing. Say your industry average

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inventory turnover ratio is 4.5. Well, that's a pretty slow inventory turnover ratio in the

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modern age. So we could say, well, we're above 4.5. That's a good thing. Or we're below 4.5,

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and 4.5 really kind of sucks, so we're in a really bad position here. So ratio analysis does have

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that judgment call in it, and that's what we do in here, and that's what I'm trying to empower you to

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be able to do. Know enough so that your judgment actually means something. A judgment without

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education and experience is nothing but another opinion on the internet.

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So first of all, let's look at the numbers just for a little bit, and the numbers are actually not

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very happy at all today. It is definitely a negative day, and the Dow is the least of our

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problems today, of course, compared to the S&P 500. The Dow is down a little more than a half a

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percent. Excuse me, the S&P 500 is down about 1.14 percent, and then you've got the NASDAQ.

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Am I seeing that right? Is that 1.81 percent? Now that's kind of serious. We had some negative.

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We had mixed data coming out today, and that's spooking the markets. It's really spooking them

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because there's always that fear in the back of our minds that there's a recession right out there

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around that corner waiting to kick us in the ass. Most of that fear comes from that inverted yield

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curve. We've had an inverted yield curve for several years now. It is not just a normal inverted

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yield curve, it is a yield inverted yield curve from hell, and it doesn't seem to have created a

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recession yet, and yet we know that every recession has been preceded by an inverted yield curve.

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So we're waiting for this to happen. We hope it won't happen. We're going to break the historical

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trend, the historical reality, but we still are afraid, and every time we see some negative

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numbers, well, we get spooked by what is happening. Now, crude oil has had a big jump, and if you are

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watching the news or some of the more reputable sites on the internet, you can see that missiles

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are raining down on Tel Aviv, this capital of Israel, and that from Iran, their ballistic missiles,

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their mate, I don't know if I would call them Mark IVs, in other words, they couldn't reach Europe,

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but they can certainly take a big swing across the sands of Arabian sands, and they're slamming into

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Israel, and the Iron Dome isn't stopping them. If you watch the videos, lots of those missiles are

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hitting pay dirt. Only a few are being intercepted. That's going to probably set Israel on a path

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toward full-blown war, possibly with Iran. If we go to war with Iran, the price of crude oil could

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go through the freaking roof. Here's why. Iran has wanted to be a respectable player on the international

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stage, despite the fact that it is a highly ideological, violent theocracy, about everything bad

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Westerners see in Iran, but if Iran is back to the wall, they could very well mine the Strait of

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Hormuz. It's a very narrow channel that comes out of the Gulf and gets out to the Indian Ocean,

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and if they mine it, that means that the ships going through it will blow up. They also have a

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battery of old silkworm anti-ship missiles that can really tear up. We could probably, a modern

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fleet of battle ships would have no problem with the silkworms. However, they also have Mach 5

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sunburns, and those sunburns could probably get through, at least some of them could get through

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even our Aegis systems on our ships. So that means that if things go sour sideways, the price of oil

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is going to go to $100 a barrel, probably $125, and so that will send all the Western

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economies into a recession right away. This is when you get to the point where you're doing

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financial analysis. You notice that I'm talking about global events, politics, war, shipping,

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and all of that. This is when what you may want to aspire to, it's when you know more than just the

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textbooks and the typical news articles, and you begin to have an understanding of how the world

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puts together and how those pieces can, when they break apart, what the domino effect is of those

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things. This is our world. We're finance people, and so it all boils down to capital and money

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and how it flows and what can stop it from flowing and what that can do to economies around the world.

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So when I talk about this, I'm not just blowing information out of my butt. I'm telling you what

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this is, how it's going to help, what you need to know to be better than the average, and thank God

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you've got the best professor who ever walked the earth teaching you. Okay, or something like that.

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Okay, look over here. We've got crude oil and look at gold, the gold bugs. Oh God, the apocalypse is

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happening. Jesus is coming back. Buy gold. See it? So you see them freaking out today.

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How much can you take? How seriously can you take them? Eh, you know, it is what it is. Now

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interestingly, 10-year bonds have finally, the yields have turned the other way, which is good

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news. They had been going up those yields had, despite the fact that interest rates, the Fed was

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trying to bring down interest rates, but now the yields are finally settling back somewhat, which

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is good news for us. That will help. They're still not down. They had gotten down to about, I think,

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3.63% the yields had. They're still higher than they were a couple of weeks ago, but still we're

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glad for anything that happens in this kind of a world. Now look, here's what could be going on.

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This is a flight to quality. As the stock markets, as investors exit equities, they sell equities,

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that freeze up funds, and so if they're looking for safe harbor, the next place they're going to

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go is to bonds, which are safer than stocks in general. So that is what we're seeing here,

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is investors are buying into the bonds, price of the bonds goes up, and yields go down. So this is

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a classic flight to quality that we're seeing today. The equity markets over here, everyone's

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getting the hell out, so what's happening is on this side over here, well that means that they're

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getting out of risk, they're selling their equities, that freeze up funds, the funds, the safe

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harbor is the bonds, and as the bonds are bought, that pushes the price of bonds, demand for bonds

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goes up, price goes up, and yield goes down. Classic flight to quality. And the worrisome part is,

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we see that gold going up, that is the second stage of a flight to quality, and that can be a

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little concerning. I don't see gold, well let me look here again. Yeah, that's a little concerning,

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that's more than a percent increase in the price of gold. So,

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yeah, remember, flight to quality, stage one, from stocks to bonds, stage two, from bonds to gold,

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stage three, from gold to bullets. We're not quite at the bullets yet, but maybe I should look at

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some of the firearms manufacturers, see how their stocks are doing anyway. But anyway, there's what

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you're seeing, this is no mystery to us. We're finance people. There are things that surprise

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us, and you say WTF, and you've seen me do that a couple of times in this class, but in general,

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the motion of the markets is a clock, the pieces fit together in a very clean fashion. It's just a

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mystery and stuff for talking heads and conspiracy theorists outside of our realm, but in our realm,

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we stick to the science, and we stick to the logic, and to the economics, and the finance.

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Enough of that. Oh, what the heck was, oh look at that. The dollar is depreciating strongly against

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the euro, and against the pound as well. So, I mean, look, I don't know what you can say about

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that, other than that indicates weakening of the dollar, which is okay. If yields are going down,

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the dollar should weaken against other currencies, the currencies of our trading partners. If our

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yields are going down on our debt instruments faster than they are in Europe, Japan, Great Britain,

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well, that tells us that the dollar is going to weaken, and that's what we're seeing here. Yields

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are going down, dollars weakening against the major currencies, the euro and the pound. Japan,

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I don't know what's going on there. You've got to see Japan here today. Japan, I was watching this

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through the night, they had a very strong surge opening. Now, usually Japan's, the Tokyo

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has had this weird pattern. Something big happens, and it surges up, or usually down,

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right at the opening bell, and then it just sits there looking stupid. Today was a little bit

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different, because it started up, and it kept going up for a while, and then there was a sell-off

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there for a little while, and then it had another surge, and finally it just flattened out. But that

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was somewhat unusual. Japan's been taking a number of days, more bear days than bull days,

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recently. So this is good news. Now, if you look at the FTSE, it had a major drop-off a while ago.

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Now, the FTSE is, London is still open. The bell hasn't rung yet. So this is something that happened

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just about an hour ago. There was a major drop-off, and then it just went up, and then it

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just recovered. There was a big sell-off, and then the bulls came in and just bought the hell out of

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the bargains. It looks to me like it was bargain hunting. The market was dragged down, and everything

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was dragged down with it, and then the bulls came in and found a whole bunch of bargains, and just

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bought back in, and it came back from that big drop there very quickly. So here's what it is.

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Now, going over here, just to look at a couple of stocks, I've been interested recently in the

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bank stocks, and notice that they had a bad... the city has shed a lot of what it had gained over the

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past week or so. If you look at the month, and I'll look at a monthly chart on this, remember that

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these betas are heavy. They are risked, so you expect vol on them, but you see...

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okay, the one month here. You see how... well, I shouldn't say that. It's still kept, at least

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for today, it's still kept a lot of the gain that it has achieved over the last three weeks or so,

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but it has been... I want you to look down here. Just look at the volume. Do you see that cyclical

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waving pattern? There are these active, and then everyone backs off. Then active, then everyone

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backs off. It's not a smooth vol from day to day, week to week, and that... you see that with some

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stocks over a period of time that they have this... I hesitate to call it a pattern, but you will see

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some stocks, vol is about the same every day, but then you see these ones like this. It's like there

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are surges, and then everyone... no one trades, and then surges, then no one trades. Now these surges

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could be buys, these surges could be sell. You see these surges right here? These were sell,

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these were mostly sell. Then you see these little surge after surge after surge coming back up,

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and then it dies back down, but then you see now we're going back into the little wavelets again,

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and it looks like it's building for another one of those surges. You see how it seems to

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be getting ready for another one of these out here, like this one, even like this one back here.

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It looks like it's getting ready for a surge, which way? Don't ask me, I'm just a professor,

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but it's right out there. So this is something to look for if you are into investments that,

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like I said, some stocks you don't hardly ever see. It's very smooth vol from day to day,

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but in other ones it has that kind of pattern. Now looking over here, just to see BAC real quick,

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it's down too. Look at that spike right there, that's a sell spike. You see how it's a sell spike?

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See how it's spiked and that just brought it down? But interestingly, you really didn't have any

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signal and volatility when it started to turn around back here. So that's not as patterned,

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for lack of a better term, as Citi is. And then going over to Wells Fargo, the other one I've

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shown you before. That's down too. Now this one really doesn't pattern either the way Citi does.

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Like I said, some you can see it, some it's just not really there. But in this case, notice that

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Wells has a lower beta than Citi did. And you notice that volatility isn't nearly as strong

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as it was. Well let me let me qualify that. It's got some volatility, but it's still not that

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rocking stuff that Citi had there a while back. And another thing, when you're sitting around with

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finance people, this is the kind of stuff that you talk about. You reinforce yourself by saying

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yourself and each other through discussions about what's going on with these stocks.

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Noticing patterns, trends, things like that in the stocks. This makes you more sophisticated

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and it makes you more experienced for when you go out there and you have to do this in a live

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fire exercise in the business world. But anyway, coming over here I was, what was I looking at? Oh,

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our old friends TQQ. Look at that thing down hard today. TQQ is. That's a magnifier, that's a bull

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magnifier. And when the bulls are in bad shape, it magnifies the downside too. So this would be put

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territory. I don't know if I'd buy puts now. I think the mess is over with. However, look at its

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evil twin, the SQQ. And of course, it's up. Bouts the same. So if you were a bear late last night,

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you could have bought in the SQQ and you would have done really well. But if you were a bull

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last night and you bought into TQQ, you would have been wrecked today. So these are the kinds where

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you can take these if you have the courage of your convictions on bull or bear side.

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These will magnify your convictions into money in a rather noticeable way. I'll show you one more

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thing and I've probably shown you this a hundred times. I don't know if I have or not. The VIX.

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This is the metric of volatility. Look at that. Hot damn, that thing went crazy.

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Vol just spiked right in here. Well, I should say, well, the volatility, vol is volatility in this

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case. Look at that. It was just calm, smooth waters, nice lake to paddle on. And then it turned into a

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raging ocean right around at the beginning of trading today. Now remember, VIX is not a stock.

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VIX is an index. There is a futures contract. And so this thing doing that, this thing has been

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trading through the night and everything was nice and calm. And then right there, right before the

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opening bell, all hell broke loose. This happened before the bell. The bell was about here and the

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volatility index started the warning signs. This was going to be a really volatile day, probably

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what, about 30 minutes maybe before the market opened the bell. So you see right here that that

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was sort of like a quick, early, a very short fused early warning that it was going to be a fun, fun

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day on the market. Now do you want to play volatility? Here's one. VIXX.

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Whoops, didn't mean to do that. Let's try that again.

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What the heck? Is it going to show me VIXX?

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Well, no, VIXX. My bad. Geez. Oh, you would have done good on this today. You see that thing? And

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yes, you can trade that. So if you want to play this, play volatility. If you want to play vol,

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this is probably the best way to do it. And look at what you would have made. I mean, the options on

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that were just insane today. Call options were. I mean, if I was lamenting that if I had thrown

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a couple hundred dollars into call options out maybe two, three weeks near the money, just out

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of the money on the top side, I would have made a lot of money today. And it looks like the excitement

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is over with now. Let me look here. I don't know. It's still rocking in here, but it should calm

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down as we come toward the bell. At least that's what I've seen this thing do before. There's just

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all these traders just going crazy trading, and that reflects in volatility. And then as the

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traders begin to step back and say, I'm done. That's it. Game over. Let's go out and have beer

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or martinis or something. Then you see the vol begin to back down a little bit. I hope today.

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If it keeps on going through the night, then you'll know that there is probably going to be another

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really hard day tomorrow. But one warning. There's an old saying, down today, up tomorrow. And so you

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might very well see a turnaround the other way tomorrow. Keep an eye on the volatility. If the

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vol is still going crazy, that probably means it's going to be an upside day. If the vol starts going

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cuckoo bananas, vix, with a little hat. If that's leading into tomorrow morning, and it's beginning

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to show a lot of turbulence at the opening bell, that could very well mean that you've got the bulls

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coming back, and they're going to start scooping up every bargain they can find in sight.

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Enough of that. I've done what I can to talk about this. Now let me take you over here. And the first

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thing we're going to do, I'm going to bring up the target worksheet. And I am uploading this

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in your spreadsheets folder in Canvas. There's a subfolder, class examples, and this will all be

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in there. But you still need to be keeping an eye on what I'm doing here, so that you know what I'm

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doing and why I'm doing it. Now this is all, the first round of this is coming off the financial

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analysis ratios. This sheet, it's in your Canvas file folders, financial analysis ratios, and this

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is any ratio that I would care about that you would need to know. And there are even a few ratios in

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here for at least one other class that I will be teaching as well, short-term financial management.

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Specifically for short-term financial management, DSO, day sale outstanding, DIH, days inventory

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held, and DPO, days payable outstanding. These are core ratios in short-term financial management.

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And those three put together, you take DSO plus DIH minus DPO, and you get the holy grail of the

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CCC, the cash conversion cycle, which is, it's just like one of those hugely important things

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in short-term financial management. If you get into that kind of stuff, that's corporate,

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not investments, but it also crosses into investments, short-term investments.

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But anyway, these are the ones that I would care about. Some of those,

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I mean some of them are really popular. They go in cycles. The ratios right now, EBITDA

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is just a big thing, EBITDA or whatever they call it. And any ratio that has EBITDA in it

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is important these days. And I'll show you right here where I'm looking at. Where the hell is it?

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Where is EBITDA?

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Don't tell me I don't have it in here somewhere.

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Ha! I'll be darned. I gotta fix that. I need to fix that. I'm gonna have to put in another,

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oh there it is. There it is. EBITDA coverage. That is a, technically that's debt management,

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but it's also considered a liquidity ratio in some textbooks. That's why I was looking over there

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around the liquidity and profitability. Essentially, EBITDA, operating income,

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divided by interest expense is your times interest earned. So if I were to take

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times interest earned,

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and this is just in the book, so rather in my sheet, and it's in the book too,

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so I'm not putting anything new on there. That's EBIT over interest expense. Now EBIT also is known

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as operating income, or operating profit. Okay, that is a measure of how many times over you can

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pay your interest expense. You do not ever want to have that below one because that means you're in

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default on an interest payment. That's the end. That's end game. Chapter 11, protection. However,

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the one that where you would put it as EBITDA, this part is your depreciation and amortization.

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In other words, you're adding back the expenses that didn't happen. Those are accounting. They are

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not real. You don't write a check to depreciation and amortization. Then you take that divided by

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your interest expense, and that is a better measure of your coverage for your interest.

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Because the EBIT is subtracting out something that doesn't exist. By putting it back into the

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operating income, you are making it what really, how much funds do you have really to cover your

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interest expense. That's why it's more popular now. The only downside of that is that some financial

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statements, the companies do not report on the income statement the depreciation and amortization.

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You're looking at this and you're saying, okay, is it still in there but they're just not putting

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it on its own line or is it not in there at all? In which case, it's not EBIT, it's EBITDA is what

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they're calling operating income. That's a mystery and it's something that's quite frustrating

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to financial analysts now. You didn't put in, and a lot of companies do, you didn't put in a line

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in your operating expenses, depreciation expense. Is it in there and you just buried it with SG&A

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or is it not in there? What you're talking about as EBIT is actually EBITDA. The accounting

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standards are basically silent on this issue. As far as I've looked and several others who are

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bothered by this have said, we don't find any place in the general accepted accounting principles,

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not standard principles, consistently applied. We don't find any guidance on whether or not you must

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put depreciation and amortization into your operating expenses. We're in the dark. Is it in

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there? Let me pull up something right here. I'm going to take this off the screen. I don't have

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to do that, I can just minimize it. Let's look at target. This is target. Consolidated statement of

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operations. Target is nice to us. They say, here it is. You can add it back in and you get EBITDA.

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You take your operating income and add back depreciation and amortization. We know what to

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do here. For that coverage ratio, we just add that back in. But there are a lot of companies,

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there is no line there. You are just on your own trying to figure out what to do on that one.

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Let me take this off to the side here just a second because it's going to get in the way here if I don't.

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Now, as you recall from last time, where the hell was I? Oh, I got to get that over there and get

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the financial statement up. Now, I was working my way through the ratios here and I had gotten down

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to return on equity. Basic earning power, which you can look at, is EBIT over total assets. So,

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the basic earnings power is equal to the, and if you want to follow along by all means, I will also

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again upload this. Once I've put some things in here, I will upload it. But what I want to do here

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is, what was I doing? Okay, total assets. Where the hell are my total assets?

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Where the hell are my total assets? Oh, there it is. Total assets divided by the, no,

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let me get off this. Basic earning power is EBIT over total assets equals EBIT over total assets.

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So, what we'll do is we'll take the operating income, EBIT, right there, divided by the total assets.

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Total assets, there it is. Okay.

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Put 1031. So, essentially, that is your operating income as a, sort of like a percent of your total

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assets. How much operating income did you generate from the total assets of the company?

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If the total assets are a giant portfolio, and I've used this example, this way of explaining it

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before, what operating income, that's your revenues minus your cost of goods sold, minus your operating

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costs, what was your return on that portfolio? In this case, it was about 10.31. Now, I don't

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know whether the book does it or not, but I would turn that into a percentage myself.

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Now, the equity multiplier. Total assets over equity. So, that one would equal, you're going

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to go to the balance sheet, and you're going to take your total assets divided by how much money

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the owners have put into the company. That would be total shareholders investment, they call it.

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So, in other words, how should I put this?

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You've got that equity that you put, your shareholders put in money, they bought stock.

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They also gave up dividends for the company to put that money back in to grow the company.

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How much did that work? In this case, they turned that money that belongs to the shareholders,

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they bought stock, they gave up dividends, that became a little more than four times as much

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as they put in. That's the best way to explain that. And the name of it is indicative. How much

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did they multiply what was put in there? Now, again, and I emphasize this over and over again,

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is that these numbers are relative. Is this a good number? Is it a bad number? Well, it's pretty

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obvious that if it's under one, that's bad. It actually deflated the owner's stake in the company.

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But here we have, it's been multiplied by about four. What numbers do I see? Anywhere from, well,

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I've seen under one, I saw a.7, I can't remember what it was last year, I hit a.7 on one company.

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But in general, it's usually around four, yeah, seven, ten, hell, a few times I've run into things

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like 30, 20, 30, where it really multiplied. The company was able to turn the shareholders' money

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into 10, 20 times as much in terms of total assets of the company. Now, you obviously can notice that

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this is highly sensitive to the leverage of the company. In other words, the more the company uses

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debt, the more the equity multiplier will be because total equity will be lower and that means

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that that will make the whole fraction larger. So that is, that gains to leverage in a ratio.

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The more debt you're using, the more assets you're going to own. If you use only your own equity,

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then you'll have a nice modest house on the outskirts of Decatur. But if you borrow tons of money,

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you'll have a couple of nice houses in some reputable place in Schomburg, or something like

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that, or Oakbrook. So that's what it is. Simply, the more debt you use, the bigger this multiplier

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is going to be. So that's a warning. Yeah, bigger is better, but you're taking leverage and that

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creates risk. The more debt you take on, the riskier your corporation is going to be simply

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because you've got a bigger interest expense. So you have to have a bigger operating income to pay

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that bigger interest expense. So your revenue, you don't want that to go up and down and up and down

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because you could very well dip below the interest expense when you get to the operating income line.

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That's why leverage does cause you to have gains, but it also is at the cost of more risk.

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And let me do the dividend ratio. And this one, the dividend, I hope I can find it over here in

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the statement of cash flows. Statement of cash flows. There it is. Okay, I've got to watch it here

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because this is going to be a negative number and I really don't want it to be a negative number,

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so I'll have to do an absolute value after I finish this. The dividends divided by the net income.

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Where the hell is the net income? There we go. Net earnings. There we go. And that'll be a negative.

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Let me fix that and make that a positive by doing an absolute value. ABS. Nope, don't want to do it there.

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Want it one over. A absolute value of that top number. Well, I could do it at the bottom of the

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whole thing if I wanted to. Okay, and then the plow back ratio is one minus that.

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Well, try that again. Equals one minus the dividend ratio.

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So, Target, this is Target, yeah. Target gave of what the owners claim, net income, Target gave

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about 48.6% of it back to its shareholders. It kept 51% for itself, for the company to grow

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the stockholders value. Now, let me do something here. These are generally considered,

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and I don't know how your book puts it, but I don't recall, but usually a percentage. You notice that

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Target gives a lot of its, what belongs to the shareholders, back to them. It is a very high

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dividend company. It gives a lot back. Now, what does that mean? It could mean a couple of things.

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Target is just generous with its shareholders. Another darker side of that is that Target

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doesn't have really all that many positive net present values projects that it wants to pursue.

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So, it says, here shareholders, you can do more with your money than we can. That's the

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downside of giving big dividends away. It's almost a signal. Target doesn't have anything

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it can do with that net income. So, it gives about half of it back to the shareholders

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and keeps only about half of it to grow the company. That's a managerial, well, it's not

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a managerial. It's a board of directors choice. Now, let me copy these and paste them over here.

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And then we can get a clearer look. Basic earning power has jumped for this company. It really has.

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And surprisingly though, the equity multiplier has eased back up a little bit.

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That's a little odd, but you know, it is what it is. Now, notice that the dividend ratio has gone

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down. They gave away in 2023, well, that's 2022-23, they gave back to the shareholders 66%

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of what they made for them, keeping only about 34% for the company to grow. And apparently,

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they definitely backed off that in this year quite a bit. But still, it's very big. And

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you know, it is what it is. Clearly, they didn't want to share it. They shared a little bit too

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aggressively. So now, let me go on here a little bit. I've done the liquidity and the profitability.

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Now, I want to talk here a minute about the debt management ratios. Now, under debt management,

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you have debt to total assets. Now, one thing about this, this is our most direct measure of

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leverage. This is capital structure. Now, capital structure is a combination of debt and equity

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that comprises total assets. Capital structure is a combination of debt and equity that comprises

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total assets. The higher that number is, the more leveraged the company is. The lower that number is,

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the less leveraged the company is. In general, the greater the leverage measured by debt to total

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assets, the riskier the company is, just as a general rule. It's relying more and more on debt

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and less and less on equity for its daily bread. And then, of course, you have the classic times

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interest earned. And then, you have your EBITDA coverage. Now, going back up here, debt to total

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assets. Now, when we do debt to total assets, generally speaking, and I think the book does this

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too, you look only at your long-term debt and other borrowings. You don't bother the other ones.

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For one thing, they're relatively minimal. And the other thing is, we're focusing only on the big

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800-pound bondholders, those sons of bitches who can put us out of business if we don't make them

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happy. So, in a case like this, we're going to take long-term debt divided by total assets.

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This company has a capital structure that's 27% debt and therefore approximately 73% equity.

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So, it is a relatively low-leveraged, unleveraged company. You see about 25.75 debt to equity.

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That's your standard for a low-leveraged company. You get up there 50, 70, 30. That's high leverage.

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But in this case, debt to total assets of.2695. Now, times interest earned, you're going to take

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that operating income right there. Where the hell is it? Right there. And you're going to divide it

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by your interest expense. 11 times. This is a relatively large number. You like this. You get

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really fussy if it gets below four, three. At seven, you're okay. You're comfortable. Ten. Now, at 11,

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things like this, and I've seen some of the big corporations are 20. They can pay their interest

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expense more than 11 times over with the money that's available to pay interest expense.

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Some would argue that that might be a little too high. They're obviously in no danger of default

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whatsoever. But they could actually take on more debt in their capital structure and still be able

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to pay their interest. And they'd have a stronger basic earning power and all that. Whatever. Their

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managerial choice, their management and board of directors chooses to have a lot of distance

371
00:49:34,560 --> 00:49:41,680
between them and default on any debt obligation. So now if we look at the EBITDA, we do the same

372
00:49:41,680 --> 00:49:53,680
thing. But this time what we do is we take operating income. Where the heck? Oh, there it is.

373
00:49:53,680 --> 00:50:01,040
And we add back the depreciation and amortization expense. Right there.

374
00:50:07,200 --> 00:50:18,080
Okay. And then we divide that by your interest expense, net interest expense right there.

375
00:50:18,080 --> 00:50:26,560
Net interest expense right there. And that's even healthier. That's big. So realistically they can

376
00:50:26,560 --> 00:50:36,240
pay their interest expense every year 16 times over. 16 times over. So no pain there. And let

377
00:50:36,240 --> 00:50:46,320
me copy those numbers over. Well, I'm going to put this as a percentage. It really doesn't matter.

378
00:50:46,320 --> 00:50:58,480
But now let me copy these numbers over here. So you notice something interesting. One, a couple

379
00:50:58,480 --> 00:51:07,680
of things. One, Target has become less leveraged. It has backed away from leverage. In other words,

380
00:51:07,680 --> 00:51:14,960
it's paid off debt and it hasn't generated and it hasn't issued new debt. So it's

381
00:51:14,960 --> 00:51:21,520
becoming safer. That should lower the beta for one thing. It lowers the risk of the company.

382
00:51:21,520 --> 00:51:26,320
They're paying a big dividend. That should lower the risk of the company. So they have a lot of

383
00:51:26,320 --> 00:51:32,480
factors that indicate a lower beta. And then if you look at times interest earned,

384
00:51:35,600 --> 00:51:43,520
this makes sense because they lowered their debt load and so they have less interest to pay. So

385
00:51:43,520 --> 00:51:49,360
their times interest earned has gone up. They are obviously pulling away from risk. Target is

386
00:51:49,360 --> 00:51:56,800
becoming an old mature company and that's not that unusual. Back in my time, Target was new and wild,

387
00:51:56,800 --> 00:52:05,120
a crazy thing. And now it's becoming one of the old men of the retail business. And it's doing a

388
00:52:05,120 --> 00:52:14,400
good job. Now obviously EBITDA is going to follow suit on that. Now going over here to asset activity,

389
00:52:14,400 --> 00:52:26,080
I have a few problems with asset activity. Here, that's going to drive me crazy, I think. Average

390
00:52:26,080 --> 00:52:40,640
collection period. Now this is a problem for Target. Simply because if I look over here at their

391
00:52:40,640 --> 00:52:52,720
balance sheet, I've got no accounts receivable to put in the formula. So that's Target's trick. They

392
00:52:52,720 --> 00:52:58,320
have all their accounts receivable in a captive that is not being reported on their consolidated

393
00:52:58,320 --> 00:53:06,080
financial statements. You would actually have to go into the 10K for God's sake to find the number.

394
00:53:06,640 --> 00:53:14,080
It will be in item 7, management discussion and analysis of the results of operations. It's there,

395
00:53:14,800 --> 00:53:21,040
but for God's sake, I mean, that's about the only place. Now I can go over here and check

396
00:53:21,040 --> 00:53:36,800
in the statement of cash flows. God, it's not... Tell me if I'm not seeing it. Nope. They don't even

397
00:53:36,800 --> 00:53:46,800
report it there. Son of a bitch. Okay, we can't do it. And that, you know, I mean, if I did that,

398
00:53:46,800 --> 00:53:52,400
the SEC would make me some hard timers old lady at a federal facility, but apparently

399
00:53:53,600 --> 00:54:01,760
they could get by with it, you know, whatever. Okay, enough of that. But I can do... Nope,

400
00:54:01,760 --> 00:54:07,840
I can't do day sales outstanding either because that needs...

401
00:54:07,840 --> 00:54:16,640
That needs it too. Whoops, I didn't mean to do that.

402
00:54:19,280 --> 00:54:28,320
Day sales outstanding. I can't do that one either because I don't have their accounts receivable.

403
00:54:28,320 --> 00:54:42,320
Okay, try something out. Oh, total asset turnover. Finally, total asset turnover. And the next one is

404
00:54:42,320 --> 00:55:06,320
total fixed asset turnover. And then inventory turnover. And finally, day's inventory held.

405
00:55:12,320 --> 00:55:18,320
And then day's payable outstanding.

406
00:55:28,640 --> 00:55:34,080
At least I can get these down here. Total asset turnover. Now the total asset turnover is just

407
00:55:34,080 --> 00:55:45,760
going to be your net sales divided by your total assets equals net sales divided by total assets.

408
00:55:45,760 --> 00:56:06,560
Right, there it is. In other words, if you consider the total assets as being sellable,

409
00:56:07,520 --> 00:56:14,320
you did it almost two times last year. Target did it almost two times last year. They sold their

410
00:56:14,320 --> 00:56:18,960
company two times. That's basically what it's saying. They sold their company two times.

411
00:56:20,000 --> 00:56:27,520
Now, what should that number be? I don't know. Total asset turnover. You can artificially

412
00:56:28,240 --> 00:56:35,760
increase it by letting your not replacing equipment, property, plant and equipment,

413
00:56:35,760 --> 00:56:42,000
letting it depreciate. In other words, letting total assets become smaller will increase your

414
00:56:42,000 --> 00:56:48,880
total asset turnover ratio. It's not healthy. So if you see this as a big number, four, six,

415
00:56:49,520 --> 00:56:54,720
you look at the pattern of how they are, of what's happening with their fixed assets. Now,

416
00:56:54,720 --> 00:57:00,320
I'm going to look at their fixed asset turnover ratio right now. The fixed asset turnover is going

417
00:57:00,320 --> 00:57:07,040
to be the same thing, net sales over net fixed assets equals in this case, your net sales

418
00:57:07,040 --> 00:57:11,040
over your net fixed assets.

419
00:57:19,040 --> 00:57:25,040
Who's this? Right here. Your property and equipment net.

420
00:57:25,040 --> 00:57:38,480
Okay. Now, I'm dying. I'm sorry. I'm going to have to pull this over here. I want to see what happened.

421
00:57:42,160 --> 00:57:50,560
Not much. Not much. See, if this number were to jump on me, I'd be worried. They're not replacing.

422
00:57:50,560 --> 00:57:55,360
But in this case, it looks like they are having some capital investment. That's good news. Good

423
00:57:55,360 --> 00:58:03,760
news there. Okay. So now, and it eroded a little bit on total assets. That was because fixed assets

424
00:58:03,760 --> 00:58:12,720
increased. So the total asset turnover decreased. Now, inventory turnover. Now, the inventory

425
00:58:12,720 --> 00:58:21,280
turnover ratio, you're just going to take your cost of goods sold equals cost of goods sold,

426
00:58:23,920 --> 00:58:30,480
cost of sales divided by your inventory. Come back over here, divided by inventory.

427
00:58:30,480 --> 00:58:43,360
They turned their, everything in their inventory, they wiped out and replaced a little more than

428
00:58:43,360 --> 00:58:51,280
once every two months. 6.5 times a year. That would tell me that a little more than twice

429
00:58:52,160 --> 00:58:59,760
every two months, a little less than twice a year. They completely rolled over their inventory.

430
00:58:59,760 --> 00:59:10,240
Now, in that number is healthy. If it gets too low, you're holding a lot of inventory. If it gets too

431
00:59:10,240 --> 00:59:17,360
high, you're probably going toward a just-in-time system. That's great, but it's not great if you

432
00:59:17,360 --> 00:59:27,120
get a bottleneck in your supply chain. There was an obsession in the 2000s to get that inventory

433
00:59:27,120 --> 00:59:33,760
turnover ratio up. Get the inventory in, get it on the shelves, get it sold, bring in more, do it again,

434
00:59:33,760 --> 00:59:42,960
faster and faster. That turned into an absolute fiasco when the supply chain broke down in 2021

435
00:59:42,960 --> 00:59:49,120
and 2022 because they were selling it out of the inventory as fast as they could get it on the

436
00:59:49,120 --> 00:59:56,880
shelves and get it past the cash register. Then, okay, more toilet paper, more eggs, more everything.

437
00:59:56,880 --> 01:00:05,760
The supplier said, don't got none. Wait, what? Yeah, you were selling, you had so short,

438
01:00:05,760 --> 01:00:12,400
your inventory was so tight that when there was a breakdown in the supply chain, you had sold what

439
01:00:12,400 --> 01:00:18,160
you had. You had small warehouses and so you sold everything in the warehouses thinking, well,

440
01:00:18,160 --> 01:00:22,560
I'll just order more. We've got all these formulas for when you trigger the order inventory. That's

441
01:00:22,560 --> 01:00:28,800
what I do in FIL 340. Knowing your trigger and you tighten them as much as you can,

442
01:00:29,680 --> 01:00:36,640
bring in a little bit, set your trigger low so that you trigger with 100 units left and then you

443
01:00:36,640 --> 01:00:42,960
order two days, you got your inventory full and then you sell it off. Well, that turned into an

444
01:00:42,960 --> 01:00:48,960
absolute disaster when the supply chains broke down. That's why you had empty storage shelves

445
01:00:48,960 --> 01:00:54,400
with toilet paper, other basic goods because they were rolling the inventory so fast,

446
01:00:55,200 --> 01:01:03,680
they didn't have any backup in their inventory. There was none. Matter of fact, there was a joke

447
01:01:03,680 --> 01:01:09,440
and I thought it was a joke, but it wasn't. There were actually toilet paper brokers who were

448
01:01:09,440 --> 01:01:15,040
finding giant stashes of inventory and selling them to the highest bidding company to get it

449
01:01:15,040 --> 01:01:22,720
onto their shelves. Days inventory held, let me do this, DIH. The days inventory held, you're

450
01:01:22,720 --> 01:01:30,240
going to take your average inventory and you're going to divide that by your cost of goods sold.

451
01:01:30,240 --> 01:01:39,280
Now, this one is a little bit tricky to do. Your average inventory. The way we do this

452
01:01:39,280 --> 01:01:47,520
is I'm going to do it this way. I'm not sure. I'm going to take this year.

453
01:01:49,600 --> 01:01:57,120
Whoops, let me back off here. I'm going to take equals the average

454
01:01:59,760 --> 01:02:02,640
of the past two years

455
01:02:02,640 --> 01:02:10,240
and divide that by the cost of goods sold.

456
01:02:15,760 --> 01:02:21,760
I made a mistake there. I should have put, let me kill this. I'm going to have to do a

457
01:02:21,760 --> 01:02:32,640
divide it by here. Let me delete that. Open parentheses. Cost of goods sold over 365. Cost

458
01:02:32,640 --> 01:02:54,880
of sales. Well, cost of sales over 365 to make it a daily. 365 and then close the parentheses.

459
01:02:54,880 --> 01:03:05,040
Almost 60 days they held inventory. That would be considered an embarrassingly high number by a lot

460
01:03:05,040 --> 01:03:18,000
of companies these days. Where you see 20, 10, 5, certainly no more than 25. Target had inventory,

461
01:03:18,000 --> 01:03:25,120
its average piece of inventory was sitting in a warehouse for two months. Now, the downside of

462
01:03:25,120 --> 01:03:33,440
that is opportunity cost. You have to pay for the inventory space and all that for that two months

463
01:03:34,160 --> 01:03:40,160
instead of for a couple of days. That creates its own cost, the inventory. You have big warehouses.

464
01:03:40,160 --> 01:03:46,720
You have to have security on those. Heating, lights, all that kind of stuff. You have to have

465
01:03:46,720 --> 01:03:52,320
security on those. You have to have security on those. So that's considered not a good idea.

466
01:03:52,320 --> 01:04:00,000
Plus, holding that inventory that long, inventory held, is inventory not sold. That's an old thing.

467
01:04:00,000 --> 01:04:07,040
Inventory held is inventory not sold. Most analysts would say this sucks. This is way too big.

468
01:04:07,040 --> 01:04:14,880
But we'll see here in a minute. I can do this number, I think I can, but that other one,

469
01:04:16,160 --> 01:04:23,760
well look at that. That looks like policy. That wasn't a fluke, that's policy. They don't move

470
01:04:23,760 --> 01:04:31,600
inventory fast. If I see it for one year and then it's a big difference the next year or something

471
01:04:31,600 --> 01:04:37,520
like that, you know that they saw a problem and they were fixing it. Here, they're not fixing any

472
01:04:37,520 --> 01:04:45,840
problem at all. This is what they do. And DPO, let me do the DPO here real quick and then I'll finish.

473
01:04:45,840 --> 01:04:53,040
We'll do the rest on Thursday. But DPO, days payable, average accounts payable divided by, so

474
01:04:53,040 --> 01:05:03,600
this one equals the average of accounts payable. So I'll look for the accounts payable.

475
01:05:04,560 --> 01:05:11,680
I said I'll look for the accounts payable. The average of those two, close the parenthesis,

476
01:05:11,680 --> 01:05:25,440
divided by cost of goods sold over 365. So we go back over to cost of goods sold divided by 365.

477
01:05:27,040 --> 01:05:36,160
Close the parenthesis and hope to God that it works. Well there we go. That's actually a very

478
01:05:36,160 --> 01:05:45,680
large number. The golden number that you usually see is something around 30. 30 days.

479
01:05:47,680 --> 01:05:57,040
Okay, because most vendors say 30 days net. You have to pay your bill within 30 days. So a lot of

480
01:05:57,040 --> 01:06:05,680
companies you see it around 30 days. This is actually a good thing. They delay paying their

481
01:06:05,680 --> 01:06:12,640
bills. That's a cash management strategy. And I'll finish you with this. This is from FIL 340.

482
01:06:14,080 --> 01:06:21,920
The cash conversion cycle. You want this to be low. How fast you bring cash around back to you.

483
01:06:21,920 --> 01:06:27,920
From ordering an inventory, through making the sale, getting paid for the sale, and then on the

484
01:06:27,920 --> 01:06:40,720
other side the days payable outstanding. So this is your days of sale outstanding, DSO, plus days

485
01:06:40,720 --> 01:06:50,240
inventory held, minus days payable outstanding. So you notice that the higher your days payable

486
01:06:50,240 --> 01:06:59,600
outstanding, the lower your cash conversion cycle number is. So companies try. They try to make these

487
01:06:59,600 --> 01:07:07,760
small and this one big. Ouch, God damn. Okay, that is most companies management strategy. Now the

488
01:07:07,760 --> 01:07:16,640
ultimate in, I don't know how you would put it, in financial short-term spontaneous financing is

489
01:07:16,640 --> 01:07:25,440
Walmart. Walmart has a negative cash conversion cycle, which means that their suppliers are

490
01:07:26,000 --> 01:07:33,680
doing their short-term financing for them. And that's masterful. You want this number to be low,

491
01:07:33,680 --> 01:07:41,840
but Walmart takes it to the extreme. They literally have a negative cash conversion. So that negative

492
01:07:41,840 --> 01:07:48,560
is how much money their suppliers are financing them. How do they do it? They don't pay their

493
01:07:48,560 --> 01:07:57,760
suppliers for 90 days about. The ultimate, well what if you're a supplier to Walmart and they say

494
01:07:57,760 --> 01:08:03,280
well you know we'd like to have you pay in 30 days. Walmart says yeah you'll get a check in a few

495
01:08:03,280 --> 01:08:08,240
months. That's how Walmart does it. So what are you going to do? Well Mr. Walmart you better pay us or

496
01:08:08,240 --> 01:08:13,760
you're not going to be our customer anymore. Oh yeah sure you're going to do that. And they also,

497
01:08:13,760 --> 01:08:21,280
their DSO is very, is pretty low because most of its cash retail sales and their days inventory

498
01:08:21,280 --> 01:08:26,800
held. That's a relatively large number because they've got just insanely large warehouses they

499
01:08:26,800 --> 01:08:31,360
hold things in. But overall that's what you're seeing here. Now I'm going to save this sheet

500
01:08:32,000 --> 01:08:36,880
and then we'll finish it up with common size financial statements on Thursday. That's all I

501
01:08:36,880 --> 01:08:38,880
have for you. I thank you.

