Developing Your Finance Skills

Understanding Income
Statements
Financial Skills
Team FME
www.free-management-ebooks.com
ISBN 978-1-62620-955-8
Copyright Notice
www.free-management-ebooks.com 2013. All Rights Reserved
ISBN 978-1-62620-955-8
The material contained within this electronic publication is protected under International
and Federal Copyright Laws and treaties, and as such any unauthorized reprint or use of
this material is strictly prohibited.
You may not copy, forward, or transfer this publication or any part of it, whether in electronic or printed form, to another person, or entity.
Reproduction or translation of any part of this work without the permission of the copyright holder is against the law.
Your downloading and use of this eBook requires, and is an indication of, your complete
acceptance of these Terms of Use.
You do not have any right to resell or give away part,

or the whole, of this eBook.
Understanding Income Statements
Table of Contents
Preface
Visit Our Website
Introduction
Purpose of the Income Statement
Income Statement Formats
The Single-Step Format
Revenues
Expenses
10
Net Income
12
Multiple-Step Income Statement
13
Importance of Transaction Timing
16
Other Operating Expenses
18
Other Generic Terms
21
Using Income Statements Effectively

Income Statements in Comparative Formats
22
22
Comparison of Annual Figures
23
Comparison of Annual Figures with Percentage Change
24
Annual Percentage Comparison
26
Common-Size Statements
27
Performing a Common-Size Analysis
30
Comparison with Cash Flow Statements
32
Summary
34
Other Free Resources
36
References
36
ISBN 978-1-62620-955-8 www.free-management-ebooks.com
Preface
This eBook you will give you a thorough understanding of the income statement, a powerful decision-making tool that every manager should be familiar with.
You will learn:
How an income statement is prepared and what it can tell you
The importance of transaction timing and how it influences the income statement
totals
How to use accounting standards to help you define operating and non-operating
expenses
How to use income statements to measure financial performance against expectations
How to compare income statements for different sized organizations
Visit Our Website

More free management eBooks along with a series of essential templates and checklists for managers are all available to download free of charge to your computer, iPad, or
Amazon Kindle.
We are adding new titles every month, so dont forget to check our website regularly for
the latest releases.
Visit http://www.free-management-ebooks.com
Introduction
As a manager, you may be asked to produce or contribute towards an income statement
for your own business unit. This provides senior management with an indication of how
your business unit is performing against its targets over a specific period, for example
quarterly. This eBook you will give you a thorough understanding of the income statement and how it is made up.
The purpose of an income statement is to be able to measure an organizations financial
performance over a specific accounting period. It provides a summary ofhow itsrevenues and expenses are incurred, as well asshowing if it has made a net profit or loss.
Income
Statement
consists of:
Operating
Items
Nonoperating
Items
The income statement is divided into two parts:
Operating items sectionprovides information about revenues and expenses

that are a direct result of regular organization operations.
For example, if an organization sells garden furniture, then the operating items
section would detail the revenues and expenses involved with the manufacture, buying in, and retailing of garden furniture.
Non-operating items sectiondetails any revenue and expense information

about activities that are not tied directly to these operations.
In the garden center example, if they purchasedawarehouse or more land
thenthis information would be detailed in the non-operating items section.
All the income statements in this eBook are produced based on the accrual method of accounting. You will need to have a basic understanding of this method and other commonly
used financial terms to maximize the benefits you will obtain from studying this eBook.
If you are unfamiliar with or unsure of the exact meaning of accrual or other commonly used
financial terms, you can find a simple explanation for them in our free eBook Accounting
Principles. You can download this eBook by visiting www.free-management-ebooks.com.
Purpose of the Income Statement

The primary purpose of the income statement is to report an organizations earnings to
investors over a specific period of time. It provides important insights into how effectively management is controlling expenses, the amount of interest on income and expense,
and the taxes paid.
Income Statements
purpose
Assess managements
ability to control
Expenses operating
& non-operating
Provide investors
Report on earnings
over a certain period
Level of interest on
income & expense
Taxes paid
Income statements are used in a variety of ways both internally and externally to aid the
decision-making process. For example:
To show how well management is investing the money under its control.
To enable comparisons to be made with an organizations competitors.
To assess an organizations operating performance over a defined period.
To determine the type of investment opportunity the organization represents.
An income statement can also be used to calculate financial ratios that will reveal how
well the management is investing the money under their control. It can also be used to
compare an organizations profits with those of its competitors by examining various
profit margins.
Your role as a manager is likely to find you using an income statement to track revenues
and expenses so that you can determine your operating performance for the organiza-
tion over a period of time. You can also use it to track increases in product returns or cost
of goods sold as a percentage of sales.
Assess managements
financial abilities
Determine the
type of investment
opportunity it presents
An organizations
income statement is
used to:
Make comparisons with
its competitors
Assess its operating

performance
An income statement also allows potential lenders, banks, or investors to assess what
type of investment your organization would be for them. These people would also want
to look at your organizations balance sheet.
Existing and potential suppliers are interested in reviewing income statements because
this helps them to assess what type of credit terms they are prepared to offer your organizationfor example, whether or not to ask for pre-payment before they will supply
you, or whether to restrict your credit limit.
Key Points
44
The primary purpose of the income statement is to report an organizations

earnings to investors over a specific period of time.
44
It can also be used to judge how well the organization is managed financially;
decide the type of investment opportunity it presents; make comparisons
with its competitors; and assess its operating performance.
Income Statement Formats

There are a variety of different types of income statements that organizations use, but
the most common are:
Single-step format
Multi-step format
Singlestep
Multistep
The most
common
income
statement
formats
The following sections take you through how each of these formats is produced and what
is included in each one.
The Single-Step Format

This format for the income statement uses only one subtraction to arrive at net income.
Taking away the sum of expenses and losses from the sum of revenues and gains gives
a figure for net income.
Revenue +
Gains
Expenses +
Losses
Net
Income
The table below shows you what an income statement created in this way would look
like. Then there is an explanation for each of the main sections.
Garys Garden Furniture
Income Statement
January 1December 13, 2013
$
Revenues
Sales
Interest Revenues
Gains
Total Revenues
Expenses & Losses
Cost of Goods Sold
Salaries
Rent
Utilities
Interest Expense
Losses
Bad Debt Provision
Depreciation
Total Expenses & Losses
350,000
1,000
2,000
353,000
125,000
110,000
7,000
2,000
1,000
1,000
4,000
8,000
Net Income
(258,000)
95,000
Within the heading of an income statement the name of the company, followed by the
title Income Statement must appear. On the third line you must specify the exact time
period covered by the statement. For example:
Year Ended April 5, 2013
Quarter Ended March 31, 2013
Month Ended June 30, 2013
It is extremely important that anyone reading the income statement is aware of the time
period that it covers, as the statement can cover whatever period you wish to select or
best suits your decision-making process.
Revenues
This is the income that flows into your organization and is used almost synonymously
with sales. In government and nonprofit organizations it includes taxes and grants.
Remember not to confuse revenues with receipts. Under the accrual basis of accounting, revenues are shown in the period they are earned, not in the period when the cash is
collected. Revenues occur when money is earned; receipts occur when cash is received.
Primary
Activities
Operating
Revenues
Secondary
Activities
Non-operating
Revenues
Revenues
from
These revenues include all of the payments that are made to your organization during a
specified period. This may include payments made for things other than sales or whatever constitutes the primary activity of your organization. The revenues from non-primary
activities are itemized separately.
Revenues From Primary Activities
These are often referred to as operating revenues and are only those revenues derived
from the provision of sales or services depending on the nature of your organization.
Revenues From Secondary Activities
These are often referred to as non-operating revenues and are those that an organization
earns outside of selling goods and services. For example:
Interest paid to the company by the bank for cash on deposit.
Payments received for the lease of spare office space.
Gains
These are derived from the sale of long-term assets and are reported on the income
statement as the net of two amounts: the proceeds received from the sale of a long-term
asset minus the amount listed for that item on the companys books.
For example, if Garys Garden Furniture sells one of its vans for $7,000, because it is not
an organization that deals in the buying and selling of vehicles, the sale of the van is outside of its primary activities.
Sale of
Van
$7000
Net
Value of
Van
$5000
Gains
$2000
Net
of Furniture sells one of its delivery vans for $7,000. Over the years,
Garys Sale
Garden
Value of
Loss
Forklift
Forklift on the companys
($1000)
the cost of the van was being depreciated
accounting records
$2000
$3000
($5,000).
As a result, the money received for the van ($7,000) was greater than the net
amount shown for the vehicle on the accounting records ($5,000).
Resulting in a gain of $2,000 from the vans sale.
This means that the company must report a gain equal to the amount of the difference
in this case, the gain is reported as $2,000.
Expenses
These are all of the costs incurred during the period. Costs associated with the main
activity of your organization are referred to as operating expenses, whereas those associated with a peripheral activity are non-operating expenses.
Expenses Involved in Primary Activities
These are the costs that are incurred in order to earn normal operating revenues. In the
example of Garys Garden Furniture, the cost of goods sold, salaries, rent, and utility
costs are all considered normal operating expenses.
The cost of goods sold (COGS) is the costs that go into creating the products that an
organization sells. In the case of Garys, they buy in finished stock and then sell it on.
Therefore, the cost of goods sold is the cost of the stock that was sold during the period.
This is calculated by taking the beginning inventory for the period, adding the total
amount of purchases made during the period then deducting the inventory remaining at
10
the end. This calculation gives the total cost of the inventory sold by the company during
the period.
Rent and Utilities are calculated according to the matching principle. Garys have not yet
received an electricity bill for the final quarter. Since the purpose of the income statement is to present an accurate picture of the finances for the period it needs to recognize
this liability even though no invoice has been received. They know that last years bill for
the same period was $450 and so they enter a figure of $500 as a realistic estimate for
this quarter.
Expenses from Secondary Activities
These are referred to as non-operating expenses. For example, interest expense is a nonoperating expense because it involves the finance function of the organization, rather
than the primary activities of buying and selling garden furniture.
Losses
These include things like the loss from the sale of long-term assets or a transaction that
is outside of an organizations primary activities. A loss is reported as the net of two
Net
amounts: the amount
Sale of listed for the item on the companys books (book value) minus the
Value of
Gains
proceeds received
from the sale. A loss occurs when the proceeds are less than the book
Van
Van
$2000
$7000
value.
$5000
Sale of
Forklift
$2000
Net
Value of
Forklift
$3000
Loss
($1000)
As in the previous example of selling the van, Garys is not a vehicle dealer, so the sale
of the forklift is outside of the retailers primary activities. Over the years, the cost of
the forklift was being depreciated in the accounting records and as a result, the money
received for it ($2,000) was less than the net amount shown for it on the accounting
records ($3,000).
This means that Garys made a loss ($1,000) in this sale and it will be shown as such in
the income statement.
11
Bad Debt Reserve

Even though Garys is careful about extending credit it does sometimes sell its furniture
to buyers who become insolvent or bankrupt before the invoice is paid. This creates a
bad debt, which means that payment will never be collected.
Technically, a bad debt becomes a bad debt when the chances of payment become so
small as to be nonexistent. From experience Garys know that around 1% of their total
sales will never be paid for and can assume that the 1% bad debt expense has happened
when the sale is made.
Even though no check is actually written to cover this percentage, it exists as a total
against which actual bad debt can be subtracted.
Depreciation
Fixed assets are those that have a useful and productive life longer than the period of
the income statement. Garys own several items of office equipment, all of which have
a useful life of several years. It would be unreasonable to apportion the costs of these to
the quarter in which they were purchased.
This problem is overcome by charging only a portion of the cost of these assets to each
quarter of their expected useful life. In the case of Garys Garden Furniture, these fixed
assets include company cars, warehouse equipment, personal computers, and office
furniture.
Net Income
Garys Garden Furnitures income statement shows a net income of $103,000.
However, there are some things that should be borne in mind before taking this figure
too literally. When preparing this income statement the accountant may have had to estimate certain expenses in order to recognize revenues when they are earned, recognize
expenses when they are incurred, or match expenses with revenues.
12
Key Points
44
The single-step format income statement uses only one subtraction to arrive
at net income.
44
The time period covered by the income statement must always be clear.
44
Operating revenues are those revenues derived from the provision of sales or
services.
44
Non-operating revenues are those that an organization earns outside of selling goods and services.
44
Gains and losses are derived from the sale of long-term assets.
44
Expenses involved in primary activities are the costs that are incurred in order
to earn normal operating revenues. They include the cost of goods sold, salaries, utility bills, rents, etc.
44
Expenses from secondary activities include things like interest payments,

losses from the sale of long-term assets, or a transaction that is outside of an
organizations primary activities.
44
The bad debt figure exists as a total against which actual unpaid invoice
amounts can be subtracted when the chances of payment becomes nonexistent, although no check is actually written to cover these amounts.
44
The depreciation figure represents the relevant proportion of the cost of fixed
assets like company cars, warehouse equipment, personal computers, and
office furniture.
Multiple-Step Income Statement

An alternative to the single-step income statement is the multiple-step income statement. This format explicitly segregates the operating revenues and operating expenses
from the non-operating revenues, non-operating expenses, gains, and losses. It also
shows the gross profit (net sales minus the cost of goods sold).
An income statement for Garys Garden Furniture prepared using the multiple-step format would look like the table below. A description of what is occurring at each step follows the table.
13

Income Statement
$
Sales
Cost of Goods Sold
Gross Profit
Operating Expenses
Salaries
Rent
Utilities
Bad Debt Provision
Depreciation
Total Operating Expenses
Operating Income
Non-Operating or Other
Interest Revenues
Gains
Interest Expense
Losses
Total Non-Operating
$
350,000
125,000
225,000
110,000
7,000
2,000
4,000
8,000
(131,000)
94,000
1,000
2,000
(1,000)
(1,000)
Net Income
1,000
95,000
Using the above multiple-step income statement as an example, we see that there are
three steps needed to arrive at the bottom line net income.
Step 1Cost of goods sold is subtracted from net sales to arrive at the gross profit.
Gross Profit = Net SalesCost of Goods Sold
= $350,000$125,000 = $225,000
Step 2Operating expenses are subtracted from gross profit to arrive at operating income.
Operating Income = Gross ProfitOperating Expenses
= $225,000$131,000 = $94,000
Step 3The net amount of non-operating revenues, gains, and non-operating expenses
and losses is combined with the operating income to arrive at the net income or net loss.
Net Income = Operating Income + Non-Operating Items
= $94,000 + $1,000 = $95,000
14
There are three benefits in using a multiple-step income statement instead of a singlestep income statement.
Benefits of Multi-step format are that
it is easy to see
Gross Profit
Operating Profit
Net Profit
1. It is easy to see the Gross Profit

The multiple-step income statement clearly states the gross profit amount. Many
readers of financial statements monitor an organizations gross margin (gross profit as
a percentage of net sales) and compare it with those of past years and with those of
other organizations within the industry.
2. It is easy to see the Operating Profit
The multiple-step income statement presents the subtotal operating income, which indicates the profit earned from the companys primary activities of buying and selling
merchandise.
Operating income is the profit that comes from doing what the organization was created
to do. This is not the bottom line but it is quite close. It is the final result of its normal
activities before unusual non-recurring or financially related items that are often considered incidental to its main purpose.
3. It is easy to see the Net Profit
The bottom line of a multiple-step income statement reports the net amount for all the
items on the income statement. If the net amount is positive, it is labeled as net income.
If the net amount is negative, it is labeled as net loss.
15
Key Points
44
The multiple-step income statement explicitly segregates the operating revenues and operating expenses from the non-operating revenues, non-operating expenses, gains, and losses.
44
This makes it easy to see the gross profit, operating profit, and the net profit.
Importance of Transaction Timing

Providing data for, and using information gained from, an income statement is a necessary skill for an effective manager. One of the most important concepts you need to understand is how the timing of a transaction affects the figures in any given period.
Those unfamiliar with financial processes and procedures are often surprised when a
monthly income statement does not show the effects of individual transactions that they
expected to see. This includes both the revenue generated by a sale and the expenses
and costs incurred in making that sale happen.
There are two reasons why this occurs:
1. There may be a long delay between the date a transaction was agreed with a customer or supplier and the date of the payment was made or received.
2. There may be confusion over when a transaction should properly be recorded.
Income
Statements
ONLY show:
Irrevocable Transactions
they do not show requests or

promises
Until a sale or an expense becomes an irrevocable transaction it cannot be recorded in

your income statement. Only when an organization, either yours or one of your suppliers,
acts on the promise to deliver do we have an accounting event that should be recorded.
Any event that is simply a request or promise, which can be rescinded without penalty,
does not represent an irrevocable transaction that you can record on your income statement. Events that are not recorded at the time they occur are shown in the example below.
16
One of Garys Garden Furniture salesmen sells a $7,500 suite of furniture. This particular
suite is not in stock and must be ordered in. The customer pays a deposit of $500 for
the suite. The $7,500 sale will not be recorded in the income statement as a sale. This is
because the customer has not received the suite.
The order placed by the salesman to the supplier will not appear. This is because
the supplier has not shipped the suite to Garys.
The raising of a purchase order will not be reflected in the income statement because Garys has not actually received any goods from the supplier at this point.
Even when the supplier confirms receipt of the purchase order this will not appear
in the statement. This is because Garys have not yet taken possession of the suite.
The $500 deposit will be recorded as a receipt because the company has received this
cash, but the sale will only be itemized in the income statement when it has actually been
delivered to the customer. This could be several weeks later and is likely to appear in the
next quarterly statement. Similarly, the cost of buying in this suite would be itemized in
the statement as a cost in the month that Garys took possession of it at their warehouse.
Income
Statements
should not
be used as
an
aid to
budgeting
Much of this confusion arises because managers try to use the income statements to
assist them in managing and monitoring the divisional or departmental budget. Income
statements are not designed to be used this way. If you do want to use them to help with
budgeting then they must be used in conjunction with an integrated enterprise accounting
system that can keep track of sales made and purchase orders received but not yet fulfilled.
Key Points
44
Do not be surprised if a monthly income statement does not show the effects
of individual transactions that you might expect to see.
44
Income statements ONLY show irrevocable transactions; they do not show

requests or promises.
17
Other Operating Expenses

When using an income statement solely within your organization there are accounting
standards to help you define which of your expenses should be classified as operating
ones. There is some latitude as to exactly where such items should be placed, allowing you
to represent your organizations expenses in a way that best reflects its primary activity.
Accounting Standards help
define:
Research & Development
Sales & Marketing
General & Administrative
EBITDA (Earnings Before Interest,

Taxes, Depreciation, and Amortization)
The following are considered as an accounting standard and are described in greater
detail in this section.
Research and Development Costs
Sales and Marketing Costs
General and Administrative Costs
EBITDAEarnings Before Interest, Taxes, Depreciation, and Amortization.
Research and Development Costs

The money your organization spends to create new products or improve existing products is usually referred to as research and development costs, engineering expenses, or
product development costs. All the costs incurred in activities to find something new to
sell must be financed out of the gross profits and is usually considered to be an operating
cost.
18
Sales and Marketing Costs

The direct costs of making a sale (for example on commissions) are often reported as
part of the cost of sales. Beyond those costs directly related to making a sale, your organization invests substantial effort and money in creating and maintaining a sales and
marketing presence.
Marketing costs are different from sales costs in that they represent all of those expenditures your organization makes to find out:
What people want to buy
How to interest people in its products, and
How to create prospects for the companys sales force.
Usually none of these costs are directly related to making a sale, yet they are all necessary to create a sales pipeline from prospects through to buyers or customers.
Sales &
Marketing Costs
Examples
Telemarketing
Literature
Buyer Research
Mail Shots
After-sales
Service
Advertising
Website
Trade Shows
Selling expenses represent the cost of actually selling the companys products and services, including putting salespeople into the field, running a telesales operation, distributing brochures, placing advertising, attending trade shows, etc.
General and Administrative Costs
The third common category of expense is general and administrative costs. These are
costs that are needed to ensure the efficient running of your organization. This includes
everything not grouped under some other heading. If it is not production, research and
development, or marketing and sales then it must be general and administrative.
19
General & Administrative Costs
Accounts
Department
Human
Resources
Executive
Salaries
Welfare
Costs
The types of costs to include under this heading are executive salaries, accounting, human resources, welfare costs, and all the costs of supporting the companys administrative organization.
EBITDA
This stands for Earnings Before Interest, Taxes, Depreciation, and Amortization. Amortization can be defined as spreading payments over multiple periods for loans and intangible assets, such as patents and intellectual property.
It is a modified way of presenting operating income for organizations that are not concerned about the financially based charges that it excludes.
A profit center within an organization does not normally concern itself with how the organization is financed, how it depreciates its assets, and how payments are made.
EBITDA
(Earnings Before
Interest, Taxes,
Depreciation,
and
Amortization)
used by
profit
centers,
within an
organization
as financially
based
charges are
not their
concern
Removing all of these from the calculation gives an operating income at the business unit
level. However, EBITDA sometimes appears on published income statements of companies with heavy investments in equipment and a heavy debt load as a way to show the
earnings without the burden of these financial charges.
20
Key Points
44
There are accounting standards to help you define operating and non-operating expenses.
44
These cover research and development costs, sales and marketing costs, general and administrative costs, and EBITDA (Earnings Before Interest, Taxes,
Depreciation, and Amortization).
Other Generic Terms

There are some more general items that you need to have a clear understanding of when
using an income statement. These are:
Non-operating Income and Expenses
Income Before Taxes and Income Taxes
Net Income
Non-operating Income and Expenses

These items are shown near the bottom of the income statement so that they do not
detract from the conclusions a reader may make about how efficiently an organization
is run.
The total of these items, whilst typically small in relation to an organizations operation,
is not necessarily insignificant. It can become very large in relation to net income where
an organization is operating a low profit margin: for example interest income and interest
expenses. These are considered financial costs unless the company is in the financial sector (for example selling insurance or banking), in which case they will be operating costs.
Income Before Taxes and Income Taxes
Pretax income or income before taxes is the income that an organization expects to pay tax
on and is the amount upon which its income tax estimate is based. Immediately following
this item is an income tax estimate usually referred to as a Provision for Income Taxes.
Net Income
This is the bottom line. It is the final financial results of everything the company has done
for the period being reported.
21
Using Income Statements Effectively

Internal income statements used by managers are typically more useful than those generated for investors and third parties, because they contain greater detail than the highly
summarized published versions.
The best way to use an income statement is to compare a recent one with earlier ones for a
similar period. You can also compare them to the expectations set out by the organization in
their long-term plan. This is often discussed in the Chairs or CEOs section of an annual report.
Income Statements
can be used to:
Compare
against
competitors
Compare
against
expectations
They are also very useful for comparing your organizations performance with that of its
main competitors. It is by comparison against some benchmark that the income statement has its greatest value, something that can not be done when you look at a single
income statement in isolation.
Income Statements in Comparative Formats

You may have seen income statements presented in several comparative formats when
they are used internally. These formats present two or more years of data side-by-side
to make it easy to compare the figures.
Annual
Figures
Annual
Percentage
Change
Annual
Figures with
% change
22
The most common formats for comparison are:
Annual figures
Annual figures with percentage change
Annual percentage
When you are making such comparisons within your organization you will normally use
actual dollar amounts. This format makes it easy to see any increases or decreases in
sales, expenses, profits, and any of the detailed amounts when making decisions.
Comparison of Annual Figures
The following table shows the dollar amounts for Garys Garden Furniture for this year
and the previous one. All amounts are in US dollars.
Sales
Cost of Goods Sold

Income Statement
Year to December 31
Last Year
350,000
(125,000)
Gross Profit
225,000
Operating Expenses
Salaries
Rent
Utilities
Bad Debt Provision
Depreciation
Operating Income
Non-Operating or Other Expenses
Interest Revenues
Gains
Interest Expense
Losses
Total Non-Operating
Net Income
Previous Year
290,000
(110,000)
180,000
110,000
7,000
2,000
4,000
(8,000)
131,000
94,000
105,000
7,000
1,500
3,000
(7,000)
123,500
56,500
1,000
2,000
(1,000)
(1,000)
1,000
95,000
2,000
0
(1,000)
(1,000)
0
56,500
This comparison shows you that Garys has managed to increase sales from $290,000
to $350,000 dollars and the company made an additional $39,000 in profit.
23
Comparison of Annual Figures with Percentage Change

You can find comparing your organizations figures in this way really useful as the addition of percentage changes makes it easier to make comparisons and to draw meaningful
conclusions.
To work out the percentage change between years is a simple calculation. First you take
the previous years sales figure from last years sales figure. Then you divide this answer
by the previous years sales and then multiple by 100 to turn it into a percentage.
Sales figure
last year
350,000
Sales
previous year
290,000
100 to make
into %
by sales
previous year
290,000
% Change
20%
The resulting percentage change figures are then added to the income statement. Using
the comparison method, the following table shows that all of the changes in operating
costs between last year and the previous year have been shown as percentages.
24

Income Statement
Year to December 31
Last Year
350,000
Previous Year
290,000
% Change
21%
(125,000)
225,000
(110,000)
180,000
14%
25%
110,000
7,000
2,000
4,000
(8,000)
131,000
94,000
105,000
7,000
1,500
3,000
(7,000)
123,500
56,500
5%
0
33%
33%
15%
6%
67%
1,000
2,000
(1,000)
(1,000)
1,000
95,000
2,000
0
(1,000)
(1,000)
0
56,500
NA
NA
NA
NA
NA
69%
Sales
Cost of Goods Sold
Gross Profit
Operating Expenses
Salaries
Rent
Utilities
Bad Debt Provision
Depreciation
Operating Income
Non-Operating or Other Expenses
Interest Revenues
Gains
Interest Expense
Losses
Total Non-Operating
Net Income
The questions you might ask when analyzing this income statement are:
Sales have increased by 21%how did this impact operating expenses? Have they
increased by more or less than 21%?
Operating expenses have increased by only 6%. You would hope to see some of the
value of the increased sales reflected by an increase in operating income. Operating
income increased by a massive 67%.
In this example, the figures have vindicated the decision by Garys management to stock
more exclusive ranges of garden furniture as the increased value of sales has had little
appreciable effect on operating costs.
This example illustrates that using income statements in this way is an extremely useful
management decision-making tool.
25
Annual Percentage Comparison

It is also possible to convert all of the figures on the income statement to percentages of
net sales as shown in the example below.
Income Statement
Year to December 31
Sales
Cost of Goods Sold
Gross Profit
Operating Expenses
Salaries
Rent
Utilities
Bad Debt Provision
Depreciation
Operating Income
Total Non-Operating
Net Income
Last Year
100%
36%
64%
Previous Year
100%
38%
62%
31%
2%
<1%
1%
2%
37%
27%
<1%
27%
36%
2%
<1%
1%
2%
42%
19%
0%
20%
Using this format you can see that the percentage of gross profit is only up by 2%. Garys
are not making an appreciably higher percentage margin on the furniture they sell, but
their operating expenses (as a percentage of sales) have fallen by 5%. This means that
more of the sales revenue is finding its way to the bottom line. In fact the organization
has increased its percentage net income from 20% to 27%.
Key Points
44
The best way to use an income statement is to compare a recent one with
earlier ones for a similar period.
44
Income statements used for comparison can use dollar amounts, percentages, or a combination.
44
Using income statements to make comparisons is an extremely useful management decision-making tool.
26
Common-Size Statements
It is also possible to express the income statement in percentages only and this is known
as a common-size financial statement. You will find that this is frequently used to compare organizations of differing sizes.
Common-Size
Income Statements
allow you to compare

different sized
organizations
For example, as a manager at Garys Garden Furniture (GGF) you may want to compare
its operation with that of the market leader Garden Warehouse (GW). You can do this
despite the difference in size of the two companies by looking at common-size statements of income. In such circumstances comparing actual dollar figures would be meaningless.
Garys Garden Furniture (GGF) / Garden Warehouse (GW)
Income Statement
Year to December 31
GGF
100%
36%
64%
GW
100%
30%
70%
31%
2%
<1%
1%
2%
37%
27%
<1%
27%
27%
4%
1%
1%
2%
35%
35%
2%
37%
Sales
Cost of Goods Sold
Gross Profit
Operating Expenses
Salaries
Rent
Utilities
Bad Debt Provision
Depreciation
Operating Income
Total Non-Operating
Net Income
27
From the table you can establish some key factors that come to light when using this
style of income statement. These are:
Gross Profitthere is a significant difference between the two organizations:

GWs is 70% compared to GGFs 64%.
This is most likely due to GWs ability to negotiate better prices and delivery terms with manufacturers and wholesalers. They may even produce their
own range in a low-wage economy, giving them better sales margins.
Because of its buying power, GW may be able to deal directly with certain
manufacturers, whereas Garys has to purchase through a wholesaler because their order is so much smaller.
SalariesGarys salary costs are significantly greater when you take into account
their difference in size: GWs 27% compared to GGFs 31%.
Salaries make up over a quarter of the operating costs of GW and nearly a
third for GGF. The most likely explanations are:
GW has fewer staff per square foot of their shops.
GW pays the majority of their staff minimum wage.
GGF is a family-run organization, so chooses to pay themselves more or
offer better benefits to staff.
RentGWs rent bill is double (at 4%) that of GGFs.

This is because their stores are generally in more prestigious locations and
proportionately larger than Garys.
Operating IncomeGWs is 35% compared to GGFs 27%

This 8% is a significant difference and is mainly due to the differences in
Gross Profit, Salaries and Rent discussed above.
As a manager at Garys you would bring this information to discussions on the best
growth strategy your organization should adopt. Areas to be discussed could include the
following:
Avoiding competing directly on price with GW by:

Not stocking the same ranges of furniture.
Offering free additional covers or cushions.
28
Specializing in selling luxury garden furniture where price is less of an issue.
Promoting the knowledge and experience of your sales people in order to enable
you to offer a better service to customers.
Because Garys locations are not in such prestigious areas you need to promote
other benefits to your customers. For example:
Better parking facilities
Avoid congested roads
Open later in the evenings
Sub-let part of your shop and offer caf facilities
Offer free or low-cost delivery to a wider area than GW
Each of these potential strategies would need to be researched further before any final
decision is made. Information from an income statement serves as a guide, helping you
decide on the best areas to research in greater depth. It helps to identify those areas that
offer your organization the most effective way to improve your profitability and remain
competitive.
When you use common-size income statements you can also compare your organizations figures to the average percentage figures for your industry. Publishers and trade
associations compile such figures, which you can obtain if you subscribe to their publications or if you are a member of their association.
Key Points
44
Common-size income statements using percentages can only be used to

compare organizations of differing sizes.
44
These can provide valuable input into the management decision-making process.
44
Common-size income statements can also be used to compare your organizations figures to the average for your industry.
29
Performing a Common-Size Analysis

Your role may require you to perform an analysis using common-size income statement
data and to do this you have to follow a simple process.
Take your oldest year and make the revenue or sales figure your baseline.
Then show following years as a percentage gain or loss of this baseline.
Next, for each of the years under consideration express operating expenses and
income as a percentage of revenue.
You can then look for trends in the resulting data.
When looking for trends you are hoping to see that revenue growth exceeds or at least
keeps pace with the growth of expenses. If you look at the table below you can see that
operating income or revenue is declining, but still acceptable.
Common-size Analysis
20112013
Year
Revenue
Operating
Expenses
Operating
Income
2011
Baseline
20%
80%
2012
Plus 5%
27%
73%
2013
Plus 10%
34%
66%
The figures in the table show that you need to address the growth of operating expenses
if your organization wishes to remain within a reasonable range of profitability. Otherwise the decline in profits will continue and could eventually affect the viability of your
organization.
The growth of expenses is outpacing revenue growth and by using the common-size
analysis you are able to easily identify discrepancies that require further exploration.
You may need to refer to good sources of data such as Dun & Bradstreet and the Risk
Management Association to assist your analysis. Both these organizations release an
annual study of financial statements for small- and medium-sized organizations (SMEs).
30
Operating
Profit Margin
Gross Profit
Margin
Net
Profit
Margin
Key Profitability Indicators to Assess

an Organizations Performance
Once youve obtained this data, you can break down the information provided by the
income statements. Three of the big profitability indicators you should look at are:
Gross Profit Marginmeasures how well an organization is performing at its most

base level of activity. Is it making a profit on the product or service that it is selling?
Operating Profit Marginis calculated by taking the revenue and subtracting

all the expenses related to the day-to-day operations of the organization, such
as cost of goods sold and labor. This will exclude things like interest expense and
one-time charges that are not a core part of the organizations operations.
This gives the operating earnings, which are then divided by revenue to get the
operating profit margin. The resulting figure provides a good indication of how
efficiently the company is operating.
Net Profit Marginis derived by dividing net income by revenue, measuring the
amount of income an organization generated for each dollar of revenue.
Once you have these three figures you will be able to make a judgment on how profitable
an organizations growth strategy has been.
Key Point
44
When performing a common-size analysis the profitability indicators you should

look at are gross profit margin, operating profit margin, and net profit margin.
31
Comparison with Cash Flow Statements

By comparing income statements with the relevant cash flow statement, you can see how
much of the profit being shown is supported by cash actually coming into the company.
A cash flow statement shows the amount of cash an organization has coming in and going out over a certain period. If you need further details and explanation of a cash flow
statement then you can download for free our eBook Understanding Cash Flow, which
describes this statement in detail. Visit our website www.free-management-eBooks.
com and select this eBook from the Financial Skills set.
Comparing the income and cash flow

statements shows
How much
profit
is supported
by
Cash flow into

the organization
Booming profits on the income statement and weak, or even negative, cash flow means
that the quality of the earnings being shown is poor.
There are certain circumstances, for example a start-up, where it may be acceptable
to have positive, growing net income and negative cash flow. This is because the new
organization has to make substantial investments and may not be collecting from its
customers yet.
In the case of a more established company, cash flow and net income should be highly
correlated. Once an organization has matured, it should be receiving cash from existing
customers as well as selling to new customers, so the cash flow should have caught up.
As previously described, the revenue on the income statement does not necessarily represent the cash that is actually coming into the organization. So it is important that you
know how that revenue is being determined because accounting rules allow for some
discretion under the accrual method.
32
What this means in terms of your analysis is that you have to watch out for instances
where an organization is trying too hard to make the numbers look better by recognizing sales too early. At what point during the sales process does it reflect revenue on its
income statement?
Is it when they take an order or when they deliver the goods or services?
How do they record revenue for sales completed over a long period of time?
Do they have problems with revenue collection or bad debt?
Understanding how aggressive an organization is in their revenue recognition helps you

determine the quality of the data that is shown on the income statement.
This also applies to expenses such as depreciation and amortization. For example:
An industry standard for depreciating an asset is 10 years, but the organization

spreads it out over 20.
By altering the way it allocates its depreciation in this way the organization will appear
more profitable than their competitors who are using the industry standard, which is a
less aggressive accounting practice.
In short, you need to identify the areas where an organization has a lot of accounting
discretion and figure out how aggressively or conservatively its being done.
Key Points
44
Comparing an income statement with the relevant cash flow statement

shows how much of the profit is supported by cash actually coming into the
company.
44
Understanding how aggressive an organization is in their revenue recognition helps you determine the quality of the data that is shown on the income
statement.
33
Summary
The income statement is a very powerful decision-making tool that you need to be familiar with. It tells you the:
Main sources of income earned
Cost of goods sold and the gross profit
Operating expenses including salaries, rent, utility costs, etc.
Secondary sources of income earned
The Income Statement is a historical document in the sense that it tells you what has
already happened. It cannot be relied on as a predictor of what will happen in the future.
An Income Statement is a powerful

decision-making tool. It tells you:
Main sources of income earned
Cost of goods sold & Gross profit
Operating expenses
Secondary sources of income earned
Even if the statement is well prepared using reliable data and conservative accounting
decisions, it is impossible to accurately account for everything and you must take this
into consideration when using it as part of your decision making process. For example,
if the company spends $500,000 on a television advertising campaign it is impossible to say when the additional revenues attributable to it will be collected as
it could be many months later.
34
Since revenues cannot be fully and accurately reported in the accounting period, neither
can the profit be calculated with one hundred percent accuracy. As we mentioned before,
net income does not mean cash. It only means the excess revenue over expenses in a specific period. Remember that incoming cash could be used for more investments or to buy
more assets, or it could actually be received in a month other than when it was generated.
As your role in management expands you will likely find the need to gain a greater appreciation of financial terminology and how it is presented and used in the decision-making
process. If you wish to learn more in the area of Financial Skills look at the other eBooks in
this set, which are available as free downloads from www.free-management-ebooks.com.
The other titles in the Financial Skills set are:
Basic Accounting Concepts
Reading a Balance Sheet
Controlling Cash Flow
Assessing Financial Performance.
35
Other Free Resources

The Free Management eBooks website offers you over 100 free resources for your own
professional development. Our eBooks, Checklists, and Templates are designed to help
you with the management issues you face every day. They can be downloaded in PDF,
Kindle, ePub, or Doc formats for use on your iPhone, iPad, laptop or desktop.
eBooksOur free management eBooks cover everything from accounting principles to
business strategy. Each one has been written to provide you with the practical skills you
need to succeed as a management professional.
TemplatesMost of the day-to-day management tasks you need to do have already
been done by others many times in the past. Our management templates will save you
from wasting your valuable time re-inventing the wheel.
ChecklistsWhen you are working under pressure or doing a task for the first time,
it is easy to overlook something or forget to ask a key question. These management
checklists will help you to break down complex management tasks into small controllable steps.
FME NewsletterSubscribe to our free monthly newsletter and stay up to date with the
latest professional development resources we add every month.
Social MediaShare our free management resources with your friends and colleagues
by following us on LinkedIn, Facebook, Twitter, Google+, and RSS.
Visit www.free-management-ebooks.com
References
Mason, Roger (2012), Finance for Non-Financial Managers in a Week, Hodder Education &
The McGraw-Hill Companies Inc.
Shoffner G.H., Shelly S., and Cooke R.A. (2011). The McGraw-Hill 36-hour Course Finance
for Non-financial Managers, 3rd edn, The McGraw-Hill Companies Inc.
Siciliano, Gene (2003), Finance for Non-Financial Managers, The McGraw-Hill Companies Inc.
36

Developing Your Finance Skills

Uploaded by

Copyright:

Available Formats

Developing Your Finance Skills

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Developing Your Finance Skills

Uploaded by

Copyright:

Available Formats

Understanding Income

You do not have any right to resell or give away part,

Understanding Income Statements

Visit Our Website

Purpose of the Income Statement

Income Statement Formats

The Single-Step Format

Multiple-Step Income Statement

Importance of Transaction Timing

Other Operating Expenses

Other Generic Terms

Using Income Statements Effectively

Comparison of Annual Figures

Comparison of Annual Figures with Percentage Change

Annual Percentage Comparison

Performing a Common-Size Analysis

Comparison with Cash Flow Statements

Other Free Resources

ISBN 978-1-62620-955-8 www.free-management-ebooks.com

Understanding Income Statements

How an income statement is prepared and what it can tell you

How to use income statements to measure financial performance against expectations

How to compare income statements for different sized organizations

ISBN 978-1-62620-955-8 www.free-management-ebooks.com

Understanding Income Statements

Visit Our Website

ISBN 978-1-62620-955-8 www.free-management-ebooks.com

Understanding Income Statements

The income statement is divided into two parts:

Operating items sectionprovides information about revenues and expenses

Non-operating items sectiondetails any revenue and expense information

Understanding Income Statements

Purpose of the Income Statement

To enable comparisons to be made with an organizations competitors.

To assess an organizations operating performance over a defined period.

To determine the type of investment opportunity the organization represents.

ISBN 978-1-62620-955-8 www.free-management-ebooks.com

Understanding Income Statements

Assess its operating

The primary purpose of the income statement is to report an organizations

ISBN 978-1-62620-955-8 www.free-management-ebooks.com

Understanding Income Statements

Income Statement Formats

The Single-Step Format

ISBN 978-1-62620-955-8 www.free-management-ebooks.com

Understanding Income Statements

January 1December 31, 2013

Year Ended April 5, 2013

Quarter Ended March 31, 2013

Month Ended June 30, 2013

ISBN 978-1-62620-955-8 www.free-management-ebooks.com

Understanding Income Statements

Interest paid to the company by the bank for cash on deposit.

Payments received for the lease of spare office space.

Understanding Income Statements

Resulting in a gain of $2,000 from the vans sale.

Understanding Income Statements

ISBN 978-1-62620-955-8 www.free-management-ebooks.com

Understanding Income Statements

Bad Debt Reserve