Enterprise Value
Market Capitalization can be used to determine how much a company worth
at a point of time, or "how big" a company is. However, there is a more
accurate measure of a company's value, which is the Enterprise value.
The calculation of Market Cap is quite straight forward,
Market Cap = Share Price x Total Outstanding Shares
Enterprise Value (EV) is also not hard to calculate,
EV = Market Cap + Debt + Minority Interest + Preferred Shares - Cash & cash equivalent
All the figures except market cap can be obtained from the balance sheet.
EV is a theoretical takeover price. It is widely considered as a more accurate representation of a company's value.
When company A wishes to takeover or acquire company B, it needs to:
- pay company B's ordinary shares holders (market capitalization)
- pay company B's total debt
- pay company B's minority interest shareholders
- pay company B's preferred shares holders
However, company A does not need to pay for company B's cash. It will pocket the cash.
After obtaining the EV, we can calculate a company's Enterprise Value
Multiple (EVM), which is one of the investment valuation ratio like the
more commonly used PE ratio.
EVM = EV / EBITDA
EBITDA = Earning Before Interest, Tax, Depreciation & Amortization
EVM roughly tells how long it would take for an acquisition to earn
enough to pay off its cost, assuming that there is no change in its
annual EBITDA.
If EVM is 10, then it will take 10 years. Thus, the lower the number the better it is.
EVM might be a better valuation ratio compared to PE ratio as it
includes a company's earning, debt and cash into the valuation, while PE
ratio is only about a company's earning.
Like any other financial ratios, it is best to compare with peers and historical data.
Gearing Ratio
Gearing is a measure of a company's leverage. The higher the leverage of a company, the more risky it is.
A company basically made up of 3 components, as stated in its balance sheet:
1. Assets (what the company own)
2. Liabilities (what the company owe to others)
3. Equity (investment by shareholders/owners)
To start a new company, we need to have initial investment from
shareholders (equity). The company will then use the equity fund to buy
assets and run its business. To support and grow the company, most of
the time it will need to get loans (liabilities).
In a balance sheet, all 3 components must be balanced:
Assets = Equity + Liabilities
This means that a company can get fund/money by 2 ways:
1. From shareholders or owners (equity)
2. From creditors (liabilities)
The fund acquired through shareholders & creditors are kept in the company as assets. Thus, assets = equity + liabilities.
There are two types of liabilities:
- operational (payables): owed to business partners
- debt (borrowings): owed to banks/creditors
We can measure the degree of a company's leverage with gearing ratios.
Basically these ratios tell us how much the business activity is funded
by shareholders fund vs creditors fund.
Debt Ratio = Total Liabilities / Total Assets
- a quick measure of a company's leverage
Debt to Equity Ratio = Total Liabilities / Shareholders Equity
- indicates the proportion of equity & debt the company is using to finance its assets
- creditors vs shareholders - who owns the company more?
Debt to Capital Ratio = Debt / Shareholder Equity + Debt
- indicates debt-financing vs equity financing
Current Ratio = Current Assets / Current Liabilities
- Current Assets: Cash & cash equivalent, inventories, receivables
Current Liabilities: Current debt, payables
Interest Coverage Ratio = EBIT / Interest Expense
- measures ability to pay interest expenses of outstanding debt (better >1.5)
Cash Flow To Debt Ratio = Operating Cash Flow / Total Debt (borrowings)
- measures ability to cover total debt with yearly cash flow from operation
There is no "standard" value for the ratios above, as it is different
between industries. Generally, if the debt/liabilities is the numerator,
the lower the ratio the better it is. If the assets/earning is the
numerator, the higher the ratio the better.
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