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(1) Separate operating from nonoperating items, treating items that grow in line with revenues and are related to the core business as operating.
(2) Search the footnotes for embedded one-time items.
(3) Analyze each nonoperating item to assess how it affects the future operations of the firm.
Balance sheet Reorganized financial statements
Operating assets 100 Operating assets 100
Accounts payable 20 Product warranty (15)
Product warranty 15 Invested capital 65
Current liabilities 40 Restructuring reserves 5
Long-term debt 30 Equity 30
Equity 30 Liabilities and equity 65
Liabilities and equity 100
Operating costs –(80) (90)
Litigation provision –(10) 5
Liabilities and equity 100 120 125
Return on equity, % –9% 12%
The return on equity is distorted by the litigation expense because it doesn’t correspond to cash outflows pertaining to the case.
In year 1, there is no cash outflow for the case, yet net income is pulled down by the provision for this litigation. In year 2, net
income is inflated by the gain on the litigation expense, due to the resolution cost being less than expected.
The treatment of consecutive restructuring charges is a judgment call. The key assessment is whether or not the restructuring charges
will continue and whether or not they are cash. For instance, many restructuring charges are layoffs and asset write-offs. To forecast cash
flow, determine the level of future severance and any tax impacts from asset write-offs. These should be included in the valuation.
Some of the more common nonoperating items and one-time charges include amortization of acquired intangibles, asset write-offs
including write-offs of goodwill and purchased R&D, restructuring charges, litigation charges, and gains and losses on asset sales.