Section 6 of 8
No single ratio gives a complete picture. Performance must be assessed across all four categories:
| Category | Ratios | Focus |
|---|---|---|
| Profitability | GPM, mark-up, profit/revenue, expenses/revenue, ROCE | How efficiently the business generates profit |
| Liquidity | Current ratio, liquid capital ratio | Ability to meet short-term obligations |
| Efficiency | Receivable days, payable days, inventory turnover | How well assets and credit are managed |
| Capital structure | Gearing | Balance of debt vs equity funding |
When comparing two businesses or two years:
Example: "Tao Almeida has a better gross profit margin than Primoz Thomas by 3% (59% vs 56%). This means for every £1 of sales, TA earns 3p more gross profit, possibly due to lower cost of sales or a higher selling price. Thomas could improve by renegotiating with suppliers or increasing prices, though this risks losing customers."
A useful tool for profitability analysis is to express all items per £1 of revenue:
| Item | Per £1 of revenue |
|---|---|
| Revenue | 1.00 |
| Cost of sales | (0.73) |
| Gross profit | 0.27 |
| Expenses | (0.17) |
| Profit for the year | 0.10 |
This shows that for every £1 of sales, 90p covers costs and 10p is profit.
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