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The University of Melbourne
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Subject Code: ACCT 90004 Subject Name: Accounting for Decision
Making
Workshop Day/Time: N/A Workshop Leader: Trevor Tonkin
Student ID Number: Student Name (in full):
361828 Leroy DSouza
613373 Laisa Salavuki Tikoduadua
619571 Oyun Batkhuyag
178357 Michael Griffith
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David Jones: 2013 Annual Report performance analysis
Business Analysis (Q1) David Jones Limited (DJ) is a department
store retailer. Operating continuously in Australia for
176 years, DJ currently runs 38 stores and an online presence.1
With an upmarket focus, its stores
range across retail segments including fashion, clothing,
cosmetics and accessories, books, luggage,
consumer electronics, white goods, furniture and food. DJ also
provides financial services through
an alliance with American Express. The key profit drivers of the
business are its womenswear,
cosmetics, accessories and financial services operations and, in
recent years, DJ has rebalanced its
category mix in favour of these segments as profitability has
fallen across segments such as
electronics, white goods and furniture.2
While recent performance has been strong, DJ's future
profitability has experienced a decline in
sales due to reducing consumer confidence and the growth of
online shopping channels. In
response to these risks, DJ has adopted a strategic focus on
transformation, store growth and
strengthening its core business.3 Transformation seeks to meet
the challenges of online shopping
through broadening the business from a "bricks and mortar" to an
"omni-channel retailer,
including through significant investment in technology and
fulfilment infrastructure. Store growth
seeks to grow DJ's property portfolio in high value areas and
innovate in store format, while
strengthening core business involves a focus on improving Gross
Profit (GP) margins, reducing its
cost of doing business (CODB) and introducing new initiatives to
manage inventory more
efficiently.4
1 David Jones Limited, Annual Report 2013 (2013), available at .
2 Ibid. 3 Ibid. 4 Ibid. See also David Jones Limited, David Jones
Future Strategic Direction, available at .
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Ratio Analysis (Q2) To assess DJs performance against each of
the three limbs of its current strategic focus, this
section analyses DJs current:
profitability and cost performance, to assess core business
strength;
inventory turnover, to assess operational efficiency; and
liquidity and financial health, to assess capacity for store
expansion and omni-channel
transformation.
We test this analysis in three ways: against DJs historical
performance,5 against the performance of
DJs principal Australian competitor, Myer Holdings Limited
(Myer),6 and against the performance
of a leading representative online competitor, Net-A-Porter
Group Limited (Net-a-Porter).78
5 DJs 2012 and 2011 annual reports are available at . Hyperlinks
will be omitted for future references. 6 Myers 2013, 2012 and 2011
annual reports are available at . Hyperlinks will be omitted for
future references. 7 Net-a-Porter is a privately held company and
so does not publish an annual report. However, its publically
lodged financial statements are available online including at .
Hyperlinks will be omitted for future references. Net-a-Porter
competes with DJs target Australian market in the key business
segments of fashion, clothing, cosmetics and accessories. For the
purposes of this report, we have assumed there is no relevant
financial impact as a result of Net-a-Porters lack of exposure to
the other retail segments in which DJ and Myer compete (eg white
goods and consumer electronics). 8 In preparing this analysis, we
have assumed that there are no accounting errors in the financial
statements made publically available through DJ, Myer and
Net-a-Porters, and that any differences in accounting methods and
assumptions used by these companies is of negligible effect. For
completeness, we note that there are a range of other drivers of
business performance (such as brand and organisational culture)
consideration of which is not within the scope of this report.
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Profitability and cost performance
The gross profit margin and CODB-to-sales position of each of DJ
and Myer9 reflects the relative
market positions of these companies: DJ, with its focus on
high-end brands, incurs a higher
proportion of costs in the supply chain, while in recent years
Myer has enjoyed an increase in gross
profit in the mid-market as a result of lower costs of goods
sold (COGS).
However, Myers COGS advantage levels out when comparing
operational costs. DJ earns its
revenue more efficiently than Myer, likely driven by its smaller
property portfolio and superior
revenue-per-store performance (an average $48.6 million sales
across 38 stores,10 compared with
Myers average $39.1 million sales across 67 stores11).
In an environment of falling sales for the company, DJ is right
to nominate CODB reduction as a
key strategic priority. Although DJs annual report notes a
one-off higher depreciation charge as a
result of increased technology investment as being a key cost
driver,12 the growth DJ is facing in
employee and leasing costs will be very difficult to sustain in
a period of flat revenue growth.
Compared with Net-a-Porter, DJ is clearly at a disadvantage
competing on gross profit margins as a
result of DJs higher COGS. This may reflect Net-a-Porters closer
geographical proximity to
9 Note that Myer reports sales revenue slightly differently to
DJ: Myer reports both total sales value (excluding an offset for
concession sales) and sale of goods (incorporating the offset). DJ
only reports revenue from sale of goods incorporating concession
sales offset. For the purpose of calculating ratios in
this report, we take Myers sale of goods revenue as the
comparison figure. 10 David Jones, Annual Report 2013 (2013). 11
Myer, Annual Report 2013 (2013). 12 David Jones, Annual Report 2013
(2013).
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Western European supply chains, although Net-a-Porters advantage
in this area is offset by the
higher distribution expenses it incurs.13
On a superficial comparison of their respective COGS/sales
performance, DJ outperforms Net-a-
Porter in its operational efficiency; however, Net-a-Porters
high and growing CODB base likely
reflects significant investment in expansion activities. Given
Net-a-Porters double digit sales
growth, we would expect its CODB-to-sales growth to peak and
then fall - an outlook on which DJ
certainly cannot rely.
Inventory turnover
The inventory turnover ratio measures the number of inventory
production and sales cycles that
occur during the accounting period, with a higher ratio
generally indicating faster movement from
production to customer, increasing sales and decreasing storage
costs.
DJ clearly enjoys superior inventory performance compared both
to Myer and Net-a-Porter. DJs
annual report provides that to improve sales it has entered into
an agreement with Dick Smith
Electronics, who will purchase aged inventory from the
company.14 This has led to an increase its
stock intakes, and maintaining newer stock.
Although Myer has a lower inventory turnover result, it has
improved compared to recent years as a
result of previous technology investments.15 It may be the case
that Myer is awaiting an increased
efficiency in future years from its capital expenditure in the
previous years.
13 Net-a-Porter, 2013 Financial Statements (2013). 14 David
Jones, Annual Report 2013 (2013). 15 Myer, Annual Report 2013
(2013).
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DJ has nearly double the turnover of Net-A-Porter. On its face,
this result suggests DJ operates its
inventory more efficiently than Net-a-Porter and that inventory
management is therefore a point of
competitive advantage for DJ. However, to be conclusive in this
view, we would need further
information about Net-a-Porters inventory strategy it may be
that Net-a-Porters online only
business model necessitates different approaches to inventory
management than used by bricks-
and-mortar retailers.
DJs Debt-to-Equity (DE) ratio is a guide to its reliance on debt
as a source of financing, and its
Capital Acquisitions ratio indicates whether it has sufficient
cash flow from its operating activities
to further the investments outlined in its strategic plan.
Based on the 2013 results, DJ has reduced its level of debt
compared to previous years, which is
attributable to its Dividend Reinvestment plan.16 To match its
growth and transformation strategy it
is clear from both the Capital Acquisitions and DE ratio that DJ
is well positioned to take on
higher levels of debt to fund further capital expenditure as
compared to an expensive equity raising.
Myer in comparison to DJ has a higher DE ratio, most likely due
to prior capital expenditure in
past years, as there is a decreasing trend in their level of
debt as this is paid off. However, DJs
lower acquisition ratio compared to Myer is due to the sudden
increase in expenditure by DJ since
2012.
16 Davis Jones, 2013 Annual Report
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Due both to Net-A-Porters aggressive growth strategy and its
comparatively limited cash flow
available, there is a clear reliance on debt shown by both the
Acquisitions and DE ratio. In
contrast, with its established position in the retail sector, DJ
has ready access to necessary funds and
capability to grow and potentially capture significant market
share in the online industry.
Statement of Cash Flows analysis (Q3) The Statement of Cash
flows explains the different categories of net cashflow during the
period and
its effect on liquidity and solvency within the business.17 A
brief summary of the 2013 statement
for DJ is included below.
The three main categories of cash flow include operating,
investing and financing activities. Cash
flow from operating activities encompasses all the earning
related activities,18 such as cash receipts
from customers, interest and commission received, payments to
suppliers and employees and
income tax paid.
Net cash flow from investing activities include cash inflows
generated from acquiring and the sale
of business assets.19 While financing activities depicts cash
flows related to transactions with
lenders and investors of the business.
17 Potter, B. N., Libby, R., Libby, P. A., & Short, D. G.
(2010). Accounting in Context Australia. Mcgraw - Hill Australia.
18 Bernstein, A.L.,(1993), Financial Statement Analysis Theory,
Application , and Interpretation. USA: R.R. Donnelley & Sons
Company. 19 Potter, B. N., Libby, R., Libby, P. A., & Short, D.
G. (2010). Accounting in Context Australia. Mcgraw - Hill
Australia.
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As per the analysis, the increase in outflow of financing
activities denotes the debt reduction that
DJ is undergoing. The cash flows from operating and investment
activities provides an insight to
DJs Capital Acquisitions capability.
Income Statement and Balance Sheet analysis (Q4) Companies make
estimates because some instruments do not have a set marketable or
a
determinable value, while other estimates are necessary in
providing a true and fair view of the
company. Users are provided with accompanying notes to explain
the reasoning behind the
estimates.
In the Statement of Comprehensive Income for DJ, the
depreciation expense charged in a given
financial period is calculated using a straight-line basis over
the estimated useful life of buildings,
plant and equipment (as shown in the table below).20 As the
useful life of the asset is estimated at
the discretion of the management team, the depreciation expense
charged every year is directly
affected by this estimation, as the cost of the asset is equally
spread across its useful life.
This relates back to the ratio analysis provided above, as the
depreciation expense is a CODB. If
DJs management team decides to set a longer useful life for a
given fixed asset, that would lead to
lower CODB, hence lowering expense to sales ratio. Moreover, DJ
state that assets residual values
and useful life are reviewed, and adjusted if appropriate, at
each balance date21 which can allow
them to exercise a level of control over the expenditure shown
on the financial statements.
In the Statement of Financial Position, DJ management applies
its professional judgement when
stating the value of Accounts Receivable. An Allowance for
Doubtful Debts is created to estimate
20 David Jones, Annual Report 2013 (2013). 21 Ibid.
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debtors that may default or take longer than the allowed credit
term to pay, which ensures that the
assets are not overstated. DJ has developed an Aged Analysis of
Receivables with the credit quality
of debtors being constantly monitored with reference to
historical default rates, payment history,
account aging, borrower specific events, consumer credit bureau
and other publicly available
information.22
It is important for DJ to ensure that its Allowance for Doubtful
Debt is set prudently. A higher
estimation of the Allowance for Doubtful Debts would lead to a
lower Net Receivables value and
thus a decrease in working capital, which indicates an increase
in cash inflow from operating
activities. This provides an improved figure for the Capital
Acquisitions ratio hinting that the
company has an increased ability to invest in capital
expenditure from existing cash flows, which is
incorrect.
22 Ibid.
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References Bernstein, A.L.,(1993), Financial Statement Analysis
Theory, Application , and Interpretation. USA:
R.R. Donnelley & Sons Company.
David Jones, Annual Report 2013 (2013).
David Jones, Annual Report 2012 (2012).
David Jones, Annual Report 2011 (2011).
Myer, Annual Report 2013 (2013).
Myer, Annual Report 2012 (2012).
Myer, Annual Report 2012 (2011).
Potter, B. N., Libby, R., Libby, P. A., & Short, D. G.
(2010). Accounting in Context Australia. Mcgraw
- Hill Australia Pty.
Net-a-Porter, Financial Statements 2013 (2013).
Net-a-Porter, Financial Statements 2012 (2012).
Net-a-Porter, Financial Statements 2011 (2011).
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Appendix
Financial Statements A reference copy of all the financial
statements used in the analysis can be found below.
David Jones Limited FY13:
https://www.dropbox.com/s/a4g97ti24s8j3tt/David%20Jones%20Limited%202013%20
Annual%20Report.ashx.pdf
David Jones Limited FY12:
https://www.dropbox.com/s/175925qj2wmkxue/David%20Jones%202012%20Annual%
20Report.ashx.pdf
David Jones Limited FY11:
https://www.dropbox.com/s/xxt69hu9ck2vuyp/David%20Jones%202011%20Annual%2
0Report.ashx.pdf
Myer Holdings Limited FY13:
https://www.dropbox.com/s/5dg68hqb74u9va0/Myer_Annual_Report_2013.pdf
Myer Holdings Limited FY12:
https://www.dropbox.com/s/5pgv5jctxbufy1o/Myer_AR12_FINAL.pdf
Myer Holdings Limited FY11:
https://www.dropbox.com/s/zx25lakqoy4a4m5/Myer_Annual_Report_2011.pdf
Net-A-Porter Group Limited FY13:
https://www.dropbox.com/s/kk4pmokcy2mj5a4/NAP2013.pdf
Net-A-Porter Group Limited FY13:
https://www.dropbox.com/s/l7kb25lgo602tms/NAP2012.pdf
Net-A-Porter Group Limited FY13:
https://www.dropbox.com/s/leivc584i977r79/NAP2011.pdf
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Key Figures from the Financial Statements 2013 ($000), 000 for
NAP 2012 ($000), 000 for NAP 2011 ($000), 000 for NAP
David Jones
Myer Net-a-Porter
David Jones
Myer Net-a-Porter
David Jones
Myer Net-a-Porter
Total Equity 801,096 905,642 96,461 775,704 877,680 84,350
785,480 861,330 70,757
Net Operating Cash flow
180,036 225,525 18,556 196,737 179,914 (22860) 182,438 227,051
39,489
Revenue 1,845,012 2,621,242 434,676 1,867,817 2,612,700 368,114
1,961,744 2,666,803 238,072
Net Investment Expenditure
78,752 66,956 30,177 81,373 46,409 22,963 81,517 160,650
21973
Gross Profit 697,044 1,311,611 198,294 699,830 1,288,421 151,837
767,270 1,271,630 117,831
COGS 1,147,968 1,450,678 236,382 1,167,987 1,464,574 216,277
1,194,474 1,551,112 120,241
CODB 606,612 1,007,000 191,783 594,835 976,600 149,629 568,500
933,700 83,368
Total Liabilities
436,689 1,034,063 119,032 465,193 1,040,513 91,280 429,070
1,116,632 69,681
Inventory 251,543 363,880 108,241 279,099 385,702 95,497 288,850
381,261 66,410
Ratio outputs 2013 2012 2011
David Jones
Myer Net-a-Porter
David Jones
Myer Net-a-Porter
David Jones
Myer Net-a-Porter
Gross Profit Margin (%)
37.78 41.71 45.62 37.47 41.31 41.25 39.11 40.26 49.49
CODB/Sales (%)
32.88 38.42 44.12 31.85 37.38 40.65 28.98 35.01 35.02
Inventory Turnover
4.33 3.87 2.32 4.11 3.82 2.67 4.18 4.23 2.38
Debt-to-Equity
0.55 1.14 1.23 0.60 1.19 1.08 0.55 1.30 0.98
Capital Acquisitions Ratio
2.29 3.37 0.61 2.42 3.88 (1.00) 2.24 1.41 1.80
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