Answers
Cashflow statement is a statement that shows all the inflows and outflows of the cash in a concern during a particular period. It is defined as a sumnary of reciepts and payments of cash which reconciles the opening balance with the closing balance of the given period.
In the case mentioned in the question, concern is having an overall NEGATIVE cashflow which means outflow of cash is more than inflows. The concern has had negative cash flow in the previous year too, which shows that liquidity position of concern is not good or rather we can say it is bad. It is not having any cash and cash equivalents in hand. By negetive cash flow we can only decide the liquidity of the concern.
It can be seen that it is 6.42% less negative from previous year. And further analysing OCF, ICF and FCF are 7.46%, 8.33% and 62.07% less negative than last year which is good.
As it can be further seen that every kind of activity is giving negetive cash flow, which means something is wrong with the management of the cash.
NEGATUVE CASHFLOW FROM OPERATING ACTIVITIES could mean that either company is making losses or selling goods on credit basis which is too lenient and should be modified to get better cashflow.
NEGATIVE CASHFLOW FROM INVESTING ACTIVITIES shows that company is investing more and more in long term funds. Again this decreases the liquidity of the company.
NEGATIVE CASHFLOW FROM FINANCING ACTIVITIES means that comapny must be paying out dividends and interest and is not issuing any futher quity or bonds. Paying regularily dividends is good for the goodwill of company and increases the faith of shareholders. But as it can be seen that there is 62.07% reduction in negetive cashflow, this could mean that concern is paying out very less as compared to orevious year.
Overall nothing else can be judged only by the cashflow statement about the concern.
NEGATIVE CASHFLOW ONLY SHOWS THAT LIQUIDITY POSITION OF THE COMPANY IS NOT GOOD. Management should look in the above matter. It is not good to have nil liquid funds in hands.
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