The Shape of an Advanced Analysis

What this course expects you to know already, and the workflow the rest of it follows.

12 min

Activities: 0 of 2

From calculating to judging

At a basic level, financial analysis means calculating ratios correctly. At an advanced level, the calculation is the easy part. The hard part is judgement: deciding which numbers matter for the question, adjusting them so they can be compared, explaining why they moved, and defending a conclusion when someone challenges it.

In this course you are treated as someone who can already read an income statement, a balance sheet and a cash flow statement, and who knows the common ratios by name. The course does not re-teach those basics. It builds the system around them: how to prepare the data, how to diagnose movements, how to test the quality of earnings, how to value and lend, and how to write an analysis that survives challenge.

The workflow the course follows

  1. 1

    Step 1

    Frame the question

    Who will use the analysis, what decision will it support, and what would change that decision?
  2. 2

    Step 2

    Prepare the data

    Spread the accounts into a standard template, read the notes, and adjust for items that break comparability.
  3. 3

    Step 3

    Diagnose performance

    Profitability, efficiency, liquidity, solvency and cash, read together rather than one by one.
  4. 4

    Step 4

    Test the quality

    Ask whether the reported numbers are reliable, recurring and backed by cash.
  5. 5

    Step 5

    Compare and value

    Benchmark against peers and history, and estimate worth where the question needs it.
  6. 6

    Step 6

    Conclude and defend

    State a judgement, the evidence, the uncertainty and the action. Stress-test it before anyone else does.

Why the order matters

Analysts often jump straight to step 3. They calculate twenty ratios from raw published figures and then try to explain them. The problem is that raw figures often contain one-off gains, acquisitions, changes in accounting policy and lease effects. A ratio built on unadjusted data can move for reasons that have nothing to do with performance.

Worked example. A logistics company reports return on capital employed (ROCE) falling from 14% to 10%. An analyst who starts with ratios might conclude that operations have weakened. An analyst who starts with the notes sees that the company adopted a new lease standard in the year. Its leased warehouses now appear as right-of-use assets, so capital employed rose sharply while operating profit barely changed. Once both years are put on the same basis, ROCE moved from 11% to 10%. The story is a small decline, not a collapse.

How the modules map to the workflow

This orientation module and the core ratio modules: statement links, data preparation, returns, working capital and debt capacity.

A second example: the same numbers, two questions

A manufacturer has strong margins, high debt and a large order book. A bank deciding whether to renew a five-year facility focuses on cash generation, debt maturity and security. An investor deciding whether to buy shares focuses on return on capital against the cost of capital, growth and valuation. Both read the same accounts. They reach different conclusions, and both can be right. This is why every analysis in the course starts from a named user and a named decision.

ROCE fell sharply in a year when the company first brought its leases onto the balance sheet. What should the analyst do first?

Put the workflow in order

Drag the steps into the order an analyst should follow.

  1. 1Conclude, stress-test and defend
  2. 2Test the quality of the earnings
  3. 3Prepare and adjust the data
  4. 4Frame the question and the user
  5. 5Compare and, where needed, value
  6. 6Diagnose performance across the ratio families
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