SBM1203 Business Analysis and Valuation- The Upgradation of the Fillin
In each and every project or the startups there are many different types of the risks which are associated. So fuel stations or the filling stations also face many different types of risks. The risks are associated with the financial contexts and terms which are analyzed and examined with the help of the financial report of the filling station (Agarwal, 2016). The major risks that are involved and are found after the analysis are listed below:
- The current ratio which will be maintained by the filling station will be up to 4.04 which is not good. This is clearly shows that there is not good allocation of the assets over the liabilities. Even though, the ideal ratio which is to be maintained is 2:1 but the filling station is not maintaining the ratio close to the ideal one.
- The profitability data which is used is negative in nature. But with this data only things that the filling station is earning is the losses like operating margin, Gross margin, net margin, return on total assets along with return on invested capital. All these things are considered in negative stat which is just not good for the filling station. This can result very hazardous for future. Due to which they have to take precautions.
- The earning per share of the filing station is not even positive this will create further problems for the company and will increase the funds in future. This shows the poor reputation of the funds in the stock market. As the company is not doing well and is failing in attracting the new investors for the future. Recently the total asset of the filling station is very lower from the value of 55 million dollars to 45 million dollars in the last quarter.
- Even though, the filling station are in losses then they are making more investments in the future operational funds. The investments which are then made are mainly from the equity of shareholders which turns to be much risky for the oil filling organizations.
The above are the risks which are involved in the project of the upgradation of the fuel or the filling station. These risks should be overcome so that there should be proper upgradation of the filling station.
Answer:
| Year | 1 | 2 | 3 | 4 |
| Projected Sales | 7,80,000 | 8,97,000 | 10,31,550 | 11,86,283 |
| (b) Cost of Sales | 3,30,000 | 3,75,000 | 4,60,000 | 4,60,000 |
| Year | 1 | 2 | 3 | 4 |
| Cash from Sales | 7,80,000 | 8,97,000 | 10,31,550 | 11,86,283 |
| Directors loans | 75,000 | 75,000 | 75,000 | 75,000 |
| Capital Employed | 1,00,000 | 1,15,000 | 1,32,250 | 1,52,088 |
| TOTAL CASH INFLOW | 9,55,000 | 10,87,000 | 12,38,800 | 14,13,370 |
| Payments for materials | 3,30,000 | 3,75,000 | 4,60,000 | 4,60,000 |
| Premises (rent, rates) | 18,000 | 18,000 | 18,000 | 18,000 |
| Wages and salaries | 8,000 | 10,000 | 12,000 | 15,000 |
| General expenses | 2,250 | 2,450 | 2,600 | 2,850 |
| Interest and bank charges payable | 7,500 | 7,500 | 7,500 | 7,500 |
| Lease payments | 14,000 | 16,000 | 19,000 | 21,000 |
| Corporation Tax | 92,970 | 1,16,415 | 1,28,940 | 1,68,835 |
| Market survey costs | 1,975 | 2,125 | 2,375 | 2,450 |
| Other preliminary expenses | 1,900 | 2,300 | 2,600 | 2,850 |
| Plant and Machinery | 35,000 | 35,000 | 35,000 | 35,000 |
| TOTAL CASH OUTFLOWS | 5,11,595 | 5,92,290 | 6,95,515 | 7,40,985 |
| NET CASHFLOW FOR PERIOD | 4,43,405 | 4,94,710 | 5,43,285 | 6,72,385 |
| OPENING CASH BALANCE | 1,75,000 | 6,18,405 | 11,13,115 | 16,56,400 |
| CLOSING CASH BALANCE | 6,18,405 | 11,13,115 | 16,56,400 | 23,28,785 |
| Year | 1 | 2 | 3 | 4 |
| Furniture | 28,800 | 25,600 | 22,400 | 19,200 |
| Vehicles | 20,000 | 16,000 | 12,800 | 10,240 |
| Plant and Machinery | 28,000 | 22,400 | 17,920 | 14,336 |
| Total book values (i.e. net fixed assets) | 76,800 | 64,000 | 53,120 | 43,776 |
| Furniture-10% straight line | 3,200 | 3,200 | 3,200 | 3,200 |
| Vehicles - 20% reducing balance | 5,000 | 4,000 | 3,200 | 2,560 |
| Plant & machinery-20% reducing balance | 7,000 | 5,600 | 4,480 | 3,584 |
| total annual depreciation | 15,200 | 12,800 | 10,880 | 9,344 |
| Year | 1 | 2 | 3 | 4 |
| Revenue | 7,80,000 | 8,97,000 | 10,31,550 | 11,86,283 |
| Cost of sales | 3,30,000 | 3,75,000 | 4,60,000 | 4,60,000 |
| Gross profit | 4,50,000 | 5,22,000 | 5,71,550 | 7,26,283 |
| Gross Margin | 5,63,070 | 6,25,365 | 7,30,690 | 7,92,335 |
| Premises (rent, rates) | 18,000 | 18,000 | 18,000 | 18,000 |
| Wages and salaries | 8,000 | 10,000 | 12,000 | 15,000 |
| Operating Expenses | 2,250 | 2,450 | 2,600 | 2,850 |
| Accountant Fees | 20,000 | 20,000 | 20,000 | 22,000 |
| Payroll Tax | 3,800 | 4,100 | 4,400 | 4,700 |
| Utilities | 15,000 | 17,500 | 20,000 | 22,500 |
| Sales and Marketing | 18,000 | 20,000 | 22,000 | 25,000 |
| Postage & Telephone | 1,650 | 1,850 | 2,150 | 2,350 |
| Repairs and Maintainance | 2,500 | 2,750 | 3,000 | 3,250 |
| Vehicle maintainence Cost | 35,000 | 35,000 | 35,000 | 45,000 |
| Preliminary expenses | 1,900 | 2,300 | 2,600 | 2,850 |
| Lease Payments | 14,000 | 16,000 | 19,000 | 21,000 |
| Total expenses/overheads | 1,40,100 | 1,33,950 | 1,41,750 | 1,63,500 |
| Profit before tax | 3,09,900 | 3,88,050 | 4,29,800 | 5,62,783 |
| Tax | 92,970 | 1,16,415 | 1,28,940 | 1,68,835 |
| Profit after tax | 2,16,930 | 2,71,635 | 3,00,860 | 3,93,948 |
| Transfer to reserves | 3,09,900 | 3,88,050 | 4,29,800 | 5,62,783 |
| ROC | 217% | 272% | 262% | 298% |
| Assets | FY-2 | FY-3 | FY-4 | FY-5 |
| Cash | $2,94,050 | $2,78,450 | $3,59,270 | $4,78,776 |
| Accounts receivable | $8,97,000 | $10,31,550 | $11,86,283 | $13,64,225 |
| Total current assets | $11,91,050 | $13,10,000 | $15,45,553 | $18,43,001 |
| Vehichels | $25,600 | $22,400 | $19,200 | $16,000 |
| Furniture | $16,000 | $12,800 | $10,240 | $8,192 |
| Equipment | $22,400 | $17,920 | $14,336 | $11,469 |
| (Less accumulated depreciation) | $12,800 | $10,880 | $9,344 | $8,115 |
| Total fixed assets | $51,200 | $42,240 | $34,432 | $27,546 |
| Total Assets | $12,42,250 | $13,52,240 | $15,79,985 | $18,70,546 |
| Accounts payable | $25,000 | $27,000 | $25,000 | $27,000 |
| Accrued Rent | $18,000 | $18,000 | $18,000 | $18,000 |
| Bank Charges Payable | $3,000 | $3,000 | $3,000 | $3,000 |
| Short-term loans | $10,000 | $10,000 | $10,000 | $10,000 |
| Income taxes payable | $1,16,415 | $1,28,940 | $1,68,835 | $2,14,147 |
| Accrued salaries and wages | $10,000 | $12,000 | $15,000 | $17,500 |
| General Expenses | $2,450 | $2,600 | $2,850 | $3,050 |
| Lease Payment | $16,000 | $19,000 | $21,000 | $24,000 |
| Current portion of long-term debt | $30,000 | $20,000 | $35,000 | $28,000 |
| Total current liabilities | $2,30,865 | $2,40,540 | $2,98,685 | $3,44,697 |
| Long-term debt | $90,000 | $80,000 | $70,000 | $60,000 |
| Less: Loan Repayment | $7,500 | $7,500 | $7,500 | $7,500 |
| Deferred income tax | $1,54,200 | $1,76,290 | $1,09,982 | $84,946 |
| Total long-term liabilities | $2,36,700 | $2,48,790 | $1,72,482 | $1,37,446 |
| Owner's investment | $1,15,000 | $1,32,250 | $1,52,088 | $1,74,901 |
| Net Profits | $2,71,635 | $3,00,860 | $3,93,948 | $4,99,677 |
| Reserve and Surplus | $3,88,050 | $4,29,800 | $5,62,783 | $7,13,825 |
| Total owner's equity | $7,74,685 | $8,62,910 | $11,08,818 | $13,88,403 |
| Total Liabilities and Owner's Equity | $12,42,250 | $13,52,240 | $15,79,985 | $18,70,546 |
| Debt Ratio (Total Liabilities / Total Assets) | 0.38 | 0.36 | 0.30 | 0.26 |
| Current Ratio (Current Assets / Current Liabilities) | 5.16 | 5.45 | 5.17 | 5.35 |
| Working Capital (Current Assets - Current Liabilities) | 9,60,185 | 10,69,460 | 12,46,868 | 14,98,303 |
| Assets-to-Equity Ratio (Total Assets / Owner's Equity) | 1.60 | 1.57 | 1.42 | 1.35 |
| Debt-to-Equity Ratio (Total Liabilities / Owner's Equity) | 0.60 | 0.57 | 0.42 | 0.35 |
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