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Balance
Activos
Caja y equivalentes
Cuentas por cobrar
Inventario
Total activos corrientes
Plantas y equipos brutos
Depreciacin Acumulada
Plantas y equipos netos
Total activos
Pasivos
Porcin circulante de la deuda a largo plazo
Cuentas por pagar
Gastos diferidos
Total pasivos corrientes
Deuda a largo plazo
Deuda bancaria
Total pasivos
Patrimonio
Acciones ordinarias
Utilidades retenidas
Total patrimonio
Total pasivo y patrimonio
miles de dlares)
e dlares)
Balance Sheet
Assets
Cash
Accounts receivable
Inventories
Total current assets
Gross plant & equipment
Accumulated depreciation
Net plant & equipment
Total assets
Liabilities
Current maturities of long-term debt
Accounts payable
Accrued expenses
Total current liabilities
Long-term debt
Bank Debt
Total liabilities
Equity
Common stock
Retained earnings
Total shareholders equity
Total liabilities and shareholders equity
1993
1994
$ 16,230
-$ 9,430
$ 6,800
-$ 5,195
-$ 160
-$ 119
$ 1,326
-$ 546
$ 780
-$ 155
$ 625
$ 20,355
-$ 11,898
$ 8,457
-$ 6,352
-$ 180
-$ 106
$ 1,819
-$ 822
$ 997
-$ 200
$ 797
$ 508
$ 2,545
$ 1,630
$ 4,683
$ 3,232
-$ 1,335
$ 1,897
$ 6,580
$ 609
$ 3,095
$ 1,838
$ 5,542
$ 3,795
-$ 1,515
$ 2,280
$ 7,822
$ 125
$ 1,042
$ 1,145
$ 2,312
$ 1,000
$0
$ 3,312
$ 125
$ 1,325
$ 1,432
$ 2,882
$ 875
$0
$ 3,757
$ 1,135
$ 2,133
$ 3,268
$ 6,580
$ 1,135
$ 2,930
$ 4,065
$ 7,822
1993
$ 3,133
1994
$ 3,608
$ 475
1993
$ 3,232
1994
$ 3,795
$ 563
1993
$ 780
$ 49
$ 829
$ 160
$ 989
1994
$ 997
$ 48
$ 1,045
$ 180
-$ 758
$ 283
-$ 563
$ 187
iles de dlares)
For years ending 12/31
Gross plant & equipment
Increase in Gross plant & equipment
e dlares)
For years ending 12/31
Profit after tax
Add back after-tax interest on debt
Free Cash
Add back depreciation
Subtract increase in current assets
Add back increase in current liabilities
Subtract increase in fixed assets at cost
Free Cash Flow
1993
1994
4.81%
15.49%
18.28%
23.87%
11.85%
4.90%
18.04%
20.18%
24.53%
12.75%
Liquidity
Current ratio
Quick Assets
Acid Test or Quick ratio
2.03
$ 3,053
1.32
1.92
$ 3,704
1.29
Leverage
Assets / Equity
Debt / Total capital
2.01
26.36%
1.92
20.24%
76.57%
12.1
6.8
82.29%
18.2
7.7
2.47
57.24
63.09
2.60
55.50
56.39
0.08
2.47
2.01
23.87%
0.09
2.60
1.92
24.53%
1995
1996
1997
$ 23,505
-$ 13,612
$ 9,893
-$ 7,471
-$ 213
-$ 94
$ 2,115
-$ 925
$ 1,190
-$ 240
$ 950
$ 28,206
-$ 16,403
$ 11,803
-$ 8,932
-$ 213
-$ 75
$ 2,583
-$ 1,097
$ 1,486
-$ 287
$ 1,199
$ 33,847
-$ 19,684
$ 14,163
-$ 10,718
-$ 333
-$ 104
$ 3,008
-$ 1,299
$ 1,709
-$ 340
$ 1,369
$ 706
$ 3,652
$ 2,190
$ 6,548
$ 4,163
-$ 1,728
$ 2,435
$ 8,983
$ 846
$ 4,365
$ 1,625
$ 6,836
$ 6,163
-$ 1,941
$ 4,222
$ 11,058
$ 1,015
$ 5,238
$ 3,154
$ 9,407
$ 6,563
-$ 2,274
$ 4,289
$ 13,696
$ 125
$ 1,440
$ 1,653
$ 3,218
$ 750
$0
$ 3,968
$ 125
$ 1,792
$ 1,986
$ 3,903
$ 625
$ 316
$ 4,844
$ 125
$ 2,150
$ 2,383
$ 4,658
$ 500
$ 954
$ 6,112
$ 1,135
$ 3,880
$ 5,015
$ 8,983
$ 1,135
$ 5,079
$ 6,214
$ 11,058
$ 1,135
$ 6,448
$ 7,583
$ 13,696
1995
$ 4,402
$ 794
1996
$ 4,198
-$ 204
1997
$ 6,241
$ 2,043
1995
$ 4,163
$ 368
1996
$ 6,163
$ 2,000
1997
$ 6,563
$ 400
1995
$ 1,190
$ 41
$ 1,231
$ 213
-$ 909
$ 115
-$ 368
$ 282
1996
$ 1,486
$ 32
$ 1,518
$ 213
-$ 148
$ 352
-$ 2,000
-$ 65
1997
$ 1,709
$ 45
$ 1,754
$ 333
-$ 2,402
$ 358
-$ 400
-$ 356
1995
1996
1997
5.06%
19.01%
20.64%
23.73%
13.25%
5.27%
20.63%
20.77%
23.92%
13.44%
5.05%
19.86%
18.91%
22.53%
12.48%
2.03
$ 4,358
1.35
1.75
$ 5,211
1.34
2.02
$ 6,253
1.34
1.79
15.18%
1.78
10.97%
1.81
7.73%
86.99%
23.5
7.1
86.85%
35.4
9.6
83.91%
30.0
7.1
2.62
56.71
58.72
2.55
56.48
36.16
2.47
56.48
58.48
0.09
2.62
1.79
23.73%
0.09
2.55
1.78
23.92%
0.09
2.47
1.81
22.53%
Calculos
2)
Net sales
Cost of sales
3)
4)
1993
1994
1995
1996
$ 16,230
$ 20,355
$ 23,505
$ 28,206
-$ 9,430
-$ 11,898
-$ 13,612 -16403.2774
% -0.5810228 -0.58452469 -0.57911083
Promedio -0.5815528
1993
1994
1995
1996
Net sales
$ 16,230
$ 20,355
$ 23,505
$ 28,206
Selling, general, and adminis
-$ 5,195
-$ 6,352
-$ 7,471 -8931.84777
% -0.32008626 -0.31206092 -0.31784727
Promedio -0.31666482
Tire City podra reconocer un gasto por depreciacin del 5% del costo total del almacn. El valor
1993
1994
1995
1996
Depreciation
-$ 160
-$ 180
-$ 213
-$ 213
5)
Tasa de interes
1995
$ 750
$0
-$ 94
1996
$ 625
$ 414
-$ 75
1993
1994
1995
1326
1819
2115
-546
-822
-925
% -0.41176471 -0.45189665 -0.43735225
Promedio -0.4336712
1996
2529
-1097
1993
1994
1995
780
997
1190
-155
-200
-240
% -0.19871795 -0.20060181 -0.20168067
Promedio -0.20033348
1996
1432
-287
7)
Net income
Dividends
9)
10%
por ao
1993
1994
$ 1,000
$ 875
$0
$0
-$ 119
-$ 106
1993
1994
Net sales
$ 16,230
$ 20,355
Accounts receivable
$ 2,545
$ 3,095
% 0.15680838 0.15205109
Promedio 0.15474356
10)
Net sales
Inventories
1993
$ 16,230
$ 1,630
1994
$ 20,355
$ 1,838
1995
$ 23,505
$ 3,652
0.1553712
1996
$ 28,206
$ 4,365
1995
$ 23,505
$ 2,190
1996
$ 28,206
$ 1,625
9%
15)
1993
1994
1995
Net sales
$ 16,230
$ 20,355
$ 23,505
Accounts payable
$ 1,042
$ 1,325
$ 1,440
% 0.06420209 0.06509457 0.06126356
Promedio 0.06352008
1996
$ 28,206
$ 1,792
16)
1993
1994
1995
Net sales
$ 16,230
$ 20,355
$ 23,505
Accrued expenses
$ 1,145
$ 1,432
$ 1,653
% 0.07054837 0.07035127 0.07032546
Promedio 0.07040836
1996
$ 28,206
$ 1,986
1997
$ 33,847
-19683.9329
1997
$ 33,847
-10718.2173
el almacn. El valor en dlares de los gastos de depreciacin de Tire City en sus otros activos en 1996 y 1997
1997
-$ 333
1997
$ 500
$ 1,077
-$ 104
1997
2996
-1299
1997
1697
-340
1997
$ 33,847
$ 5,238
1997
$ 33,847
$ 3,154
1997
$ 33,847
$ 2,150
1997
$ 33,847
$ 2,383