Industry Analysis of Pharmaceutical Industry in Bangladesh

Industry Analysis of Pharmaceutical Industry in Bangladesh In Bangladesh the pharmaceutic sector is unrivalled of the most developed hi-tech sectors which is contributing in the countrys economy. after(prenominal) the promulgation of drug Control Ordinance 1982, the exploitation of this sector was accele appraised. The professional knowledge, thoughts and innovative ideas of the pharmaceutical professionals practiceing in this sector be the chance on factors for these developments. Due to re centime development of this sector it is exporting medicines to global trade including europiuman commercialize.This sector is also providing 97% of the heart and soul medicine essential of the topical anaesthetic foodstuff. Leading pharmaceutical companies are expanding their business with the aim to expand export market. Recently few rude(a) industries carry been established with gritty tech equipments and professionals which provide enhance the strength of this sector. Two memorial tablets, one and only(a) g everywherenment ( managerate of Drug Administ symmetryn) and one semi-government (Pharmacy Council of Bangladesh) program line pharmacy practice in Bangladesh.The Bangladesh Pharmaceutical Society is affiliated with multinational organizations International Pharmaceutical Fede The Bangladesh pharmaceutical market in 2004 stood at approximately US $ 560 million, which is very splendid when compared to the population base of the country, which menstruumly stands at active 140 million. To specify this repress on a proper perspective, the total global pharmaceutical sale in 2004 was $430 jillion. This is expected to grow at 8. 1% to or so $530 billion in 2005.Of course the major(ip)ity of the sale in 2004 was in brand mathematical increaseions, the market segment where Bangladesh does contend safety and efficacy with clinical trials, rather they would assume to represent that the drug products that they are filing are therapeuticall y equivalent to the Reference Listed Drug. One of the major barriers that pharmaceutical companies must(prenominal) overcome to enter the regulated market is to be fully compliant with current right Manufacturing Practices (cGMPs).Although many of the dissipateds are ISO certified, it is a fact that virtually none of the pharmaceutical manufacturing plants that are currently in ope symmetryn in Bangladesh fully complies with cGMP regulations as exposit in the US Code of Federal Register (CFR). FDA inspections of manufacturing trading ope dimensionns are nubpiritedt to evaluate a fast(a)s cGMPs, and to verify documents, entropy and manufacturing records submitted in the ANDA. This inspection is a critical spokesperson of the drug application approval process.The self-coloreds must demonstrate substantial compliance to the satisfaction of the FDA investigators if they are to avoid receiving FDA observations (483s) and approval of their ANDAs. Ration and Commonwealth Pharma ceutical Association. Cross sectional Analysis Pharmaceutical industries are an principal(prenominal)(prenominal) nub of bringing drug reading to wellness care professionals (1). Their primary goal is to convince clinicians to prescribe their products. These ads often cite outside(a) documents in gestate of their claims (2).Pharmaceutical companies worldwide are heavily involved in aggressive drug promotions through advertisements. still the scientific claims made for drugs are often inaccurate and non based on proper scientific evidences (2, 3, 4). As with many countries worldwide, drug promotion and marketing make up a very large part of the activities of pharmaceutical companies in Bangladesh. It is chiefly believed that overstatements and misinformation are common promotional activities of drug companies in Bangladesh (5).In a study, drug promotion through perseverance in promotional brochures showed 50 per cent of claims were based on debatable scientific evidence, wh ile 12 per cent were fake (6). The MediMedia Index of Medical Specialities (MIMS) Bangladesh is an index of definitive information of available drugs in Bangladesh, mostly use by physicians as a practical reference for daily prescribing. It is a widely available commercial out(a)set published two times a division by MediMedia, Singapore. Beside drug information, each issue of MIMS Bangladesh contains a large number of advertisements, mostly on drugs and health check checkup devices.The extent and types of these advertisements vary in content and size. We conducted a descriptive study to investigate the sources of drug information or claims presented in the advertisements of MIMS Bangladesh. * Materials and methods We selected a convenience precedent of the MIMS Bangladesh second issue (2006) for this descriptive study. At first, advertisements on all drugs were separated on the basis of their allocation in the pages. Advertisements containing at least one medical examination or pharmaceutical claim were considered for evaluation.Other pharmaceutical advertisements containing only drug and caller-up names with no medical or pharmaceutical claims were excluded. Also, some manufacture on herbal medicines was excluded as well. The make outnt industry was analyzed for the sources of information provided in support of their claims. The relevant extracted data were presented in the predesigned data forms in a personal computer. Descriptive statistical analyses were performed using Microsoft Excel 2002 on Windows XP Professional. * Results This descriptive study was conducted to measure the sources of information in drug in industry Bangladesh.Advertisements containing at least one medical or pharmaceutical claim were extracted from a convenience sample of the second issue of MediMedia Index of Medical Specialities (MIMS) Bangladesh in 2006. Descriptive statistical analyses including frequency distribution and percentage were performed for data analysis. Of the total 112 industry about 82 per cent did non provide any references in support of their claims. lone(prenominal) 17. 9 per cent did of which 65 per cent of the references included journal articles, which was fol unhopefuled by data on file in 25 per cent of cases.Superlative claims were commonly apply without any scientific evidence. The study reported that medical or pharmaceutical claims made in the drug industry in MIMS Bangladesh are mostly non supported by scientific evidence. * Discussion Our study reported a high number of industries with no scientific evidence to substantiate promotional claims. journal articles were form to be most cited sources of drug information in the advertisements, which was followed by data on file. Books and other sources are rarely used.Extreme claims were frequently used in most of the advertisements, which were not substantiated by proper scientific evidence. In an analytical study, 62. 1 per cent pharmaceutical industry did not cite re ferences for their claims (7). Villanueva and colleagues showed about 44 per cent unsubstantiated claims in Spanish medical journals advertisements (8). The most striking report of unsubstantiated pharmaceutical advertisements was found in Germany where 94 per cent of the industry materials were reported to have no scientific evidence (9).A cross-sectional study reported the figure for the US to be 61 per cent (10). Drug advertisements in Russian medical journals showed quite a small number (2 per cent) with references (11). We also found quite a large number of advertisements in MIMS with no scientific basis to support their claims. Journal articles are the major source of drug information in pharmaceutical industry. In an Indian study journal articles accounted for 76 per cent of the sources, whereas books and data on file accounted for 15 and 2 per cent respectively (7).Another akin study from Canada showed figures of 98 per cent for journal articles, 86 per cent for books, and 20 per cent for data on file as references (2). This study also reports journal articles as the most cited sources of drug information. In wrinkle to others, the use of books as references was found insignifi butt jointt in our study. We also report signifi endt use of data on file information as major evidence of information. Besides unsubstantiated information, unnecessary adjectives were commonly used in the advertisements without proper scientific basis.Major players of the world pharmaceutical industry The pharmaceutical industry is characterized by a high level of concent symmetryn with fifteen multinational companies dominating the industry. Table 1. 1 contains information about these major pharmaceutical companies that are sorted in the order of their 2004 revenues from the sales of pharmaceutical products. Numbers provided in this table include sales of all subsidiaries and affiliated companies that are consolidated in annual reports of the corresponding companies.In ord er to facilitate a comparison of different companies revenues of all of them are shown in US dollars financial data of the companies with headquarters outside of the U. S. was converted to US dollars using sightly 2004 . Table 1. 2. Company Revenue of pharmaceutical segment, (tk. 000) amount sales, (Tk. 000) Beximco Pharmaceutical Ltd 46,133 52,516 Square Pharmaceutical Ltd 31,434 37,324 Aristo Pharmaceutical Ltd 22,190 47,348 Glaxco Pharmaceutical Ltd 21,494 22,939 Opsonim Pharmaceutical Ltd 21,426 21,426 f press down Pharmaceutical Ltd 18,497 28,247 ACI Pharmaceutical Ltd 17,861 18,711Key Challenges The master(prenominal) challenges for drug companies come from four areas. First, they must deal with controversy from within and without. Second, they must manage within a world of price controls that dictate a wide range of prices from place to place. Third, companies must be constantly on guard for patent violations and seek judicial protection in new and outgrowth global mar kets. Finally, they must manage their product pipelines so that patent expirations do not leave them without protection for their investment. * argument The pharmaceutical industry currently represents a highly war-ridden environment.One can distinguish three layers of competition for Big Pharma companies First, obviously, Big Pharma companies compete among themselves. Although not all leading pharmaceutical companies cover all segments of pharmaceutical market, almost all of them are active in RD and output signal of drugs in the segments with the highest potential much(prenominal) as treatment of infectious, cardiovascular, psychiatric or oncology diseases. Secondly, Big Pharma companies experience significant take in losses due to competition from the generic drug fictionrs.Opposite to the research-oriented pharmaceutical companies, which invest significant financial resources and time to develop new medicines, generic drug manufacturers spend minimum resources on RD, and start manufacturing already developed by other companies drugs after their patent expiration. Because generic drug manufacturers do not have to recoup high RD cost, prices of their products are usually much demoralise then those of major pharmaceutical companies as the result, after patent expiration, generic drugs manufacturers capture significant market share, dramatically decreasing revenues of the Big Pharma companies.Finally, the whole pharmaceutical industry competes with other health care industries. In this case, pharmaceutical companies should not only demonstrate high efficiency of their products, but also provide obvious proof of cost advantages in comparison with other forms of care. * Protection of patents Generic drugs manufacturers represent a significant threat to research-based pharmaceutical companies. Moreover, generic drugs manufacturers sometimes start production of patent-protected drug analogues even to begin with a patent expires. Although research-oriented companies in many cases are able to rotect their patents, they do suffer from lost revenues. Therefore, protection of patents is one of the key conditions necessary for further development of the pharmaceutical industry. At the equal time, non-efficient legislation that does not provide the necessary level of patent protection is one of the factors that hamper expansion of Big Pharma companies to the developing countries. * Drugs portfolio management Drug portfolio management is one of the most important de lineinants of long-term prosperity of research-oriented pharmaceutical companies.First, it takes an extremely long time to develop a new drug, and only a very small portion of all projects is successful. Projects that the troupe starts today pass on keep an eye on its financial performance 10-15 years later. Therefore, careful planning of RD projects is very important for the long-term stability of the caller. Second, insofar as patents keep exclusivity of drugs only during a limited time, and soon after the expiration of the patent the sales of the drug sapiently go down, the company has to carefully monitor its patent expiration dates, and insure that new products become available by that date.Definitely, planning errors or rapidly ever-changing demand in the industry can be corrected by acquisition of smaller research companies or patents from competitors, but in any of these cases the company allow have to pay a premium price, hence reducing its profitability. Bangladesh in the World Market for Pharmaceuticals In 2004 Bangladeshs Pharmaceutical exports reached $971 million. That made it inchs sixth largest export industry accounting for about 5% of all Indiana exports.Between 2002 and 2004, BANGLDESHI Pharmaceutical exports increased by $425 million an increase of 78%. The key components are described as medications, hormones, and antibiotics. Bangladesh exports most of these products to Europe the leading destinations in 2004 were France, Spain, the UK, and Germany. Those four countries took almost 59% of bangladeshis Pharmaceutical exports that year. The be top 10 destinations were Canada, the winningsherlands, Switzerland, Ireland, Mexico, and Austria.Indianas Pharmaceutical export profile is very similar to the nations the joined States and Indiana are almost totally focused on NAFTA partners and Europe. Who buys the worlds Pharmaceutical products? The United Nations Statistics Division publishes annual values for Pharmaceutical imports and exports for most countries. The key world importers include the United States and Europe. Below we report statistics for 2003 for these two areas as well as for other key areas and countries. There are several things to note from this table.First, the United States is the largest importer of Pharmaceutical products followed by EU15 (the fifteen countries that comprised the European Union before the recent expansion to 25 countries) and Switzerland. Japan and Canada are impor tant destinations but each import less than Switzerland. chinaware imported less than $2 billion in 2003 but remains an interesting destination because of its remarkable growth and development. Table 1. 3. Pharmaceutical industry supranational trade Importer 2003 imports, thousands ExporterUSA 31,739,624 79% from Europe 13% from Asia 7% from North the States EU15 28,351,731 52% from North American 35% from Europe Switzerland 9,718,628 88% from Europe 10% from North American Japan 6,193,127 69% from Europe 23% from North America Canada 6,064,628 49% from Europe 48% from North America chinaware 1,705,632 65% from Europe8% from North America Table note These data refer to Standard Industrial Trade Classification (SITC Rev 3) data for codes 54. 1 and 54. 2. These two codes cover what is traditionally thought of as Pharmaceutical products.EU15 refers to the 15 members of the European Union those that were members before the increase to 25 members. Europe refers to a very large and w ide definition of countries in western and east/central Europe. Switzerland is part of Europe but is not a member of the EU. The data is in thousands of dollars. The next table shows the largest changes that occurred in Pharmaceutical imports among 1995 and 2003. The largest change was the almost $22 billion increase of imports to the United States from Europe. The United States also current large inflows of Pharmaceutical products from Asia ($3. 5 billion) and North America ($1. billion). EU15 also shows up three times in the table with a total of about $28 billion from N. America, Europe, and Asia. Canada has two entries showing increased Pharmaceutical imports from Europe ($2. 5 billion) and the N. America ($2 billion). Switzerland, Japan, and Chinas largest imports came from Europe. Table 1. 4. Changes in pharmaceutical imports among 1995 and 2003, dollar change Imports to Imports from Dollar Change In thousands, 1995 to 2003 USA Europe 21,968,851 EU15 N. America 14,786,491 EU15 Europe 10,041,165 Switzerland Europe 6,853,882 USA Asia 3,518,057EU15 Asia 3,024,816 Canada Europe 2,465,464 Canada N. America 1,969,847 USA N. America 1,904,983 Japan Europe 1,601,565 China Europe 859,540 While the above table shows where most of the goods are going, the next one features the hot flows those that have grown the smart between 1995 and 2003. Notice that this list is a lot different from the one above. Japanese imports from Africa showed huge percentage growth, as did Chinas imports from Central southbound America and Africa. The United States is listed four times with triple digit import growth from Europe, North America, Asia, and Oceana.It is interesting that Europe15 is not on this list. Switzerland is mentioned once with rapidly growing imports from Asia. A look at the second column is instructive. Africa shows up three times suggesting that Africa is becoming a more important exporter of Pharmaceutical products. Africa has had good stack selling to Ja pan, China, and Canada. Asia is also included with strong exports primarily to the U. S. and Switzerland. Table 1. 5. Changes in pharmaceutical imports between 1995 and 2003, percent change Importer Exporter Percent Change, 1995 to 2003 Japan Africa 270,477 China CS America 16,370China Africa 11,256 Canada Africa 1,036 USA Europe 487 USA N. America 431 USA Asia 395 China N. America 386 Switzerland Asia 382 USA Oceana 367 The Business Cycle and Industry Sectors sparing trends can and do affect industry performance. By identifying and monitoring key assumptions and variables, we can monitor the economy and gauge the implications of new information on our economic outlook and industry analysis. Cyclical changes in the economy arise from the ups and downs of the business round of drinks. Structure changes occur when the economy undergoes a major change in organization or how it functions.Rotation strategy is when one switches from one industry group to another over the course of a b usiness cycle. Economic Variables and Different Industries are- * pompousness Higher inflation causes a negative jolt for pharmaceutical industries because it increases the market interest rate and uncertainty of future be. It reduces the purchasing power of the buyers. * amuse range The higher bank interest rate causes a adverse effect on the borrowing of the pharmaceutical industry. * International Economics To some extend the ups and downs of world-wide economics effects the pharmaceutical industry. Consumer Sentiment Now a days consumer sentiments also make a great impact on the pharmaceutical industry. As a result they introducing herbal products to meet the huge demand Environmental Analysis (PEST) Technological advancements, tighter regulatory-compliance overheads, rafts of patent expiries and volatile investor confidence have made the modern pharmaceutical industry an increasingly tough and belligerent environment. Below is an analysis of the structure of the pharmace utical industry using the PEST (political, economic, neighborly and technological) model? Economic esteem AddedIn the decade to 2003 the pharmaceutical industry witnessed high value mergers and acquisitions7. With a projected stock value growth rate of 10. 5% (2003-2010) and Health Care growth rate of 12. 5% (2003-2010), the audited value of the global pharmaceutical market is estimated to reach a huge 500 billion dollars by 2004. Only information engine room has a higher expected growth rate of 12. 6%. Majority of pharmaceutical sales originate in the US, EU and Japanese markets. Nine geographic markets account for over 80% of global pharmaceutical sales these are, US, Japan, France, Germany, UK, Italy, Canada, Brazil and Spain.Of these markets, the US is the fastest growing market and since 1995 it has accounted for close to 60% of global sales. In 2000 alone the US market grew by 16% to $133 billion dollars making it a key strategic market for pharmaceuticals. Structural Econo mic Changes and Alternative Industries Structural Economic Changes and Alternative Industries is influenced by the factors * Demographics * Lifestyles * Technology * Politics and regulations But our pharmaceutical Industry of Bangladesh is only touch by demographic and technological forces, which we discuss in the below. Demographic Growing health awareness among the population has also had an influence on market expansion. Unlike in other markets, the Bangladesh pharmaceutical distribution network tends to be more retail-orientated and the bulk of distribution is done by the companies themselves. However, despite the country possessing huge manufacturing capabilities which supply 96% of domestic need, the complete lack of RD in domestic companies could cause the market to stagnate, especially if companies have not evolved by the time the TRIPS reason comes into effect.Multinationals should view Bangladesh as a possible manufacturing base. The balance of pharmaceutical trade remai ns negative, but it is difficult to project how the balance will change throughout the forecast period. * Technology While a particular new technology may either increase or decrease health care expending, researchers generally agree that, taken together, advances in medical technology have contributed to rising overall Bangladesh health care spending. Whether a particular new technology will increase or reduce total health expenditures depends on several factors.One is its impact on the cost of treating an individual patient. Does the new technology supplement existing treatment, or is it a full or partial substitute for current approaches? Do these changes result in higher or lower health spending for each patient treated? In looking at the impact on cost per patient, consideration needs to be given to whether the direct costs of the new technology include any effect on the use or cost of other health care services such as hospital days or physician office visits.It is not possi ble to forthwith measure the impact of new medical technology on total health care spending innovation in the health care sector occurs continuously, and the impacts of different changes interrelate. The size of the health sector (16% of gross domestic product in 2005) and its diversity (thousands of procedures, products, and interventions) also render direct measure impractical. Economists have used indirect approaches to try to estimate the impact of new technology on the cost of health care. In an often-cited article, New house estimates the impact of medical technology on health care spending by first estimating the impact of factors that can reasonably be accounted for (e. g. , spread of insurance, increasing per capita income, aging of the population, supplier-induced demand, low medical sector productivity gains). The continuing flow of new medical technology results from other factors including the desire by professionals to find correct ways to treat their patients and t he level of investment in basic science and research.Direct providers of care may hold back new technology because they want to improve the care they offer their patients, but they also may feel the need to offer the latest and best as they compete with other providers for patients. Health care professionals, like people in other occupations, also may be motivated by professional goals (e. g. , catch recognition, tenure, prestige) to find ways to improve practice. Commercial interests (such as pharmaceutical companies and medical device makers) are willing to invest large amounts in research and evelopment because they have found strong consumer interest in, and financial reimbursement for, many of the new products they produce. In addition, public and private investments in basic science research lead directly and indirectly to advancements in medical practice these investments in basic science are not necessarily motivated by an interest in creating new products but by the desire to increase human understanding. Industry Life Cycle Life cycle models are not just a phenomenon of the sprightliness sciences. Industries experience a similar cycle of purport.Just as a person is born, grows, matures, and eventually experiences decline and ultimately death, so too do industries. The stages are the same for all industries, yet industries cycle through the stages in various lengths of time. Even within the same industry, various stiffs may be at different life cycle stages. Strategies of a true as well as of competitors vary depending on the stage of the life cycle. Some industries even find new uses for declining products, thus extending the life cycle. Others send products abroad in hopes of extending their life. The growth of an industrys sales over time is used to chart the life cycle.The distinct stages of an industry life cycle are introduction, growth, maturity, and decline. sales typically begin slowly at the introduction phase, and then take off rapidly during the growth phase. After leveling out at maturity, sales then begin a gradual decline. In contrast, profits generally continue to increase throughout the life cycle, as companies in an industry take advantage of expertise and economies of scale and scope to reduce unit costs over time. Industry life cycle has five stages * Pioneering development * Rapidly accelerating industry growth Mature industry growth * Stabilization and market maturity * Deceleration of growth and decline Our pharmaceutical industry in Bangladesh is in Rapidly Accelerating Industry Growth Stage in industry life cycle. * Rapidly accelerating industry growth This stage starts when the product of the industry is received by the market. Further demand increases rapidly. The number of theatres in the industry is limited at this stage and hence the firms can experience substantial backlogs of orders. Hence prices can be increased or discounts can be decreased and therefore profit strands are high.The capa city utilization goes up and even though cultivatable capacity is increased, sales increase more rapidly. Hence high profit margins occur simultaneously with high sales growth. Profits explode. Sales growth can be high up to even 50 percent year and profits can grow over nose candy percent a year as a result of the low pay base and high profit margins and increasing efficiency of the firms. The growth potential of pharmaceutical industry is enormous. As urban population is increasing and people are getting educated, they are now more concerned about healthcare.So the demands of medical products are rising. In Bangladesh unhygienic conditions and myopic health maintenance plans provide vast scope for the pharmaceutical firms to sell their products. On the other hand, the constant natural disasters provide opportunities to pharmaceutical companies to wage increase its sales. The industry is growing the protection of national Drug Policy 1982. But after the GATT regulation, change s are bound to take place. Furthermore, the trend & growth of this industry tends to be positive as the demand of medicines is rising, which have mentioned earlier.Analysis of Industry Competition Competition and Expected Industry Returns, Porters concept of competitive strategy is described as the search by a firm for a favorable competitive position in an industry * To create a profitable competitive strategy, a firm must first examine the basic competitive structure of its industry * The potential profitability of a firm is heavily influenced by the profitability of its industry * Porters five forces Porters five forces is a framework for the industry analysis and business strategy development developed by Michael E.Porter of Harvard Business schooltime in 1979. It uses concepts developing, Industrial Organization (IO) economics to derive five forces that determine the competitive intensity and therefore attractiveness of a market. Attractiveness in this condition refers to the overall industry profitability. An unattractive industry is one where the combination of forces acts to drive down overall profitability. A very unattractive industry would be one approaching pure competition. For our pharmaceutical Industry Competition we use porters five forces model in the below Threats of new entrants is low because- Capital requirement is high. * Hard to have access to the distribution channels of excising companies. Bargaining power of buyer is low because- * Undifferentiated or standard product offering competitive price * No potential threats of backward integration by buyer * Customers are fewer prices sensitive. Bargaining power of supplier is high because- * There is small(a) number of suppliers who regulate the market according to their own association. * Lack of substitute product (raw materials) * Credible threats of forward integration by suppliers Threats of substitute are low because- There is minimum substitute product such as herbal products. In dustry rivalry is high because- * The market is large. * Industry is growing at a slow rate and yet to attain its best so supply gap is evident. * Fixed costs are high which make it hard for exiting from the market. * noticeable enceinte based and technologically company is in operation and grabbing major market shares. Growth & Trends The growth potential of pharmaceutical industry is enormous. As urban population is increasing and people are getting educated, they are now more concerned about healthcare.So the demands of medical products are rising. In Bangladesh unhygienic conditions and poor health maintenance plans provide vast scope for the pharmaceutical firms to sell their products. On the other hand, the constant natural disasters provide opportunities to pharmaceutical companies to boost its sales. The industry is growing the protection of national Drug Policy 1982. But after the GATT regulation, changes are bound to take place. Furthermore, the trend & growth of this in dustry tends to be positive as the demand of medicines is rising, which have mentioned earlier.Company Analysis Libara Infution Ltd counterweight Infusions Ltd At a Glance Board of Directors Begum Shamsun Nahar Ahsanullah Chairperson Dr. Roushon Alam Director & Founder Begum Ayesha Alam Managing Director Saira Mariam Alam Director Monami Alam Director Company Secretary M. A. Rashid Auditors M/s. Muhammad Shaheeddullah & Co. Chartered Accountants 19 Bangabandhu Avenue Dhaka House (2nd Floor) Dhaka- ampere-second0. Bankers Agrani Bank Amin Court Branch 62-63 Motijheel C/A, Company ProfileThere was always a scarcity of Intravenous (I. V. ) Fluid in the market as Govt. could not manufacture enough to fulfill the topical anaesthetic demand. Before 1985, the major portion of the local demand was being covered by the imported I. V. Fluid. To overcome this situation residual made its debut in February 1985 under the strong leadership of Dr. Roushon Alam with a view to provide feel products. The company is situated on approx. 2 acres of land at Mirpur I/E, Dhaka . The factory is housed in a centrally Air Conditioning modern building having all necessary facilities. I. V.Fluid, the product of the company is a life saving and a basic medical necessity used in all medical situations involving diarrhoeal disease, surgical operation, loss of blood, weakness and hospitalization in general. LIBRAs I. V. Fluid being a quality product has a tremendous demand in the market. The technology has been supplied by M/S Vifor S. A. , Geneva , Switzerland under a Technical Collaboration Agreement. In addition, implementation of ISO 9001 Quality Management brass has ensured customer satisfaction by guaranteeing good design, reliable product quality, safe performance, prompt delivery and efficient service.LIBRA utilise a team of highly qualified and motivated staff. Since LIBRA came first in this segment of pharmaceuticals, the company had to struggle w ith a lot of adverse situations. But today, LIBRA is known to the medical profession and general public as the best and largest manufacturer of I. V. Fluid in Bangladesh. Quality Policy We at LIBRA are committed to provide total customer satisfaction for all products formulated processed. This is achieved by Implementing defined quality management system Continuous up gradation of technology Creating quality awareness active participation of make use ofees at all levels Manufacturing Technology Libra always uses modern technology for manufacturing I. V. Fluid a life saving product. The production is based on imported raw packing materials our Quality Assurance System ensure full quality control testing in accordance with product requirements Technical support including LAL test, validation and stability studies are available as a part of our commitment to quality. military personnel Resource Libra has a experienced dedicated staff members which included pharmacists, chemi sts, doctors, engineers, accountants and other professionals. Libras success depends on sincerity, hard labor and team efforts of employees at all levels. Libra invests in personal and professional development of its employees through training and whole shebanghop. Vision All of our activities should benefit the society to take health care. We strongly believe that in the final analysis we are accountable to our employees, our customers, citizen of our country and shareholders. Mission To attain Vision will devote its resources to m manufacture world class products using modern technology. Commitment * attached manufacturing world class Quality Products using modern technology. * Committed maintaining Quality Management System (QMS) through documentation of all activities of the Company complying with International standard require ment of ISO 9001 through developing employees at all levels by regular training participation. * Committed customer satisfaction through service upt o their level of expectation. Libra reviews activities and performance of its operation to ensure compliance with commitment SWOT Analysis This section identifies the main strengths, weaknesses, opportunities, and threats associated with the Libra Pharmaceutical Company LTD. It involves monitoring the internal (strengths weaknesses) and external (opportunities threats) marketing environment. Strength The main strengths of Libra Pharmaceutical Co. LTD are * Higher quality product with lower price. * Focused on the Customers satisfaction. * To meet the required specification it maintain the standard and quality. Using modern technology * To enrich the systems they excite a huge experienced, motivated professionals * It is already been recognized by WHO and ISO 9001 certified as world class manufacturer of I. V. fluid. * To increased sales thy introduced new product every year. * To ensure high quality control facilities they has installed state of art equipment. * The company conti nuously focusing on expanding sales networks to meet the demand. Weakness The main weaknesses of Libra Pharmaceutical Co. LTD are * High insecurity of facing losses, in case of purchasing raw materials in advance, as price is unstable. They can not increase the selling price as the cost of product increased. * Supplier has ultimate control over the material market * Government initiative or incentive in this sector is very insufficient. * The increase of bank interest rate. * The cot of fuel and oil, promotional expenses, transportation expenses are increasing day by day. * Law and order restrictions are quit alarming. Broad environmental analysis Competitive analysis Internal organizational analysis Strengths weaknesses of an organization Opportunities for to an organization penury for strategic actionOrganizational long-range objectives Opportunities The main opportunities faced by Libra Pharmaceutical Co. LTD are * Company can introduced new product line or alter quality pro duct. * Available customers. * Demand is huge and increasing day by day. * Profit percentage is high. * Company can invest their rest of retain gain in other projects. * International trading scope is increasing specially in Middle East. * Expand their activities to the root level of the county Threats The main threats faced by Libra Pharmaceutical Co. LTD are * Change in technology (i. e. quipments, sharing and cutting machine change). * Threat of new entrance. * Political unrest. * Labor problem * change magnitude Tax rate * Increasing cost of product * Increasing bank interest rate * Lower competitive power Market Condition Libra Infusions Ltd Price Change % Change Open High Low Business Segment LIBRAINFU monetary Performance Year Earning per share Net Asset Value Per Share Net Profit After Tax (mn) Price Earning Ratio % Dividend % Dividend Yield 2009 34. 93 689. 13 4. 37 45. 81 15. 00 0. 94 2008 51. 25 671. 70 6. 41 28. 24 17. 50 1. 1 2007 48. 14 637. 95 6. 02 11. 00 17. 50 3. 3 2006 47. 36 589. 81 5. 93 10. 20 17. 50 4 2005 45. 46 559. 94 5. 69 12. 34 17. 50 3. 12 2004 43. 30 531. 99 5. 42 14. 81 17. 50 2. 73 2003 36. 33 550. 38 4. 55 8. 08 15. 00 5. 11 2002 30. 36 530. 55 3. 80 11. 20 15. 00 4. 41 2001 21. 82 515. 18 . 73 10. 08 12. 50 5. 68 2000 18. 42 510. 86 2. 30 10. 59 5. 00 2. 56 Analysis of Financial Statement Of Libra Infusion Common-Size Statement Analysis Common-Size Statement of Balance SheetLIBRA INFUSIONS LTD particular 2007(tk in %) 2008(tk in %) 2009(tk in %) Assets Non-current additions 62. 87 64. 12 66. 66 Property, plant and equipmentAt cost/ Revaluation 96. 64 97. 43 91. 78 Accumulated deprecation (33. 77) (33. 31) (25. 12) Current Assets 37. 14 35. 89 33. 34 Inventories 18. 57 17. 59 19. 17 Account Receivables 7. 50 5. 68 7. 06 Loans , Advance and Deposits 9. 46 10. 51 5. 31 specie and Cash Equivalents 1. 61 2. 11 1. 80 sum up Assets 100% 100% 100% Share holders candor 27. 97 27. 50 20. 31 Share Capital 4. 38 4. 19 2. 95Gen eral Revenue - 1. 31 0. 94 Revaluation Reserve 13. 03 12. 17 8. 76 Retain payment 10. 55 9. 93 7. 66 Non-Current Liabilities 26. 40 29. 75 31. 37 Term gets 11. 68 14. 73 20. 96 Due to-directors 7. 55 7. 97 5. 03 Other Liabilities 7. 17 7. 05 5. 38 Current Liabilities 45. 63 42. 74 48. 32 Shot term Borrowing 32. 62 27. 53 37. 65 Creditors and others payable 9. 90 11. 51 8. 97 Taxation Payable 3. 11 3. 70 1. 70 entirety Liabilities and Shareholders rightfulness 100% 100% 100% LIBRA INFUSIONS LTD Common-Size Statement of Profit and Loss AccountParticular 2007 2008 2009 Net Sales RevenueCost of Goods Sold piggish ProfitOperating ExpensesAdministrative Exp. Selling, Marketing Distribution ExpProfit from OperationFinance Cost. NP before Contribution to WPPFWelfare fundsProfit Before TaxProvision for Income TaxNP After Income Tax 100%(64. 91%)35. 08%(26. 96%) (3. 64%)(23. 32%) 8. 12%(5. 22%)2. 90%(0. 13%)2. 77%(0. 82%)1. 95% 100%(67. 01%)32. 99%(26. 15%) (3. 05%)(23. 10%) 6. 84%(4. 59 %)2. 25%(0. 11%)2. 14%(0. 58%)1. 56% 100%(63. 64%)36. 36%(28. 75%) (3. 38%)(25. 37%) 7. 61%(5. 88%)1. 73%(0. 09%)1. 64%(0. 45%)1. 19% Ratio AnalysisA Internal Liquidity Ratios Liquidity refers to the ability of a firm to meet its short-term financial obligations when and as they fall due. The main concern of liquidity ratio is to measure the ability of the firms to meet their short-term maturing obligations. Failure to do this will result in the total failure of the business, as it would be forced into liquidation. Current Ratio The Current Ratio expresses the relationship between the firms current assets and its current liabilities. Current assets normally include cash, marketable securities, accounts due and inventories.Current liabilities consist of accounts payable, short term notes payable, short-term loans, current maturities of long term debt, accrued income taxes and other accrued expenses (wages). 2007 2008 2009 .79 1. 50 1. 41 Comments 2007 The current ratio of . 791 mean s that for every taka of current liabilities Libra Infusions Ltd. has . 79 taka of current assets, which is unimaginable examine to the standard 21. 2008 The current ratio of 1. 501 means that for every taka of current liabilities Libra Infusions Ltd. has 1. 50 taka of current assets, which is out of the question comparing to the standard 21. 009 The current ratio of 1. 411 means that for every taka of current liabilities Libra Infusions Ltd. has 1. 41 taka of current assets, which is unacceptable comparing to the standard 21. Quick Ratio/ Acid Test Ratio Measures assets that are quickly converted into cash and they are compared with current liabilities. This ratio realizes that some of current assets are not easily convertible to cash e. g. inventories. The quick ratio, also referred to as acid test ratio, examines the ability of the business to cover its short-term obligations from its quick assets only (i. . it ignores stock). The quick ratio is calculated as follows Ouicke Ra tio=(Cash+ salable securites+Recivables)/ Current Libilities 2007 2008 2009 .20 . 18 . 18 Comment 2007 The quick ratio in 2007 of Libra Infusions was . 201 which is unacceptable for the company o comparing the standard of 11 2008 The quick ratio in 2007 of Libra Infusions was . 181 which is unacceptable for the company o comparing the standard of 11 2009 The quick ratio in 2007 of Libra Infusions was . 181 which is unacceptable for the company o comparing the standard of 11 Cash ratioThe most conservative liquidity ratio is the cash ratio, which related the firms cash and short-term marketable securities to its current liabilities as follows Ouicke Ratio=(Cash+Marketable securites)/ Current Libilities 2007 2008 2009 .035 . 049 . 037 Receivable dollar volume This ratio shows the number of times accounts receivable are paid and reestablished during the accounting period. The higher the upset, the faster the business is collecting its receivables and the more cash the client generall y has on hand. The formula is Net one-year SalesAccounts Receivable 2007 2008 2009 16. 86 21. 86 15. 2 norm Receivable Collection Period The reasonable appealingness period measures the quality of debtors since it indicates the speed of their collection. The shorter the average collection period, the better the quality of debtors, as a short collection period implies the prompt payment by debtors. The average collection period should be compared against the firms credit terms and policy to judge its credit and collection efficiency. An excessively long collection period implies a very liberal and incompetent credit and collection performance. The delay in collection of cash impairs the firms liquidity.On the other hand, too low a collection period is not necessarily favorable, rather it may indicate a very restrictive credit and collection policy which may curtail sales and hence adversely affect profit. The tally is follow Average Receivable Collection Period = (365/ average account receivable employee turnover) 2007 2008 2009 21. 65 17. 10 23. 51 Comment 2007 Average collection period of Libra Infusions Ltd. in 2007 was 21. 65 days. That means the company had to bear 21. 65 days after making a sales before it receives cash. This is comparatively lower than the industry average of 45. 5 days. That means the customers are gainful their bill in time. 2008 Average collection period of Libra Infusions Ltd. in 2007 was 17. 10 days. That means the company had to wait 17. 10 days after making a sales before it receives cash. This is comparatively lower than the industry average of 45. 45 days. That means the customers are pay their bill in time. 2009 Average collection period of Libra Infusions Ltd. in 2007 was 23. 51 days. That means the company had to wait 23. 51 days after making a sales before it receives cash. This is comparatively lower than the industry average of 45. 5 days. That means the customers are paying their bill in time. Inventory Turnover This ratio measures the stock in relation to turnover in order to determine how often the stock turns over in the business. It indicates the efficiency of the firm in selling its product. It is calculated by dividing the cost of goods sold by the average inventory. The ratio shows a relatively high stock turnover which would seem to suggest that the business deals in fast moving consumer goods. 2007 2008 2009 5. 65 5. 16 2. 87 Comment 2007 Inventory turnover ratio of Libra Infusions Ltd. in 2007 was 5. 5 which are comparatively higher than the industry average 1. 26. That mean the company have keep liquidity of its inventory and I is productive. 2008 Inventory turnover ratio of Libra Infusions Ltd. in 2007 was 5. 16 which are comparatively higher than the industry average 1. 26. That mean the company have maintained liquidity of its inventory and I is productive. 2009 Inventory turnover ratio of Libra Infusions Ltd. in 2007 was 2. 87 which are comparatively higher than the industr y average 1. 26. That mean the company have maintained liquidity of its inventory and I is productive.Cash Conversion Cycle The Cash Conversion Cycle (CCC) measures how long a firm will be deprived of cash if it increases its investment in resources in order to expand customer sales. It is thus a measure of the liquidity risk entailed by growth. However, shortening the CCC creates its own risks while a firm could even achieve a negative CCC by collecting from customers before paying suppliers, a policy of strict collections and lax payments is not always sustainable. Payable Turnover= COGS/Average Trade Payable 2007 2008 2009 12. 91 14. 99 10. 03 Payable recompense periodA payment period to average inventory period above 11 (100%) indicates that the inventory is sold before it is paid for (inventory does not need to be payd). the average inventory period is also known as the inventory holding period. . Payable payment period = 365 day / payable turnover 2007 2008 2009 28. 27 24. 3 5 36. 16 B. Evaluating operational Performance The ratios that indicate how well the management is run the business can be divided into tow subcategories * Operation magnate Ratio * Operation Profitability Ratio These two ratios are discussed in the below- * Operation Efficiency Ratio Total Assets TurnoverAsset turnover is the relationship between sales and assets- * The firm should manage its assets efficiently to maximize sales. * The total asset turnover indicates the efficiency with which the firm uses all its assets to generate sales. * It is calculated by dividing the firms sales by its total assets. * Generally, the higher the firms total asset turnover, the more efficiently its assets have been utilized. Total asset turnover = Net Sales / Total assets 2007 2008 2009 1. 17 1. 39 1. 01 Comments 2007 Total assets turnover ratio of Libra Infusions Ld. In 2007 was 1. 17, which is higher than the industry average of 1. 5. That means the company is generating sufficient level of business. 2008 Total assets turnover ratio of Libra Infusions Ld. In 2007 was 1. 39, which is higher than the industry average of 1. 15. That means the company is generating sufficient level of business. 2009 Total assets turnover ratio of Libra Infusions Ld. In 2007 was 1. 01, which is lower than the industry average of 1. 15. That means the company is not generating sufficient level of business. Fixed Asset Turnover The fixed assets turnover ratio measures the efficiency with which the firm has been using its fixed assets to generate sales.Generally, high fixed assets turnovers are preferred since they indicate a better efficiency in fixed assets utilization. It is calculated by dividing the firms sales by its net fixed assets as follows Fixed asset turnover = Net Sales / Average Net fixed asset 2007 2008 2009 3. 90 4. 92 4. 26 Comments 2007 Fixed assets turnover ratio f Libra Infusions Ltd. in 2007 was 3. 90, which is higher than the industry average of 3. 06. That means the com pany is generating sufficient level of business. 2008 Fixed assets turnover ratio f Libra Infusions Ltd. in 2007 was 4. 2, which is higher than the industry average of 3. 06. That means the company is generating sufficient level of business. 2009 Fixed assets turnover ratio f Libra Infusions Ltd. in 2007 was 4. 26, which is higher than the industry average of 3. 06. That means the company is generating sufficient level of business. integrity Turnover Equity Turnover is a firms annual sales divided by its average stockholders equity. Equity turnover is used to calculate the rate of return on common equity, and is a measure of how well a firm uses its stockholders equity to generate revenue.The higher the ratio is, the more efficiently a firm is using its capital. Also known as capital turnover. Equity Turnover = Annual Sales / Average Equity 2007 2008 2009 4. 05 5. 05 4. 31 Comments 2007 Equity turnover ratio of Libra Infusions Ltd. In 2007 was 4. 05. Which is lower than the industr y average of 6. 88. that means the company not efficiently using its capital. 2008 Equity turnover ratio of Libra Infusions Ltd. In 2007 was 5. 05. Which is lower than the industry average of 6. 88. that means the company not efficiently using its capital. 009 Equity turnover ratio of Libra Infusions Ltd. In 2007 was 4. 31 which is lower than the industry average of 6. 88. that means the company not efficiently using its capital. * Operation Profitability Ratio Gross Profit tolerance * Normally the gross profit has to rise proportionately with sales. * It can also be useful to compare the gross profit margin across similar businesses although there will often be good reasons for any disparity. Gross profit Margin=Gross profit/ Net Sales 2007 2008 2009 35. 09% 35. 36 32. 98% Comments 2007 Gross profit margin of Libra Infusions Ltd in 2007 is 35. 9% which is lower than the industry average 55. 75%. That means the firm is not profitable. 2008 Gross profit margin of Libra Infusions Ltd in 2007 is 35. 36% which is lower than the industry average 55. 75%. That means the firm is not profitable. 2009 Gross profit margin of Libra Infusions Ltd in 2007 is 32. 98% which is lower than the industry average 55. 75%. That means the firm is not profitable Operating profit Margin ratio Analysis The operating profit margin indicates how much profit a company makes after paying for variable costs of production such as wages, raw materials, etc.It shows the efficiency of a company controlling the costs and expenses associated with its business operations. Operating profit margin = Operating income ? Net sales 2007 2008 2009 8. 13% 6. 84% 7. 60% Comments 2007 Operating profit margin of Libra Infusions Ltd in 2007 is 8. 13% which is lower than the industry average 11. 02%. That means the firm is not copacetic at all. 2008 Operating profit margin of Libra Infusions Ltd in 2007 is 6. 84% which is lower than the industry average 11. 02%. That means the firm is not satisfactory at al l. 009 Operating profit margin of Libra Infusions Ltd in 2007 is 7. 60% which is lower than the industry average 11. 02%. That means the firm is not satisfactory at all. Net Profit Margin This is a widely used measure of performance and is comparable across companies in similar industries. The fact that a business works on a very low margin need not cause alarm because there are some sectors in the industry that work on a basis of high turnover and low margins, for examples supermarkets and motorcar dealers. What is more important in any trend is the margin and whether it compares well with similar businesses.Net profit Margin= Net Income/Net Sales 2007 2008 2009 1. 93% 1. 55% 1. 19% Comments 2007 Net profit margin of Libra Infusions Ltd in 2007 is 1. 93% which is lower than the industry average 8. 30%. That means the firm is not profitable. 2008 Net profit margin of Libra Infusions Ltd in 2007 is 1. 55% which is lower than the industry average 8. 30%. That means the firm is not pro fitable. 2009 Net profit margin of Libra Infusions Ltd in 2007 is 1. 19% which is lower than the industry average 8. 30%. That means the firm is not profitable. Return on paid up capitalThis ratio shows the profit attributable to the amount invested by the owners of the business. It also shows potential investors into the business what they might hope to receive as a return. The stockholders equity includes share capital, share premium, distributable and non-distributable reserves. The ratio is calculated as follows Return on paid up capital =Net Income+Gross InterestAverage Total Capital 2007 2008 2009 48. 10 51. 25 34. 93 Risk Analysis of Libra Infusion * Risk analysis examines the uncertainty of income for the firm and for an investor * Total firm risks can be decomposed into two basic sources Business risk The uncertainty in a firms operating income, highly influenced by industry factors * Financial risk The added uncertainty in a firms net income resulting from a firms financin g decisions (primarily through employing leverage). * liquidity Risk it considers another aspect of risk from an investors Business Risk Variability of the firms operating income over time. It can be measured by calculating the standard deviation of operating income over time or the coefficient of variation. In addition to measuring business risk, we want to beg off its determining factors.Two primary determinants of business risk * Sales variability * The main determinant of earnings variability * Cost Variability and Operating leverage * performance has fixed and variable costs * Greater fixed production costs cause greater profit volatility with changes in sales * Fixed costs represent operating leverage Greater operating leverage is good when sales are high and increasing, but bad when sales fall. Business risk =( cofficient of variiation of operating earning) =( OE-OE)2/nOE/N ( OE-OE)2/n 3636504 OE/N 25498574 ( OE-OE)2/nOE/N 14. 26% Operating leverage= %? oe%? sn %? e%? s 2. 08739 n 3 %? oe%? sn . 70 Financial Risk Interest payments are deducted before we get to net income, these are fixed obligations. Similar to fixed production costs, these lead to larger earnings during good times, and lower earnings during a business decline, fixed financing costs are called financial leverage. The use of debt financing increases financial risk and porta of default while increasing profitability when sales are high. Two sets of financial ratios help measure financial risk * Balance sheet ratios * Earnings or cash flow available to pay fixed financial chargesAcceptable levels of financial risk depend on business risk. A firm with spacious business risk should likely avoid lots of debt financing. * Proportion of debt (balance sheet) ratios Long-term debt can be related to Equity (L-t D/Equity) how much debt does the firm employ in relation to its use of equity? And Total Capital L-t D/ (L-t D +Equity) How much debt does the firm employ in relation to all long-term sources of funds? Debt to Equity Ratio =Total long term debttotal eqity 2007 2008 2009 .94 1. 08 1. 54 * Total debt Ratio Total debt ratio refers to Assessment of overall debt load, including short-term.The formula of calculation is Debt to Equity Ratio =current Liabilities+Total Long term debtTotal Debt-Total equity 2007 2008 2009 .720 . 725 . 975 Comments 2007 We analyze debt ratio of company from its balance sheet and found that year 2007 companys debt ratio is 72% this value indicates that the company has financed more than half(a) of is assets with debt. The higher this ratio greater he firms degree of duty and the more finance leverage it has. 2008 We analyze debt ratio of company from its balance sheet and found that year 2007 companys debt ratio is 72. % this value indicates that the company has financed more than half of is assets with debt. The higher this ratio greater he firms degree of indebtedness and the more finance leverage it has 2009 We analyze debt ratio of co mpany from its balance sheet and found that year 2007 companys debt ratio is 97. 5% this value indicates that the company has financed more than half of is assets with debt. The higher this ratio greater he firms degree of indebtedness and the more finance leverage it has. * Earnings or Cash Flow Ratios It is Relate operating income (EBIT) to fixed payments required from debt obligations, higher ratio means lower risk.Interest Coverage or Times Interest Earned Ratio Measures the number of times Interest payments are covered by EBIT Interest Coverage = EBIT/Interest Expense. May also want to calculated coverage ratios that reflect other fixed charges Lease obligations (Fixed charge coverage). Interest Coverage =EBITDebt Interest Change 2007 2008 2009 1. 53 1. 47 1. 28 * Cash flow ratios Fixed financing costs such as interest payments must be paid in cash, so these ratios use cash flow rather than EBIT to assess the ability to meet these obligations, Relate the flow of cash available from operations to * Interest expense Total fixed charges * The face value of outstanding debt Cash flow coverage of fixed financial cost=Net cash flow provided by operating activities+Interest Expense+Estimated Lease Inertest ExpenseInertest Expense+Estimated lease Interest expense 2007 2008 2009 1. 51 2. 49 2. 29 Comments Cash flow is used o determine whether a borrower is going to be able to service interest payment on a loan. Generally lender prefers a cash flow ratio more than 1. Here we can see that the cash flow ratio of Libra Infusion Ltd. in 2007 was 1. 51 and it increases 2. 9 in 2008. and decrease in 2009 at 2. 29. Liquidity Risk Market Liquidity is the ability to buy or sell an asset quickly with little price change from a prior transaction assuming no new information. External market liquidity is a source of risk to investors. The most important factor of external market liquidity is the dollar value of shares traded. This can be estimated from the total market value of outstanding securities. It will be affected by the number of security owners. Numerous buyers and sellers provide liquidity. Analysis of Growth PotentialWant to determine sustainable growth potential Important to both creditors and owners, * Creditors interested in ability to pay future obligations, * For owners, the value of a firm depends on its future growth in earnings, cash flow, and dividends. Determinants of Growth * Sustainable Growth clay sculpture Suggests that the sustainable growth rate is a function of two variables * What is the rate of return on equity (which gives the maximum possible growth)? * How much of that growth is put to work through earnings retention (rather than being paid out in dividends)? g = Percentage of Retain earning * Return on Equity polity year Percentage of Retain earning=1-Dividend DeclearedOperating earnig After Tax ROE=Net Income After TaxShareholdres Equity g = Percentage of Retain earning Return on Equity 2007 . 64 7. 55 4. 83 2008 . 66 7 . 57 4. 50 2009 . 57 5. 10 2. 91 DuPont Analysis DuPont Analysis is A method of performance measurement that was started by the DuPont Corporation in the 1920s. With this method, assets are measured at their gross book value rather than at net book value in order to produce a higher return on equity (ROE). It is also known as DuPont identity.DuPont analysistells us that ROE is affected bythree things Operating efficiency, which ismeasured by profit margin Asset use efficiency, which is measured by total asset turnover Financial leverage, which ismeasured by the equity multiplier year EBIT/Sales (%) Sales/ Total Assets (Times) EBIT/ Total Assets (%) Interest Expense/ Total Assets (%) NBT/ Total Equity (%) Total Assets/ Common Stock Equity (times) NBT/ Common Stock Equity(%) Tax Retention Rate Return On Equity (ROE) 2007 8. 13 1. 09 8. 86 5. 85 3. 01 3. 58 1078 0. 70 7. 55 2008 6. 84 1. 35 9. 23 6. 34 2. 89 3. 64 10. 52 0. 72 7. 7 2009 7. 60 0. 07 . 53 (. 89) 1. 42 4. 92 6. 99 0. 7 3 5. 10 It is believed that measuring assets at gross book value removes the incentive to avoid investing in new assets. New asset avoidance can occur as financial accounting depreciation methods artificially produce lower ROEs in the initial years that an asset is set(p) into service. If ROE is unsatisfactory, the DuPontanalysis helps locatethe part of the business thatis underperforming. Comparative analysis Ratio Formula Years IndustryAverage Evaluation 2007 2008 2009 Cross Section Time serial Overall Current Ratio Current assets/ current liabilities . 9 1. 50 1. 41 1. 11 silly Ok Ok Quick Ratio (Cash+Marketable securites+Recivables)/ Current Libilities . 20 . 18 . 18 0. 56 worthless Poor Poor Cash ratio Cash+Marketable securites)/ Current Libilities . 035 . 049 . 037 0. 12 Poor Poor Poor Receivable turnover Net Annual Sales/ Accounts Receivable 16. 89 21. 35 15. 52 13. 42 Good Good Good Average Receivable Collection Period 365/Average A/R collection period 21. 65 17. 10 23 . 51 45. 45 Poor Poor Poor Inventory Turnover cost of goods sold /average inventory 5. 65 5. 16 2. 87 1. 6 Good Good Good Cash Conversion Cycle COGS/Average Tra