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Chapter 4 analysis of financial statement
Chapter 4 analysis of financial statement
Financial statement analysis assignment
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British Airways Financial Analysis
The following pages comprise of a financial analysis of British Airways for the financial year ending March 31, 1999.
British Airways is a well-established company and has enjoyed high profits for the majority of its existence. However, the most recent accounts that have been published tell a different story of how the year has been.
British Airways produced a pre-tax profit of £225 million. This is £355 million less than in 1998 which illustrates the decline in demand for British Airways services. Although this decline in profits of 61% seems unacceptable it was caused by a variety of abnormal expenses. For example the company spent £35 million on computer systems to ensure that they are “year 2000 compliant”. British Airways also entered the low cost air travel market during the year with the launch of “Go”, which is running at a loss as it tries to establish itself in a highly competitive business environment.
Lower fuel prices and the strength of the Pound benefited British Airways, and as a result the company stocked up on 45% of its fuel requirement for the next financial year. This also contributed to the fall in profits for the year.
Operating Profit Fell from £504 million in 1998 to £442 million in 1999. The return on capital employed or primary ratio was just 17.06%. This is a great deal smaller than the 1998 figure of 61.2%. These figures both show that the business is achieving a return higher than that which could be achieved in a non-risk investment such as a high interest no access bank account which would only give a return of 7 to 9%.
British Airways has a working capital of 5.1, which shows that it has high solvency. Overall, although the firm has incurred a loss of £355 million in the financial year it is still a healthy business that shows promise of high profits in future years.
"In early 2000 Air Canada along with entire airline industry faced huge loss due to the high global economic downturn. With slow travel outstanding to the downturn and September 2011 incident the airline industry was hit extremely hard. Air Canada consequently posted net losses of $1.32 billion in 2001 and $828 million in 2002. Furthermore, with the spread for SARS disease Air Canada’s Asian route got effected
• Qantas had to make an increased profit and pay a dividend to its shareholders which increased over the years of management
Return on sales is decreasing and is below the industry average, but the goods news is that sales and profits have been increasing each year. However, costs of goods are increasing and more inventory is left over each year causing the return on sales to decrease. For 1995, it was 1.7% which is less than the average of 2.44% but is a lot higher than the bottom 25% of companies as seen in exhibit 3, which actually have negative sales return of 0.7%. Return on equity is increasing each year and at a higher rate than industry average. In 1995, it was 20.7%, greater than the average of 18.25% and close to the highest companies in exhibit 3, of 22.1% showing that the return in investment in the company is increasing, which is good for the owner.
Kathleen Hanser, `The Secret Behind High Profits at Low-fare Airlines'. http://www.boeing.com/commercial/news/feature/profit.html [accessed 15 May 2003]
Despite the growth in the market, Qantas International’s market share has been falling over the past 10years, from 34% in FY02 to 16% in FY13. The entry of Virgin Australia in 2000 in part explains this, however Virgin’s growth also coincided with the demise of Ansett in 2001 “… Virgin Blue will initially increase capacity on existing routes while evaluating what c...
According to the International Air Transport Association, 2001 was only the second year in the history of civil aviation in which international traffic declined. Overall, it is believed that the IATA membership of airlines collectively lost more than US$12 billion during this time (Dixon, 2002).
Working in the health care setting, teamwork and collaboration are used frequently to insure that everything runs correctly and efficiently. According to qsen.org, teamwork and collaboration consists of functioning effectively within nursing and inter-professional teams, fostering open communication, mutual respect, and shared decision-making to achieve quality patient care. While assessing the patient a nurse can come into contact and work with many different individuals. These can include other nurses, doctors, therapists, and family
They are to assess, evaluate, share and collaborate patient information to other health professionals to maintain quality and safe care delivery (NMBA, 2010). For example, scenario two illustrates an effective collaboration and communication between the nurse and other health professionals (Scenario 2: Leadership and teamwork in medical emergency teams [Scenario 2], 2012). She made recordings of the patient’s health status, and was able to share her analysis to the leader which enabled him to devise a plan and inform the family immediately. Therefore, effective team work is evident in scenario two. They were able to communicate, trust and respect each other’s opinion in which it provided the most appropriate treatment for the patient (Scenario 2: Leadership and teamwork in medical emergency teams [Scenario 2], 2012). On the other hand, in scenario one, the enrolled nurse failed to evaluate and record her assessment regarding patient’s health (Scenario 1: Leadership and teamwork in medical emergency teams [Scenario1],
In 1985, the Nintendo of America Company released a revolutionary video game system called the Nintendo Entertainment System or NES. The Nintendo Company who has already been in the video game industry such as laser gaming, electronic video
JetBlue Airways Corporation has been a rapidly growing discount airline and biggest success story in the industry by using its strong customer service considerations and low fares to build a solid, growing customer base.
Nintendo worked hard to make the first consoles that helped them get a jump start in success, but unfortunately it had a downfall that almost crushed their company’s reputation. In 1980, one of Nintendo’s skilled inventors Gunpei Yokoi, saw a man playing with his calculator, which gave him an idea, a small game that runs on batteries (Ryan 10-11). The Game & Watch was that game and it was released in 1980 which allowed the player to watch a ball and keeping it airborne with buttons (Ryan 10-11). Later on, Nintendo made TV consoles. In 1983, the Nintendo Entertainment System or the NES was released and games like “Super Mario” and Legend of Zelda” became pop...
Airline and travel industry profitability has been strapped by a series of events starting with a recession in business travel after the dotcom bust, followed by 9/11, the SARS epidemic, the Iraq wars, rising aviation turbine fuel prices, and the challenge from low-cost carriers. (Narayan Pandit, 2005) The fallout from rising fuel prices has been so extreme that any efficiency gains that airlines attempted to make could not make up for structural problems where labor costs remained high and low cost competition had continued to drive down yields or average fares at leading hub airports. In the last decade, US airlines alone had a yearly average of net losses of $9.1 billion (Coombs, 2011).
Product Strategy of the British Airways 1.1 Introduction to product strategy Product is the most important component in an organization. Without a product there is no place, no price, no promotion, and no business. Product is anything that can be offered to a market to satisfy a want or a need. It is the core ingredient of the marketing mix and is everything favorable and unfavorable, tangible and intangible received in the exchange of an idea, service or good (Kotler 11th edition, 2003). British Airways is a business offering service products, flights across destinations, in the transportation industry.
The International Air Transport Association (IATA). 2014. Airline Cost Performance. IATA Economics Briefing. [report] IATA, p. 31.
Several weaknesses in airline operations were identified as the causes of the RM1.3 billion loss. These included esclating fuel prices, increased maintenance and repair costs, staff costs, low yield per available seat kilometer ("ASK") via poor yield management and an inefficient route network.