E145/STS173E145/STS173

Workshop AWorkshop A

The Case MethodThe Case Methodandand

Basics of AccountingBasics of Accounting

Professors Tom Byers and Randy KomisarStanford University

Copyright © 2007 by the Board of Trustees of the Leland Stanford Junior Universityand Stanford Technology Ventures Program (STVP). This document may be

reproduced for educational purposes only.

Workshop A AgendaWorkshop A Agenda

• Case Method Thoughts

• Accounting Principles

• Some “Accounting” Applications

The Case Method - AgendaThe Case Method - Agenda

• Introduction to the Case Method

• Analysis Tips

• Write-up Tips

The Case Method of InstructionThe Case Method of Instruction

• A case is a “simulation” of business life and decision-making. Itusually sets the stage for a set of business problems and complexdecisions.

• Cases present lots of information arranged in an unstructuredway. Goal of case analysis is to select the relevant information,and structure it in a way that helps addressing the issues of thecase and making decisions.

• Many times, decisions will have to be made with insufficientinformation – this reflects real life!

• Teamwork is essential for case-based learning and for thedevelopment of well grounded opinions. Disagreement is normaland even necessary, since unique solutions are rare.

(please read E145 handouts on Case Analysis)

Seven Tips for Case AnalysisSeven Tips for Case Analysis1- Gain a Basic Understanding of the Company

• What does the company sell, to whom, how, and why do people buy it?• Size of revenues - How big is the business?• Growth of revenue and assets – How quickly is the company growing?• Profitability of the business (several measures)

2- Understand the Financial Situation of the Company• Is operational cash flow positive or negative?• How is the short term cash position?• How much debt does the company have?

3- Benchmark the company against competitors and the industry average• Measures of profitability• Measures of operational efficiency• How are the company’s products differentiated from competition?

4- Analyze the historical evolution of the company’s financial situation

Seven Tips for Case AnalysisSeven Tips for Case Analysis5- Analyze the sustainability of growth and the cash burn rate

• How long will the company be able to maintain operations with the currentcash position?

6- Don’t confuse symptoms with problems. Often the numbersreflect symptoms that help in diagnosing business problems. Oneof the most important tasks of case analysis is to identify theproblems addressed by the case.

7- You should reach a clear decision on the case, which is wellsupported and logically consistent with the analysis. Write theassignments in concise language, using a bullet point format.

Case Write-Up TipsCase Write-Up Tips1- Skip the intro. We know what question you’re answering; we have to

read at least 16 answers to the same question. You’ve only one pagein which to make your case, make effective use of it.

2- Build an argument. Don’t just answer the “what” question, back it upwith the “why”. If you make assertions or assumptions outside of thecase, justify them. We ought to be able to read your answer andcreate a resprentative outline of the form:

• “I think _________ should do/choose _______ option because– Reason X

– Reason Y

– Reason Z

In fact, maybe make the outline first. If the outline is good enough,you can just turn it in. Content over style.

Case Write Up TipsCase Write Up Tips3- Read the case carefully and learn to filter. These cases have a lot

of info, not all of it is relevant. Many of these cases were written withdifferent case questions in mind. Some of them deal withtechnologies you may not be familiar with. If there’s terminology oranything in the text that you don’t quite understand, feel free to ask.The teaching team is here to help.

4- Use the study questions. At least read them. Preferably, discussand answer them. The study questions have been carefully designedto help you narrow down the scope of the actual homework questionor, at very least, to point you in the right direction. Again, if you’re notsure, ask.

Case Write Up TipsCase Write Up Tips5- Feel free to use outside knowledge. Make full use of your own and

your team’s knowledge. What do you know about this particulartechnology or market? Between you and all of your team members,you probably know a lot more than you think you know. What wouldyou do in this situation? From what you know of the personalities inthe case, which of the decision options do you think they wouldprefer?

6- But, don’t just look up an answer. With point 5 in mind, don’t justlook up what really happened and let historical determinism answeryour question. Answer the case from the time and perspective of thepersonalities in the case. We don’t look for right or wrong answers,we look for well-constructed arguments.

Case Write Up TipsCase Write Up Tips7- Think through the alternatives. They won’t always be laid out in the

case or the question.

8- Think about limitations as well as advantages. Argue for yourchoice, but recognize the risks. Every choice has tradeoffs, else thesedecisions wouldn’t be so interesting or so difficult. What are the bigrisks for each alternative and why, despite these risks, do you thinkyour choice is the best path of action?

9- Know when to use the numbers. Hint: if we teach you financing inclass and then you get a case with financing numbers in it, weprobably want you to run the numbers. You’ll note that you won’t haveall the values you need – you can solve for some values, others you’lljust have to guess (and justify why those numbers are reasonable).

Workshop A AgendaWorkshop A Agenda

• Case Method Thoughts

• Accounting Principles

• Some “Accounting” Applications

Basics of Accounting - AgendaBasics of Accounting - Agenda

• Review main accounting documents and financialanalysis• Balance Sheet• Income Statement (Statement of Operations)• Statement of Cash Flows

Please refer also to the Merrill Lynch document: How to Read a FinancialReport

• Company burn rate, forecasted required capital to reach milestones, …

• Head count, loaded cost per employee, equipment expenses, regulatory expenses, …

• Business model, acquisition costs, steady state financials

Some Accounting PrinciplesSome Accounting Principles

• Accounting items are classified into “accounts”according to their nature, translated into monetaryunits, and organized in statements

• Basic Accounting formula:

Assets = Liabilities + Equity

What the company ownsHow the ownership of assets was financed(By third parties or by the owners)

Accounting vs. Market ValueAccounting vs. Market Value

• Equity: Ownership of a company is divided into stock certificates

• Accounting Value (or Book Value) =

Equity = Assets – Liabilities

Accounting Value is different from Market Value !!!

• Market Value =

Share Price * Number of Common Shares Outstanding

Balance SheetBalance Sheet

• A financial snapshot of a company at a given point in time

Current Assets (liquid in less than a year)

Fixed Assets

Other Assets

Current Liabilities(payable in less than a year)

Long-Term Liabilities(bonds issued, bank loans)

Shareholders’ Equity

Cash and Equivalents

Accounts Receivable

Inventories

Property, plant andequipment(less depreciation)

Intangibles(less depreciation)

Investment Securities

Total Assets =

Accounts Payable

Accrued Expenses

Short Term debt

Common Stock

Additional Paid-in Capital

Retained Earnings

Total Liabilities + Shareholder’s Equity

Balance Sheet of XYZ Corp. - 31 December of 2005 (in thousand $)

Balance Sheet - AnalysisBalance Sheet - Analysis

• Working Capital: measure of the amout of cash available in the short-

term. Also, indication of the funds needed to operate within a given

business size:

= Current Assets – Current Liabilities

• Liquidity ratios: measures of the ability to meet short term financialobligations• Current Ratio: Current Assets / Current Liabilities• Acid-test: (Cash + Accounts receivable) / Current Liabilities

• Operational Efficiency Measures• Inventory Turnover = Cost of Sales per year / Current Inventory

• Accounts Receivable Collection Period = accounts receivable / sales

• Accounts Payable Collection Period = accounts payable / cost of sales

Balance Sheet - ExampleBalance Sheet - Example

These financial statement items are for Tweeter Entertainment Group atyear-end on September 30, 2001. (in millions)

Accounts payable $ 38.6Property, plant & equipment 109.1Receivables 31.3Other current liabilities 23.3Stockholders’ equity 332.4Cash 3.3Long-term debt 36.7Inventories 129.2Accrued expenses 38.9Other current assets 7.5Other liabilities 10.5Other assets 200.0

From Kimmel et. al. Financial Information For Decision Making

Balance Sheet - ExampleBalance Sheet - Example

Assets

Current assets Cash $ 3.3 Receivables 31.3 Inventories 129.2 Other current assets 7.5 Total current assets 171.3Property, plant & equipment 109.1Other assets 200.0Total assets $ 480.4

Liabilities and Stockholders’ Equity

Current liabilities Accounts payable $ 38.6 Accrued expenses 38.9 Other current liabilities 23.3 Total current liabilities 100.8Long-term debt 36.7Other liabilities 10.5 Total liabilities 148.0Stockholders’ equity 332.4Total liab. & stock. equity $ 480.4

TWEETER HOME ENTERTAINMENT GROUPBalance Sheet (in millions)

September 30, 2001

Income StatementIncome Statement• Reports the economic results of a company over a time

period. It shows the derivation of earnings or losses.

+ Revenues - Cost of Revenue (product cost or COGS)

= Gross Margin- Sales and Marketing- General and Administrative- Research & Development- Depreciation and Amortization

= Operating Income (EBIT) + Interest Income(expense) net

= Net Income before Taxes - Income Tax Provision - Extraordinary Items

= Net Income

Income Statement of XYZ Corp. – year 2005 $ % Rev.

Income Statement - AnalysisIncome Statement - Analysis

• When does a transaction affect income? - When itchanges the economic value of the company for the owners

• Some Profitability Measures:• Gross Margin (%) = Gross Profit / Sales• Operating Margin = Operating Income / Sales• Return on Sales = Net Income / Sales• Return on Equity = Net Income / Shareholders’ Equity

• Other Important Measures• Earnings Per Common Share (EPS) = Net Income / Common

Shares• Price Earnings Ratio (P/E) = Market Price / Earnings Per Share

Income Statement - ExampleIncome Statement - Example

The following information was taken from the 2001 financialstatements of Kellogg Company. Dollar amounts are inmillions.

Cost of goods sold $ 4,128.5

Selling & admin. expenses 3,523.6Interest expense 351.5Other expense 54.0Net sales 8,853.3Income tax expense 322.1

From Kimmel et. al. Financial Information For Decision Making

Income Statement - ExampleIncome Statement - Example

KELLOG COMPANYIncome Statement

For the Year Ended December 31, 2001

Net sales $ 8,853.3Cost of goods sold 4,128.5Gross Profit 4,724.8Selling & admin. expense 3,523.6Income from Operations 1,201.2Interest expense 351.5Other expense 54.0Net Income Before Taxes 795.7Income tax expense 322.1Net Income $ 473.6

Statement of Cash FlowsStatement of Cash Flows

• The Statement of Cash Flows reports cash receipts and payments overa period, separating operational, investing and financing activities.

+ Cash Flow from operating activities (reconciled from income statement)

= income

- net changes in working capital (except cash and equivalents)

+ depreciation and amortization

+ Cash Flow from investing activities

+ Cash Flow from financing activities

= Net Change in Cash or Equivalents

+ Cash or Equivalents at beginning of period

= Cash or Equivalents at end of period

Statement of Cash Flows of XYZ Corp. – 2005 $

Statement of Cash Flows - AnalysisStatement of Cash Flows - AnalysisCFIMITYM !!!

(Cash Flow is More Important Than Your Mother!! )

Especially for an entrepreneurial firm...

• How is cash flow different from income?

• Income accrual is not necessarily linked to cash transactions(e.g., depreciation, sales by credit, not billed)

• Some activities affect cash flows but not income (e.g.,investments in fixed assets, additional capital fromshareholders)

• Growth often absorbs cash flow because of a higher needfor working capital and fixed investments (Entrepreneurialfirms with negative income and high growth can have a very fastcash burn rate)

Statement of Cash Flows - ExampleStatement of Cash Flows - Example

SIERRA CORPORATIONStatement of Cash Flows

For the Month Ended October 31, 2004

Cash flows from operating activities Cash receipts from operating activities $ 11,200 Cash payments for operating activities (5,500) Net cash provided by operating activities $ 5,700Cash flows from investing activities Purchased office equipment (5,000) Net cash used by investing activities (5,000)Cash flows from financing activities Issuance of common stock 10,000 Issued note payable 5,000 Payment of dividend (500) Net cash provided by financing activities 14,500Net increase in cash 15,200Cash at beginning of period 0Cash at end of period 15,200

From Kimmel et. al. Financial Information For Decision Making

Top 10 Accounting Principles forTop 10 Accounting Principles forEntrepreneursEntrepreneurs

1. The fundamental equation inherent in financial statements is:Assets = Liabilities + Owner’s Equity

2. The balance sheet is a snapshot at a moment in time of financialposition, while the income statement reports on financialperformance for a period.

3. An income statement details changes in retained earnings forthe period.

4. Accounting disputes turn almost solely on valuation and timing.

5. Five key principles govern valuation: Realization (accrual),conservatism, consistency, materiality, and historic cost.

Source: Hank Riggs (AeA/SEI lecture 8/16/06)

Top 10 Accounting Principles forTop 10 Accounting Principles forEntrepreneursEntrepreneurs

6. Since valuations require judgments, financial statements arenecessarily only estimates.

7. “Book values” seldom equal “market values”, particularly forlong-term assets and owner’s equity.

8. The lifeblood of any operation is cash.

9. Ratios are the key tool for drawing meaning from financialstatements.

10. A company’s ability to finance its growth internally is a functionof its return on equity.

Source: Hank Riggs (AeA/SEI lecture 8/16/06)

Workshop A AgendaWorkshop A Agenda

• Case Method Thoughts

• Accounting Principles

• Some “Accounting” Applications

Some Some ““AccountingAccounting”” Applications Applications

• Operating Stacks & Common Sizing

• Value Chain

• Company Proxies

Operating StacksOperating Stacks

$175,620 $127,600 $59,340 $306,810 $154,610Market Cap(1/13/07)

$5,580 $8,664 $3,572 $12,599 $1,465Net Income

$6,996 $12,090 $4,347 $16,472 $2,017OperatingIncome

$4,067 $5,145 $463 $6,584 $600R&D

$7,200 $5,688 $5,140 $13,576 $855SG&A

$18,747 $23,049 $9,950 $36,632 $3,561Gross Profit

$9,737 $15,777 $45,958 $7,650 $2,577COGS

$28,484 $38,826 $55,908 $44,282 $6,139Revenue

CSCO(7/06)

INTC(12/05)

DELL(2/06)

MSFT(6/06)

GOOG(12/05)

Operating StacksOperating Stacks

$91,520 $97,240 $65,470Market Cap(1/13/07)

$1,279 $4,631 $2,470Net Income

$1,922 $5,537 $2,690OperatingIncome

$1,262 $3,848 $1,538R&D

$2,258 $7,156 $1,116SG&A

$5,622 $16,862 $5,344Gross Profit

$1,011 $5,150 $2,182COGS

$6,633 $22,012 $7,526Revenue

DNA(12/05)

MRK(12/05)

QCOM(9/06)

Common SizingCommon SizingDNAMRKQCOMCSCOINTCDELLMSFTGOOG

19%21%33%20%22%6%28%24%NetIncome

29%25%36%25%31%8%37%33%OperatingIncome

19%17%20%14%13%1%15%10%R&D

34%33%15%25%15%9%31%14%SG&A

85%77%71%66%59%18%83%58%GrossMargin

15%23%29%34%41%82%17%42%COGS

100%100%100%100%100%100%100%100%Revenue

Value ChainValue ChainDirect to End UserDirect to End User

Cost of Goods

(Supply Chain)Profit + SG&A + r&D

End

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Notice the littler and the big D

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RevenueList Price

Source: Mark Leslie

Value ChainValue ChainResellersResellers

Cost of Goods

(Supply Chain)Profit + SG&A + r&D

End

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$

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Revenue

List Price

Source: Mark Leslie

Value ChainValue ChainDistributors / ResellersDistributors / Resellers

Cost of Goods

(Supply Chain)Profit + SG&A + r&D

End

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$

EU

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RevenueList Price

Source: Mark Leslie

Your Product Becomes yourCustomer’s COGs

Value ChainValue ChainOEM or IP LicensingOEM or IP Licensing

Cost ofGoods

(SupplyChain)

Profit + SG&A +r&D

End

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$

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Revenue

Source: Mark Leslie

Value ChainValue ChainYour Acquired OEM Product or Licensed IPYour Acquired OEM Product or Licensed IP

Cost of Goods

(SupplyChain)

Profit + SG&A +r&D

End

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$

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Cost of Goods

(Supply Chain)Profit + SG&A + r&D

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Cost ofGoods

(SupplyChain)

Profit + SG&A + r&D

Res

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r List Price

Revenue

Source: Mark Leslie

Company ProxiesCompany Proxies

• What is a company proxy?

• Why is a proxy important?

• How do you choose a proxy?

• When do you use your proxy?