745 million in 2000 and the low value of $15.737 million in 1998
The operating profit also fluctuated between $21.250 million in 1997 to a negative 17.591 million in 2000
The net income followed a constant descendant trend, decreasing from $12.368 million in 1997 to -$26.393 in 2001 (Keystone Workbook, Historical Common Size Income Statements)
Relative to financial ratios, the following must be considered:
All ratios of operational analysis are larger than the industry averages, meaning that the company operates at high levels of quality and performance
With the exception of payable turnover and cash conversion cycle, all resource management ratios are superior to the industry averages, meaning that Keystone is fairly able to use its resources and transform them into money
Profitability ratios are equal or below the industry averages, meaning that the company is less able to generate earnings in comparison to the costs it incurs
Investment returns are also inferior to the industry averages, meaning that Keystone is less able to use the attracted investments to generate money
Liquidity ratios are higher than industry averages, meaning that the company is better able to honor its short-term commitments than other players within the steel industry
Financial leverage ratios are significantly over the industry average, revealing a growing risk for Keystone to find itself in an impossibility to pay its debts, and as such face bankruptcy.
5. Analysis and Recommendation Relative to the Proposition
The current proposition refers to the offer to purchase 54% of Keystone's interest and become as such the largest owner. The financial figures imply an estimated investment of $3.54 million, with a possibility of gaining access to more than $300 million in earnings. Nevertheless, considering that the company follows the sustained decline in revenues commenced five years ago, the actual gains could be highly decreased. Additionally, the current promise of $300 million earnings could not be sustainable once debts are paid. Nevertheless, keeping aside what...
The mistake occurred when enthusiasts tried to use those data for other purposes such as 'strategic product decisions.' The average cost of production never could, and never will, be relevant for those classes of decisions where only the change in total costs and revenues are relevant. That is, the rough, average post calculations provided a guide for pricing unique one-off products or services, but were of no use for
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