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Investment Analysis and Recommendation

Investment Analysis and Recommendation

Can the writer complete a one page respond to the below questions and add it to the paper just
before (Calculate the DuPont identity for both companies for the past three years.).

I completely forgot that question when I made the order and remember this is a continuation of #112896
and also #112856. And the writer has to number the tables and at times put them in the appendix when
necessary. Please refer to instructions on using the table on the sample paper as the writer did not follow
those instructions and also the paper is a continues paper meaning all this section goes to be added to
the paper and the reference page has to continue to grow in alphabetical order as we progress. The
writer did not do that so please get that corrected and then add this one page to the paper with the below

mention questions.

  • Competitive Financial Ratio Comparison

In week two, you will begin your analysis of the financial data. Remember to add this content to your
week 1 paper; in other words, I will want to see that week 1�s feedback has been incorporated and I will

see the new week 2 content, too.


  • DuPont Identity

You will want to calculate the DuPont identity for your company and as many competitors as you want.
This area will require a table or an appendix or both. Recommend a table or appendix that includes this



Investment Analysis Paper on Chesapeake Energy Corporation
Chesapeake Energy Corporation is U.S based utility company dealing in natural gas
exploration and production. The company is headquartered in Oklahoma City, OK and employs
approximately 10,800 people (as of December 31, 2013). The company was incorporated in 1947
and has evolved to be a leader in the energy sector worldwide with over $7.4 billion in total
assets (as of December 31, 2014).

Board of Directors

The board of directors is very important to the organization since they determine the
direction to be taken by the business. In Chesapeake Energy Corporation, the board of directors
is composed of a ten member team; nine of the ten are independent members. Each of the nine
sits in a charter committee namely; audit committee, compensation committee, nominating

committee and finance committee. The Chair to the Board is a member of nominating committee
and finance committee.
Monitoring Potential of the Firm’s Board of Director
The strategic monitoring potential of the board is derived from the fact that 90% of the
members have complete autonomy and sits on committees (MarketLine, 2014). The charter is
also governed by constituency statutes that permit them to make decisions in favor of the
company rather than the shareholders’ interests (Brian et al, 2013).
Strengths and Weaknesses of Board Structure
Intense market competition and structuring of the board might either erode or increase the
company’s market share. This board strength and weaknesses include (See Table 1):
Ethical Concerns
The company lacks appropriate responsiveness to the shareholders concerns. This is
because the directors have full autonomy over decision making. Despite the fact that their
position is backed up by the constituency statutes, it amounts to lack of transparency in the
overall organization (Bundy & Ann, 2013).


Competitive Financial Ratio
Proper financial management is based on building upon the business strength while at the
same time striving to overcome the company challenges. Financial analysis is imperative in
determining the profitability of the business. Financial ratios are based on the notion that trends
and patterns always occur while doing business that can be quantified, interpreted and used by

the management for decision making process (Brooks & Mukherjee, 2013). However, this
section discusses competitive financial ratios as well as DuPont identity in order to help
determine the part of the business that is performing and the part that is underperforming.
By using Chesapeake Energy Corporation, we can calculate the company Return on
Investment (ROE). This value can help us to determine the organization competitive position by
comparing the value with the ROE of Anadarko Petroleum Corporation. That is one of the
company’s competitors.
ROE Calculations
ROE For CEC in 2012(See table 2)
=724, 000/15,995,000
=0. 0453
ROE for CEC in 2013 (See table 2)
=0. 0481

ROE= Net income/ Shareholders equity
ROE for CEC in 2014(See Table 2)

= $1,917,000/$16,903,000

ROE for APC in 2014 is (See Table 3)
= (1,750,000)/19,725,000
= -0.0887

When we compare the two figures above, it is quite evident that Chesapeake Energy
corporation (CEC) has a competitive advantage as compared to Anadarko Petroleum Corporation
whose ROE is a negative value. Therefore, this implies that CEC management can to create
value for the shareholders (Berk et al., 2013).
DuPont Analysis for the companies for the past three years
Return on Investment (ROE) is the is one of the most important company analysis tools that is
used to measure how well a company manages and creates value to their shareholders. However, the
values on the ROE can sometimes be misleading in terms of real value and risks associated with a
particular investment. The numbers in the ROE can easily be misleading to financial analysis if the
individual components of the ROE have not been broken down to their individual components. In this
regard, DuPont can bridge the gap created by the ROE and provide a reliable measure of how the
company creates value for its shareholders(Mitchell, Mitchell, &Cai, 2013).DuPont is the financial
analysis tool that enables the breakdown of the ROE into its various individual components such as
financial leverage, asset turnover, and profit margin (Haskins, 2013). The following is the financial
calculation of DuPont of Chesapeake Energy Corporation, together with their competitor, Anadarko
Petroleum Corporation (APC)(Cheasapeake Corp, 2015).
DuPont analysis is used to break down ROE in order to get a more detailed understanding
of the ROE and where the information is obtained from (Gitman & Zutter, 2014). In our case we
will calculate the DuPont analysis for Chesapeake Energy Corporation for the last three years in
order to understand the trend in the RO

In the year 2012;
The DuPont for Chesapeake Energy Corporation is given by (See Table 2)
Net Profit x Asset Turnover x Leverage Factor
(769,000/12,316,000) x (12,316,000/41,611,000) x (41,611,000/12,316,000)
= 0.0624 x 0.256 x 3.379 =0.054
The DuPont for Anadarko Petroleum Corporation (APC) is given by (See table 3)
(2,391,000/13,411,000) x (13,411,000/52,589,000) x (52,589,000/20,629,000) =
=0.1783 x 0.255 x 2.541 = 0.116
In the year 2013;
The DuPont for Chesapeake Energy Corporation is given by (See Table 2)
(724,000/17,506,000) x (17,506,000 / 41,782,000) x (41,782,000/15,995,000) =
0.041 x 0.419 x 2.612 = 0.045
The DuPont for Anadarko Petroleum Corporation (APC) is given by (See table 3)
(801,000/14,581,000) x (14,581,000/55,781,000) x (55,781,000/21,857,000) =
0.055 x 0.21 x 2.55 = 0.029
In the year 2014;
The DuPont for Chesapeake Energy Corporation is given by (See Table 2)
(1,917,000/20,951,000) x (20,951,000/40,751,000) x (40,751,000/16,903,000) =
0.091 x 0.514 x 2.411 = 0.113
The DuPont for Anadarko Petroleum Corporation (APC) is given by (See Table 3)

(1,750,000/18,470,000) x (18,470,000/61,689,000) x (61,689,000/19,725,000) =
0.095 x 0.299 x 3.127 = 0.089
Differences and trend that emerge
In the year 2012, the operating efficiency of APC (0.18) was higher than that of CEC (0.06) as
can be seen in their profit margins. In the same year, it can be deduced that the asset use efficiency of
between the two companies are almost the same since they stood at 0.255 for APC and 0.256 for CEC.
On the other hand, the financial leverage for CEC was higher (3.4) than the financial leverage for APC
In the year 2013, the operating efficiency of APC (0.05) was still higher than that of CEC (0.04).
In the same year, the asset use efficiency of CEC was higher than the asset use efficiency of APC.
Similarly, CEC had a higher financial leverage in the year 2013 than APC. Overall, it can be deduced that
CEC performed better than APC in the year 2013.
In the year 2014, the operating efficiency of APC (0.095) was higher than that of CEC (0.091).
However, the asset use efficiency of CEC stood higher (0.5) than that of APC (0.3). On the other hand,
APC had a higher financial leverage (3.1) than CEC (2.4) as can be deduced from the financial
calculations. The higher the financial leverage, the better a company is placed to provide good value for
its shareholders (Brian, Sandra, & Jennifer, 2013).



  1. Table 1

Strengths Weaknesses
Mainstream on vertical integration
Strong market position based on personnel

High debt resulting from heavy borrowing

Opportunities Threats
Increasing demand for natural gas in the
world and key employees

Increasing competition
Legal compliance and changing gas prices


  1. Table 2:Chesapeake Energy Corporation (CEC) Financials for the past three years

2014 2013 2012
Total Assets $40,751,000 41,782,000 41,611,000
Shareholders’ Equity $16,903,000  15,995,000  15,569,000
Revenue $20,951,000 17,506,000 12,316,000
Net Income $1,917,000  724,000 769,000

  1. Table 3:Anadarko Petroleum Corporation (APC) Financials for the past three years
    2014 2013 2012
    Total Assets 61,689,000 55,781,000 52,589,000
    Shareholders’ Equity 19,725,000 21,857,000 20,629,000
    Revenue 18,470,000 14,581,000 13,411,000
    Net Income (1,750,000) 801,000 2,391,000



Brian, J. H, Sandra, M. T. & Jennifer, C. H. (2013). Benefit corporation concerns for
Financial Service Professionals.Journal of Financial Service Professionals.74-82.
Bundy, J & Ann, K. B. (2013). Strategic Cognition and Issue Salience: Toward an Explanation

of Firm Responsiveness to Stakeholder Concerns. Academy of
Management Review. 38 (3) 352-376.

Chesapeake Corp. (2015). Company Profile: Chesapeake Energy Corporation. MarketLine
Brian, J. H, Sandra, M. T. & Jennifer, C. H. (2013). Benefit corporation concerns for
Cheasapeake Corp. (2015). Company Profile: Chesapeake Energy Corporation. MarketLine
Financial Service Professionals.Journal of Financial Service Professionals.74-82.

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