Key Elements in Evaluating Revenue Growth: Growth Rate, Productivity, Break-Even, and Nominal/Real Growth

Sometimes we take revenue for granted.  First, did sales really grow at all, especially during periods of high inflation  How far apart are nominal sales and real sales?  Second, below sky-high sales lie breakeven revenue, the "floor" for sales growth, the absolute minimum in sales needed to stay in business. Third, on the other hand, what factors construct a ceiling on sales—profitability, productivity, earnings retention, leverage—how much can sales grow without new, external debt financing or equity injection?  Finally, how much profit bang does a company get from every dollar of revenue, i.e., how much operating leverage does a firm have, and how do ups and downs in revenue impact profit Is the revenue projection inside this band?  Does the sales forecast show revenue growth large enough to earn a profit but not so large that it outstrips the client’s ability to support the projected growth?  Finally, since profit is really the point of sales, just how sensitive is a client’s profits to changes in revenues, especially negative changes? 

Businesses see revenues as key to growing their companies, but for a business to grow, it must acquire the working capital and fixed assets needed to support the additional sales.  Ideally, it generates the funds to finance these assets from its profitable operations.  However, sometimes, firms grow much more quickly than can be immediately supported by internal profits and must either borrow from creditors or seek more capital from investors.  External sources can mean intrusion and interference from these outside funding sources, sometimes a painful choice for entrepreneurs who value their personal independence.  On the other hand, a business that grows too slowly may be overtaken by its competition and fall into decline.

Topics covered in this session

• Nominal sales vs. real sales
• Inflation rate and revenues
• Inflation rate and profits
• Break-even sales (BES)
• Gross profit margin and variable costs
• Operating profit margin and fixed costs
• Factors that change BES
• Sustainable growth rate (SGR)
• Why firms that grow faster than SGR need additional outside debt and/or equity
• How to increase SGR 
• Operating leverage (OL)
• How to measure profitability’s sensitivity to changes in revenues
• How OL sensitivity impacts profitability over the business cycle
• Case Study to illustrate application of these measures in evaluating revenue projections
  

Who Should Attend:

• Small business owners
• Credit analysts
• Loan underwriters, Loan review officers
• Commercial bankers, Credit department managers
• Senior lenders, Chief credit officers, Credit analysts
• Credit managers, Credit risk managers
• Risk managers, Enterprise risk managers
• Chief credit officers, Senior lending officer
• Bank director, Chief executive officer
• President, Board chairman
• Financial professionals, such as accountants, bookkeepers, and financial advisors
• Entrepreneurs who are starting a new business and need financing

*This program does NOT qualify, nor meet the National Standard for NASBA accreditation.