5-Year State-Level Financial Profile Industry Report
Architectural Services (SIC Code: 8712)
in Maryland |
| Sales Range: $500K - $999.9K |
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This 5-Year Industry Financial Profile Industry Report helps you compare the overall
performance of a specific Industry to the County And State averages as provided
from US IRS data and more than 60 other sources.
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| Top 10 States: The table below shows the Top 10 States in which this Industry operates (across all Sales levels.) |
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The chart to the left illustrates the sales growth of the Architectural Services industry during a 5-year period.
Positive growth trends are desirable.
Projected Annual Growth Rate
(Based on Sales) |
| 1.86% |
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The chart to the left illustrates the key income values related to Sales, Gross Margin, and EBITDA (Earnings Before Interest, Taxes, Depreciation and Amortization)
of the Architectural Services industry during a 5-year period.
In some cases, dollar amounts on this chart may overlay each other and a chart line may appear missing.
Please review the Income Statement above to review these amounts.
Positive growth trends are desirable.
This chart may give a better growth view than Profits since many companies
minimize Profits for tax purposes.
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Operating Profit Margin: The ratio of operating profit to net sales.
Operating Profit Margin indicates how effective a company is at controlling
the costs and expenses associated with their normal business operations.
Be aware that corporate taxes are levied against this amount, so
certain businesses may attempt to reduce or eliminate their operating profits.
Other Growth Trends to review are Sales, EBITDA, and Compensation of Owners/Officers
as shown in the Income Statement.
Positive growth trends are desirable.
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Net Worth and Owner Equity: A company's net worth is the value of all of its assets, minus the
total of all of its liabilities (debt).
Net Worth and Owner Equity represents the liquidation value of the company and is a key attribute
reviewed by Lenders and Investors.
Positive growth trends are desirable.
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Quick Ratio (aka Acid Ratio): Short-term liquidity ratio calculated by dividing current assets
(cash, marketable securities, etc. but not inventory) by current liabilities. This ratio places
more emphasis on those liquid assets that can be quickly converted into cash.
Generally, a Quick Ratio of 1 or greater is desirable and typically
indicates that a company has enough cash on hand to pay its bills and keep running.
This ratio varies significantly across Industries.
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Current Ratio: This ratio divides the current assets by the current liabilities (obligations to be
paid in 30 to 60 days). This ratio is often used by short-term creditors to make sure
that their investments are covered by assets which can be converted to cash in the near future.
Generally, a Current Ratio of 1 or greater is good, a Current Ratio of 2
or greater is desirable.
This ratio varies significantly across Industries.
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Working Capital to Debt Ratio: Measures the ability of a company to eliminate its debt using
its Working Capital. A high or increasing Working Capital to Debt Ratio is usually
a positive sign, showing the company can use its Working Capital to pay off its debt.
Monitoring this ratio is very important to make sure the company has the ability to satisfy
its creditors.
Generally, a ratio of 100% or higher is desirable as this shows the company could pay down its
debt with Working Capital.
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Debt to Equity Ratio: Shows financial strength. A very low ratio means that the company has greater
protection to creditors if there is a decline in sales or a shrinkage of total assets.
The lower the Debt to Equity Ratio the
better.
This ratio also depends on the
industry in which the company operates. For example, capital-intensive industries
could have Debt to Equity Ratio of 500%, while a consulting business
could have a Debt to Equity Ratio of 40%.
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Pretax Return on Assets Ratio (aka Pretax Return on Investment Ratio): An indicator of how profitable a company is relative to its
total assets. ROA gives an idea as to how efficient management is at using its assets
to generate earnings. Calculated by dividing a company's annual pretax earnings by its total
assets, ROA is displayed as a percentage.
Positive growth trends are desirable.
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Pretax Return on Net Worth Ratio: This ratio provides the earnings before taxes for each dollar invested.
This ratio highlights management's ability to generate a meaningful return on capital
invested in the business.
This ratio does not apply if a
company's net worth is a negative value.
Positive growth trends are desirable.
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The Sales to Working Capital Ratio (aka Turnover of Working Capital Ratio) indicates how
many dollars in sales the business makes for every dollar of working capital.
An increasing trend is often a positive sign,
indicating the company is better able to use its working capital to generate sales.
This ratio varies significantly across Industries.
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Inventory to Sales Ratio: Looks at your investment in inventory in relation to your annual sales amount.
The Inventory to Sales Ratio helps you identify whether inventory is growing unnecessarily.
A static or declining trend shows effective use of just-in-time methodology (i.e. your investment in inventory is shrinking in relation to sales.)
This ratio varies significantly across Industries.
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Supporting Data for Charts Above (Average per company matching search criteria)
Dollar Amounts in Thousands
Maryland data
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| Sales |
| Gross Margin |
| EBITDA |
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| Total Net Worth & Owner Equity |
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| Ratios (shown in charts above) |
| Quick Ratio |
| Current Ratio |
| Operating Profit Margin |
| Working Capital to Debt |
| Debt to Equity |
| Pretax Return on Assets |
| Pretax Return on Net Worth |
| Sales to Working Capital |
| Inventory to Sales |
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| Additional Ratios |
| Assets to Sales |
| Accounts Receivable to Revenue |
| Cash Flow to Total Debt |
| Current Liabilities to Net Worth |
| Cash Ratio |
| Cash to Current Assets |
| Cash to Working Capital |
| Inventory Turnover |
| Sales to Equity |
| Working Capital Turnover |
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| 2005 |
| $677.000 |
| $510.045 |
| $58.096 |
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| $46.525 |
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| 1.390 |
| 1.495 |
| 6.520% |
| 26.530% |
| 349.660% |
| 22.320% |
| 94.820% |
| 16.960 |
| 1.240% |
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| 29.190% |
| 6.150% |
| .385 |
| 186.720% |
| 64.920% |
| 43.430% |
| 131.220% |
| 19.815 |
| 15.667 |
| 16.960 |
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| 2006 |
| $720.000 |
| $541.168 |
| $62.858 |
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| $45.611 |
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| 1.380 |
| 1.490 |
| 6.640% |
| 25.210% |
| 368.070% |
| 23.130% |
| 104.760% |
| 17.456 |
| 1.290% |
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| 28.680% |
| 5.830% |
| .391 |
| 192.390% |
| 65.010% |
| 43.620% |
| 132.570% |
| 19.306 |
| 16.468 |
| 17.456 |
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| 2007 |
| $726.000 |
| $548.055 |
| $63.617 |
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| $45.808 |
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| 1.375 |
| 1.486 |
| 6.690% |
| 24.840% |
| 366.250% |
| 23.570% |
| 106.050% |
| 17.766 |
| 1.280% |
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| 28.390% |
| 5.740% |
| .397 |
| 192.140% |
| 64.790% |
| 43.600% |
| 133.330% |
| 19.120 |
| 16.588 |
| 17.766 |
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| 2008 |
| $735.000 |
| $554.582 |
| $64.148 |
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| $46.825 |
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| 1.376 |
| 1.486 |
| 6.660% |
| 24.990% |
| 364.940% |
| 23.360% |
| 104.470% |
| 17.705 |
| 1.280% |
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| 28.490% |
| 5.780% |
| .395 |
| 191.910% |
| 64.810% |
| 43.630% |
| 133.460% |
| 19.219 |
| 16.499 |
| 17.705 |
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| 2009 |
| $753.000 |
| $565.389 |
| $65.688 |
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| $48.866 |
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| 1.381 |
| 1.490 |
| 6.630% |
| 25.780% |
| 362.180% |
| 22.930% |
| 102.190% |
| 17.286 |
| 1.280% |
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| 28.920% |
| 5.960% |
| .389 |
| 190.810% |
| 64.660% |
| 43.410% |
| 132.050% |
| 19.410 |
| 16.149 |
| 17.286 |
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Note: Business Ratios vary widely among industries due to start-up costs, inventory requirements, staffing, expenses, etc.
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Supporting Data for Charts Above (Average per company matching search criteria)
Dollar Amounts in Thousands
National Level data
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| Sales |
| Gross Margin |
| EBITDA |
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| Total Net Worth & Owner Equity |
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| Ratios (shown in charts above) |
| Quick Ratio |
| Current Ratio |
| Operating Profit Margin |
| Working Capital to Debt |
| Debt to Equity |
| Pretax Return on Assets |
| Pretax Return on Net Worth |
| Sales to Working Capital |
| Inventory to Sales |
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| Additional Ratios |
| Assets to Sales |
| Accounts Receivable to Revenue |
| Cash Flow to Total Debt |
| Current Liabilities to Net Worth |
| Cash Ratio |
| Cash to Current Assets |
| Cash to Working Capital |
| Inventory Turnover |
| Sales to Equity |
| Working Capital Turnover |
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| 2005 |
| $641.000 |
| $485.301 |
| $54.984 |
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| $43.422 |
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| 1.388 |
| 1.495 |
| 6.530% |
| 25.740% |
| 351.810% |
| 22.720% |
| 96.420% |
| 17.298 |
| 1.240% |
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| 28.750% |
| 5.960% |
| .390 |
| 187.150% |
| 65.150% |
| 43.600% |
| 131.750% |
| 19.554 |
| 16.010 |
| 17.298 |
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| 2006 |
| $701.000 |
| $528.023 |
| $61.260 |
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| $43.899 |
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| 1.378 |
| 1.489 |
| 6.650% |
| 24.810% |
| 370.010% |
| 23.360% |
| 106.240% |
| 17.657 |
| 1.280% |
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| 28.470% |
| 5.740% |
| .393 |
| 193.070% |
| 65.100% |
| 43.730% |
| 133.220% |
| 19.209 |
| 16.659 |
| 17.657 |
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| 2007 |
| $731.000 |
| $551.829 |
| $64.055 |
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| $46.123 |
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| 1.375 |
| 1.486 |
| 6.690% |
| 24.840% |
| 366.250% |
| 23.570% |
| 106.050% |
| 17.766 |
| 1.280% |
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| 28.390% |
| 5.740% |
| .397 |
| 192.140% |
| 64.790% |
| 43.600% |
| 133.330% |
| 19.120 |
| 16.588 |
| 17.766 |
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| 2008 |
| $732.000 |
| $552.468 |
| $63.892 |
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| $46.573 |
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| 1.376 |
| 1.485 |
| 6.660% |
| 24.940% |
| 365.160% |
| 23.390% |
| 104.640% |
| 17.729 |
| 1.280% |
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| 28.460% |
| 5.770% |
| .395 |
| 191.980% |
| 64.820% |
| 43.640% |
| 133.540% |
| 19.206 |
| 16.522 |
| 17.729 |
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| 2009 |
| $711.000 |
| $536.499 |
| $62.139 |
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| $45.028 |
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| 1.376 |
| 1.486 |
| 6.670% |
| 24.890% |
| 366.160% |
| 23.440% |
| 105.260% |
| 17.730 |
| 1.280% |
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| 28.440% |
| 5.760% |
| .395 |
| 192.180% |
| 64.850% |
| 43.640% |
| 133.430% |
| 19.182 |
| 16.560 |
| 17.730 |
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Note: Business Ratios vary widely among industries due to start-up costs, inventory requirements, staffing, expenses, etc.
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Advertising
The amount spent on advertising. | Bad Debt
An accounts receivable which is considered uncollectible and is being written off. |
Compensation of Officers
The amount paid to company officers. | Cost of Goods Sold
The direct cost associated with producing or acquiring the goods sold. |
EBITDA
Earnings Before Interest, Taxes, Depreciation, and Amortization. Also known as Operating Cash Flow. | Employee Benefit Program
The amount spent providing benefits to employees. |
Gross Margin
The difference between the sales and the cost of goods sold, also called the Gross Profit. | Interest Expense
Amount paid to service a debt. |
Miscellaneous Expenses
Other unclassified expenses, such as loss carry forwards. | Net Income/Operating Profit
The amount remaining after all operating expenses have been deducted. |
Pensions & Annuity Plans
The amount paid by the company towards pensions and annuity plans for its employees and officers. | Rent
The amount paid for occupancy and use of real estate. |
Repairs
The amount paid to upkeep property in its original, or functional, condition. | Salaries & Wages
The amount paid to employees. |
Sales
The total amount received through selling activities. | Total Receipts
The gross sales less any returns. |
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Accounts Payable
Short-term obligations owed by your business for goods and services. | Accounts Receivable
Amounts owed to your business for goods and services. |
Cash
Monies available to a business at any time. The most liquid of all assets. | Depreciation, Depletion, & Amortization
The amounts allocated during the period to amortize the cost of acquired Long-term Assets. |
Inventories
Unsold goods held by manufacturers, wholesalers and retailers. | Long-Term Debt
Debt due to be paid at a date more than one year in the future. |
Long-Term Investments
Companies use long-term investments to generate income by placing funds into long-term investments such as stocks and bonds. | Net Accounts Receivable
The amount a company is reasonably confident that they can collect from their Accounts Receivable. |
Net Intangible Assets
Non-physical items a business has of value, such as goodwill and trade names. | Other Assets
These include items not otherwise classified as a Current Asset or a Fixed Asset. These could include property held for sale, long-term prepaid expenses or long-term notes receivable. |
Other Current Assets
Non-cash assets due within 1 year such as supplies, prepaid expenses, and deferred income tax recoveries that are not yet in cash but will be within a year. | Other Current Liabilities
A balance sheet entry used by companies to group together current liabilities that are not assigned to common liabilities such as debt obligations or accounts payable. |
Plant, Property, & Equipment
Also referred to as Fixed Assets or Tangible Assets. This includes assets purchased for long-term use by a business such as buildings, land, machines, furniture, tools, etc. | Short-Term Investments
Companies use short-term investments to park their surplus Cash. These investments could include securities bought and held for sale in the near future to generate additional income. |
Short-Term Obligations
Amounts owed by your business to creditors, suppliers, and other vendors. Often these amounts will be due within 90-days. | Total Assets
What a business has of value. This includes: inventory, investments, bank accounts, cars, trucks, property, trademarks, goodwill, etc. |
Total Current Assets
The combination of cash, inventories, receivables, and other current assets considered to be convertible into cash within a year or less. | Total Current Liabilities
Claims to the company's assets that are usually due within one year. These make up several line items, such as accounts payable, notes payable, current maturities, and accrued liabilities. Also called Current Liabilities. |
Total Liabilities
Includes all the current liabilities, long-term debt, and any other miscellaneous liabilities the company may have. | Total Net Worth & Owner Equity
The owner's total investment in a company (purchased or earned), which may never have to be repaid, minus the liabilities that will need to be repaid. |
Total Liabilities & Net Worth
Is the sum of all liability items and the net worth. Also known as Total Assets. |
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Assets to Sales Ratio
This ratio is calculated by taking Total Assets and dividing by Annual Sales. This indicates the entire investment required to bring in sales. Generally, a high number here indicates that assets are being under-utilized. | Accounts Receivable to Revenue Ratio
This ratio is determined by dividing Total Accounts Receivable by Annual Sales. This indicates how much credit the company is extending to its customers as a proportion of total revenue. |
Cash Ratio
This ratio is determined by dividing Cash by Current Liabilities. Also called the Liquidity Ratio, this ratio is used to determine the ability of the company to meet short-term commitments. | Cash Flow to Total Debt Ratio
This ratio is calculated by taking Cash Flow and dividing by Total Debt. This measures how long it will take for a company to pay down its total debt by using its cash flow. A long period may indicate excessive debt and the potential for bankruptcy in an economic downturn. |
Cash to Current Assets Ratio
This ratio is calculated by taking Cash and dividing by Current Assets. This measures how much cash a company holds in proportion to its total assets. This is used to determine the ability of the company to meet immediate commitments. | Cash to Working Capital Ratio
This ratio is determined by dividing Cash by Working Capital. This indicates how much of the company's working capital is in cash, a key metric that indicates how easily a company may meet its short-term commitments. |
Current Ratio
This ratio divides the Current Assets by the Current Liabilities. This ratio is often used by short-term creditors to make sure that their investments are covered by assets which can be converted to cash in the near future. | Current Liabilities to Net Worth Ratio
This ratio is determined by dividing Current Liabilities by Net Worth. This indicates the solvency of a company. Generally, this should not exceed 60%. Higher figures indicate potential future problems meeting its commitments. |
Debt to Equity Ratio
This ratio is calculated by taking Total Liabilities and dividing by Total Equity. A very low ratio means that the company has greater protection to creditors if there is a decline in sales or a shrinkage of total assets. | Inventory to Sales Ratio
Calculated by dividing the Inventory Balance at the end of the year by the Total Sales for that year. The Inventory to Sales Ratio helps you identify whether inventory is growing unnecessarily. |
Inventory Turnover Ratio
This ratio is calculated by dividing Cost of Goods Sold by Inventory. This shows how many times a company's inventory is sold and replaced each year. A high number is desirable. A low number may indicate significant future problems. | Pretax Return on Assets Ratio
Calculated by dividing a company's annual Pretax Earnings by its Total Assets. An indicator of how profitable a company is relative to its total assets. |
Pretax Return on Net Worth Ratio
Determined by dividing Pretax Profits by Total Net Worth. This ratio highlights management's ability to generate a meaningful return on capital invested in the business. | Quick Ratio
Short-term liquidity ratio calculated by dividing Current Assets (cash, marketable securities, etc. but not Inventory) by Current Liabilities. This ratio places more emphasis on those liquid assets that can be quickly converted into cash. |
Sales to Working Capital Ratio
This ratio is calculated by dividing Annual Sales by Total Net Worth. Indicates how many dollars in sales the business makes for every dollar of working capital. | Sales to Equity Ratio
This ratio is determined by taking Annual Sales and dividing by Total Equity. This measures, over time, how much sales volume is produced given the equity investment in the company. An increasing figure over time is desirable, because it shows the company to be increasingly efficient. |
Working Capital to Debt Ratio
This ratio is obtained by dividing Working Capital by Debt. Measures the ability of a company to eliminate its debt using its Working Capital. | Working Capital Turnover Ratio
This ratio is calculated by dividing Annual Sales by Working Capital. This measures how well a company uses its working capital to generate sales. Generally, a high number indicates that the company is generating many sales for every dollar of working capital utilized in the sale process. |
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The information herein is furnished in confidence for your exclusive use for legitimate business purposes and shall not be reproduced. Neither NetBridge Technologies, Inc. and Oxxford Information Technology, Ltd. nor its sources or distributors warrant such information nor shall they be liable for your use or reliance upon it.
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