MBA Alumni | MBA Students | MBA Aspirants | MBA Forums
--- MBA Home ---

CoolAvenues.com

Subscribe
to
MyJobAlerts

on the web  
 

Home     |     MBA Jobs     |     Knowledge Zone      |     Seminars      |     Placement Report      |     Admission Alert       |     Café     |     Search

Finance Management | "Forecasting Financial Statements: A Framework for EPS Projections"

Finance @ Knowledge Zone

 Home

 Knowledge Zone Home

 General Management

 Finance

 Marketing

 Human Resource

 System

 Operations

 Netpreneurship

 Knowledge Seminar

 MBA Forums
 Search
 Join e-Communities
 Be a CoolAssociate
 Give Suggestions

 Company Search
 
 

Subscribe:
Seminar & MDP Alert
   To keep yourself updated with the latest Seminars & MDP happenings in the country, join Knowledge Seminar& MDP mailing lists.


Latest Management Discussion on CoolAvenues Forums



Forecasting Financial Statements: A Framework for EPS Projections

- By Prof. Gangineni Dhananjhay *

Page - 1

"Forecasting is simply a projection of how current imbalances will ultimately resolve."

- Alan Greenspan
In his book "The Age of Turbulence"

Introduction

Earnings (EPS) Projections for the next two or three years is a common and useful tool for analysts. EPS projections act as a valuation anchor to form opinion about over/under pricing. Analysts compare price-earnings multiples (P/E) with peers in the industry using EPS projections. The two most important financial statements which are a bible to the analysts are Income Statement and Balance Sheet. This article tries to explain the mechanics of EPS projections.

1. Historical Performance & Variable Input Analysis

Historical Analysis is the starting point for projecting a firm's future performance and financial condition. This is the basis for projecting a firm's performance under future conditions. Identification of key variables influencing the company is the main tool in building financial projections. The analyst should be able to determine what has probably caused the historical results. This should be supplemented with information about future conditions provided by statistical organizations, industry projections or company plans.

Using this information, the analyst can begin to make assumptions as to what future events may occur and how these events will affect the firm's future performance. Normally, the analysts use financial statements over a minimum of three (and preferably five) years to examine a firm's historical performance.

2. Summary of Analysis of Company's Performance

The analyst should summarize his analysis of the company's performance before beginning projections.

  1. Is the company operationally healthy? (OP, OPM, EBIDTA)

  2. Is the company financially strong or too highly leveraged? ( D/E Ratio, Interest Coverage Ratio)

  3. Are markets growing, stable or shrinking? (Industry Growth)

  4. How is the company situated amongst the competitors? (Market Share)

  5. A summary of present financial condition and existing cash flow.

  6. Strengths and weaknesses in management, industry position, nature of products and attendant risks, economic cyclicality.

  7. Management Performance as an influencing variable.

  8. Operating Risks.

  9. Historical Spreadsheets.

Next


Prof. Gangineni Dhananjhay holds B.Tech., MBA, NCFM (CFA) qualifications, and is currently Assistant Professor - Finance in the M.B.A. Department at Vivekananda School of P. G. Studies (VSPGS), Hyderabad.




Post Your Comments       |       E-mail to Friend       |       Want to Contribute

Send this E-mail this Article

 



Home
 |  MBA Jobs | Knowledge Zone | Seminar & MDP |  Placement Report |  Café |  Bazaar |  MBA Forums

Advertise with Us  |  CoolAvenues Services  |  Copyright  |  Privacy Statement  |  Cool Feedback  |  Contact Us

Site managed by Zebra Networks
© CoolAvenues logo & design template are exclusive copyright of Zebra Networks 2004-2008
© All copyrights with Zebra Networks. Part or full of the contents can not be published, copied or reproduced
in any form without the prior written exclusive permission of Zebra Networks.
Other trademarks and copyrights belong to their respective owners.