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Catégorie :Category: nCreator TI-Nspire
Auteur Author: 2B9877U
Type : Classeur 3.0.1
Page(s) : 1
Taille Size: 2.03 Ko KB
Mis en ligne Uploaded: 06/04/2025 - 18:11:30
Uploadeur Uploader: 2B9877U (Profil)
Téléchargements Downloads: 1
Visibilité Visibility: Archive publique
Shortlink : http://ti-pla.net/a4565017
Type : Classeur 3.0.1
Page(s) : 1
Taille Size: 2.03 Ko KB
Mis en ligne Uploaded: 06/04/2025 - 18:11:30
Uploadeur Uploader: 2B9877U (Profil)
Téléchargements Downloads: 1
Visibilité Visibility: Archive publique
Shortlink : http://ti-pla.net/a4565017
Description
Fichier Nspire généré sur TI-Planet.org.
Compatible OS 3.0 et ultérieurs.
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FCF Levered FCF = C ashFlow from Operations Net Capex DebtRepayments. Unlevered FCF = EBIT(1-t) -Dep-Capex-Change in NWC Adjust it: add back stock based compensation and leaseexpense if taken off Also compare FCF before acquisition to post M&A on thatyear. Check Conversion: FCF/Net income : What % of net incomeconverts to cash? If theres a large gap, investigate reasons (e.g., heavyworking capital requirements not a lot of non cash exepenses,...). Capex Compare Capex to sales. If > 20% for several years, thecompany is capital intensive. This might reduce flexibility during downturns. Working Capital Movements does it costs or earns(positive) to grow? Over a long termis it working capital neutral? If it is earning check to make sure they can pay it all andAP are not pilling up. Are they generating cash as they grow even without beingprofitable? If unprofitable, need to grow to stay solvent. does growth at leastgenerate positive cash flow from operations? Does growth require massive investments in receivables orinventory? A business that generates cash as it grows (negative workingcapital that remains stable) can be attractive, but if growth reverses, thatcan become a risk. Acquisitions ( Business Combinations , effect of changes inthe scope of consolidation ) Check if the company uses M&A to grow vs. organicinvestments in factories, tech, etc. Check how much of the growth is organic vsinorganic, Large acquisition spend may inflate reported growth. Made with nCreator - tiplanet.org
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Compatible OS 3.0 et ultérieurs.
<<
FCF Levered FCF = C ashFlow from Operations Net Capex DebtRepayments. Unlevered FCF = EBIT(1-t) -Dep-Capex-Change in NWC Adjust it: add back stock based compensation and leaseexpense if taken off Also compare FCF before acquisition to post M&A on thatyear. Check Conversion: FCF/Net income : What % of net incomeconverts to cash? If theres a large gap, investigate reasons (e.g., heavyworking capital requirements not a lot of non cash exepenses,...). Capex Compare Capex to sales. If > 20% for several years, thecompany is capital intensive. This might reduce flexibility during downturns. Working Capital Movements does it costs or earns(positive) to grow? Over a long termis it working capital neutral? If it is earning check to make sure they can pay it all andAP are not pilling up. Are they generating cash as they grow even without beingprofitable? If unprofitable, need to grow to stay solvent. does growth at leastgenerate positive cash flow from operations? Does growth require massive investments in receivables orinventory? A business that generates cash as it grows (negative workingcapital that remains stable) can be attractive, but if growth reverses, thatcan become a risk. Acquisitions ( Business Combinations , effect of changes inthe scope of consolidation ) Check if the company uses M&A to grow vs. organicinvestments in factories, tech, etc. Check how much of the growth is organic vsinorganic, Large acquisition spend may inflate reported growth. Made with nCreator - tiplanet.org
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