Cash flow
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Cash flow refers to the amounts of cash being received and spent by a business during a defined period of time, sometimes tied to a specific project. It can be used
- to determine problems with liquidity. Being profitable does not necessarily mean being liquid. A company can fail because of a shortage of cash, even while profitable.
- to generate project rate of returns. The time of cash flows into and out of projects are inputs to models like internal rate of return and net present value.
- to measure income or growth of a business when it is believed that accrual accounting rules do not represent economic realities. Alternately, the cash flow can be used to 'validate' the net income generated by accrual accounting.
Cash flows can be classified by:
- Operational cash flows: Cash received or expended as a result of the company's core business activities.
- Investment cash flows: Cash received or expended by making capital expenditures that will benefit the business for many years (e.g. the purchase of new machinery), investments or acquisitions.
- Financing cash flows: Cash received or expended as a result of financial activities, such as receiving or paying loans, issuing or repurchasing stock, and paying dividends
All three together are necessary to reconcile the beginning cash balance to the ending cash balance.
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Operating cash flow as proxy for income
Because of the politics involved in the formation of accounting standards (GAAP), many investors have lost faith in the published income statements. One way to by-pass them is to use cash flows instead. The feeling is that
- cash flows cannot be fudged. This presumption is shown to be wrong by the following section.
- cash liquidity is necessary for survival. This is true, and even more true for businesses with limited access to financing.
- cash is tangible proof of income. The problem with this concept is that cash can be received as profit on a sale ... but also as proceeds from the sale of an asset with no profit. One asset is simply exchanged for another. This reality is expressed by non-cash expenses like depreciation, amortization and depletion. Capital assets wear out in the process of being used to generate sales. Part of the proceeds from the sale is a return of capital not income. The cash replaces the reduction in the asset's value.
Not withstanding the problems with GAAP, the growth of a business is better measured by Net Income than by Cash from Operations.
Dangers of isolating Operating cash flow
When analysts and the media refer to 'cash flow' they are most likely referring only to #1 above: "Operating Cash Flow". There are problems with isolating only this third of flows because business can easily manipulate the classification. Here are some ways the business can increase 'Operating' cash flow without changing the economic realities of the business.[1]
- Sales - Sell the receivables to a factor for instant cash
- Inventory - Don't pay your suppliers for an additional few weeks at period end
- Sales Commissions - Management can create a separate (but unrelated) company to do the work. The book of business can then be purchased quarterly as an investment
- Wages - Pay compensation with stock options
- Maintenance - Contract with the predecessor company that you prepay five years worth for them to continue doing the work
- Equipment Leases - Buy it
- Rent - Buy the property (sale and lease back if you like)
- Oil Exploration costs - Replace reserves by buying another company's
- Research&Development - Wait for the product to be proven by a start-up lab. Then buy the lab
- Consulting Fees - Pay in shares from treasury since usually to related parties
- Interest - Issue convertible debt where the conversion rate changes with the unpaid interest
- Taxes - Buy shelf companies with TaxLossCarryForward's. Or gussy up the purchase by buying a lab or O&G explore co. with the same TLCF.
Example of a positive $40 cash flow
| Transaction | In (Debit) | Out (Credit) |
|---|---|---|
| Incoming Loan | +$50.00 | |
| Sales (which were paid for in cash) | +$30.00 | |
| Materials | -$10.00 | |
| Labor | -$10.00 | |
| Purchased Capital | -$10.00 | |
| Loan Repayment | -$5.00 | |
| Taxes | -$5.00 |
| Total.......................................... | .......+$40.00....... |
|---|
In this example the following types of flows are included:
- Incoming loan: financial flow
- Sales: operational flow
- Materials: operational flow
- Labor: operational flow
- Purchased Capital: Investment flow
- Loan Repayment: financial flow
- Taxes: financial flow
Let us, for example, compare two companies using only total cash flow and then separate cash flow streams. The last three years show the following total cash flows:
Company A:
Year 1: cash flow of +10M
Year 2: cash flow of +11M
Year 3: cash flow of +12M
Company B:
Year 1: cash flow of +15M
Year 2: cash flow of +16M
Year 3: cash flow of +17M
Company B has a higher yearly cash flow and looks like a better one in which to invest.Now let us see how their cash flows are made up:
Company A:
Year 1: OC: +20M FC: +5M IC: -15M = +10M
Year 2: OC: +21M FC: +5M IC: -15M = +11M
Year 3: OC: +22M FC: +5M IC: -15M = +12M
Company B:
Year 1: OC: +10M FC: +5M IC: 0 = +15M
Year 2: OC: +11M FC: +5M IC: 0 = +16M
Year 3: OC: +12M FC: +5M IC: 0 = +17M
- OC = Operational Cash, FC = Financial Cash, IC = Investment Cash
Now it seems that Company A is actually earning more cash by its core activities and has already spent 45M in long term investments, of which the revenues will only show up after three years. When comparing investments using cash flows always make sure to use the same cash flow layout.
See also
- Return of capital
- Cash flow statement
- Free cash flow
- Cash is king
- Discounted cash flow
- Internal rate of return
- Net present value
- Income statement
- Balance sheet
- Cash on cash return
References
External links
Categories
Generally Accepted Accounting Principles | Corporate finance | Fundamental analysis