Series 86 — Research Analyst Qualification Examination (Part I) Quick Review
Quick Review for FINRA Series 86 — Research Analyst Qualification Examination (Part I): valuation, financial analysis, modeling, economics, and common traps.
Quick Review: How to Use This Page
This independent quick review is for candidates preparing for FINRA’s Series 86 — Research Analyst Qualification Examination (Part I), exam code Series 86. It is designed for fast review before you move into topic drills, mock exams, and detailed explanations.
Use it in three passes:
- Concept pass: confirm you know what each valuation, accounting, and quantitative tool is used for.
- Trap pass: focus on sign errors, numerator/denominator mismatches, timing errors, and accounting adjustments.
- Practice pass: use independent companion practice with original practice questions, a question bank, topic drills, and detailed explanations to convert recognition into exam-speed application.
This page is independent review support. FINRA’s current materials and instructions control the actual exam experience.
High-Yield Series 86 Skill Map
Series 86 Part I rewards candidates who can connect company data, market data, accounting choices, valuation methods, and economic context.
| Skill area | What you need to do quickly | Common exam-style decision point |
|---|---|---|
| Financial statement analysis | Interpret income statement, balance sheet, and cash flow changes | Is earnings growth supported by cash flow and working capital? |
| Ratio analysis | Calculate and compare profitability, liquidity, leverage, efficiency, and valuation ratios | Is the ratio improving for a real operating reason or an accounting reason? |
| Forecasting | Project revenue, margins, capex, working capital, taxes, and cash flow | Which assumption drives valuation most? |
| DCF valuation | Estimate free cash flow, discount rate, terminal value, and equity value | Are you using FCFF with WACC or FCFE with cost of equity? |
| Relative valuation | Select and interpret P/E, EV/EBITDA, EV/Sales, P/B, PEG, and other multiples | Are numerator and denominator consistent? |
| Economics and industry analysis | Apply business cycle, rates, inflation, currency, competition, and sector drivers | Which factor benefits or pressures the company? |
| Quantitative tools | Use expected return, risk, regression, beta, correlation, NPV, and IRR | Does the statistic prove causation, or only association? |
| Earnings quality | Distinguish recurring performance from accounting noise or one-time items | Is adjusted EBITDA hiding cash costs or recurring charges? |
Core Valuation Workflow
flowchart TD
A[Understand business and industry] --> B[Normalize historical financials]
B --> C[Forecast operating drivers]
C --> D[Estimate free cash flow]
D --> E[Choose discount rate]
E --> F[Calculate explicit-period value]
F --> G[Estimate terminal value]
G --> H[Derive enterprise value]
H --> I[Adjust to equity value]
I --> J[Divide by diluted shares]
J --> K[Compare to market price and risks]
The highest-yield valuation mistake is not the math itself; it is mixing valuation frameworks. For example, using FCFF but discounting at the cost of equity, or using an equity multiple with an enterprise value numerator.
Financial Statement Analysis Essentials
Three-Statement Review
| Statement | What it measures | High-yield items | Common trap |
|---|---|---|---|
| Income statement | Profitability over a period | Revenue, gross profit, operating income, interest, taxes, net income, EPS | Net income is not cash flow |
| Balance sheet | Financial position at a point in time | Cash, receivables, inventory, PP&E, debt, equity, goodwill, working capital | Book value may differ greatly from market value |
| Cash flow statement | Sources and uses of cash | CFO, CFI, CFF, capex, debt issuance/repayment, dividends, buybacks | Positive earnings with weak CFO can signal poor earnings quality |
Accrual vs. Cash Review
| Event | Income statement effect | Cash flow effect | Interpretation |
|---|---|---|---|
| Sale on credit | Revenue and profit may rise | A/R increases; CFO may lag | Watch collection quality |
| Inventory build | No immediate expense until sold | Cash used in inventory | Can signal expected growth or demand weakness |
| Depreciation | Reduces operating income | Added back in CFO | Noncash expense but reflects capital intensity |
| Accounts payable increase | No direct revenue effect | Source of cash in CFO | May improve cash flow temporarily |
| Deferred revenue increase | Cash received before revenue | CFO improves before revenue recognition | Often important for subscription/prepaid models |
| Capitalized cost | Expense delayed | Cash outflow may be in investing | Can inflate current earnings |
Working Capital Sign Rules
For cash flow from operations using the indirect method:
| Change | CFO effect | Reason |
|---|---|---|
| Accounts receivable increases | Decrease CFO | Sales not yet collected |
| Inventory increases | Decrease CFO | Cash tied up in goods |
| Prepaid expenses increase | Decrease CFO | Cash paid before expense recognition |
| Accounts payable increases | Increase CFO | Expenses not yet paid |
| Accrued liabilities increase | Increase CFO | Costs recognized before payment |
| Deferred revenue increases | Increase CFO | Cash received before revenue recognition |
Candidate trap: “current asset up” usually uses cash; “current liability up” usually provides cash.
Ratio Dashboard
Profitability Ratios
| Ratio | Formula | Use | Trap |
|---|---|---|---|
| Gross margin | Gross profit / Revenue | Pricing power, input cost pressure | Industry comparisons matter |
| Operating margin | Operating income / Revenue | Core operating profitability | May be distorted by one-time operating items |
| Net margin | Net income / Revenue | Bottom-line profitability | Affected by interest, tax, and nonoperating items |
| ROA | Net income / Average assets | Asset productivity | Penalizes asset-heavy models |
| ROE | Net income / Average equity | Return to shareholders | Can rise from leverage, not better operations |
| ROIC | NOPAT / Invested capital | Return on operating capital | Requires careful definition of invested capital |
Liquidity, Leverage, and Coverage
| Ratio | Formula | What it tells you | Common trap |
|---|---|---|---|
| Current ratio | Current assets / Current liabilities | Short-term liquidity | High inventory may not be liquid |
| Quick ratio | Cash + marketable securities + A/R / Current liabilities | More conservative liquidity | Excludes inventory |
| Debt-to-equity | Total debt / Total equity | Financial leverage | Book equity may be very different from market equity |
| Debt-to-EBITDA | Debt / EBITDA | Leverage relative to earnings proxy | EBITDA is not cash available for debt service |
| Interest coverage | EBIT / Interest expense | Ability to pay interest from operating profit | Use EBIT, not EBITDA, if depreciation is economically significant |
| Fixed charge coverage | Earnings measure / fixed charges | Broader coverage | Definitions vary; read the stem |
Efficiency Ratios
| Ratio | Formula | Interpretation |
|---|---|---|
| Asset turnover | Revenue / Average assets | Revenue generated per asset dollar |
| Inventory turnover | COGS / Average inventory | Speed of inventory conversion |
| Days inventory outstanding | 365 / Inventory turnover | Days inventory is held |
| Receivables turnover | Revenue / Average receivables | Collection efficiency |
| Days sales outstanding | 365 / Receivables turnover | Days to collect sales |
| Payables turnover | COGS or purchases / Average payables | Supplier payment speed |
| Days payable outstanding | 365 / Payables turnover | Days company takes to pay suppliers |
DuPont Analysis
DuPont breaks ROE into operating performance, asset efficiency, and leverage.
\[ \text{ROE} = \frac{\text{Net Income}}{\text{Revenue}} \times \frac{\text{Revenue}}{\text{Average Assets}} \times \frac{\text{Average Assets}}{\text{Average Equity}} \]Interpretation:
- ROE rises because margin improves: potentially higher pricing power or cost control.
- ROE rises because asset turnover improves: more efficient use of assets.
- ROE rises because leverage increases: higher risk; not necessarily better operating performance.
- ROE falls despite higher net income: equity base or asset base may have grown faster than earnings.
Free Cash Flow Review
FCFF vs. FCFE
| Concept | Belongs to | Discount rate | Starting point | Best use |
|---|---|---|---|---|
| FCFF | All capital providers | WACC | EBIT after tax | Enterprise value |
| FCFE | Common equity holders | Cost of equity | CFO or net income | Equity value |
| Dividends | Equity holders receiving dividends | Cost of equity | Expected dividends | Mature dividend-paying companies |
FCFF formula:
\[ \text{FCFF} = \text{EBIT}(1 - T) + \text{D\&A} - \text{Capex} - \Delta \text{NWC} \]FCFE formula:
\[ \text{FCFE} = \text{CFO} - \text{Capex} + \text{Net Borrowing} \]High-yield cash flow traps:
- Depreciation is added back because it reduced accounting earnings but did not use current-period cash.
- Capex is subtracted because it is a cash investment, even though it may not immediately hit the income statement.
- An increase in net working capital is subtracted because it ties up cash.
- Interest treatment matters: FCFF is before payments to debt holders; FCFE is after debt-related effects.
- EBITDA is not free cash flow: it ignores capex, taxes, working capital, and often cash interest.
Earnings Quality Checklist
| Signal | Better-quality interpretation | Warning interpretation |
|---|---|---|
| Net income and CFO both rising | Earnings backed by cash | Stronger confirmation of performance |
| Net income rising, CFO falling | Possible timing issue | Receivables, inventory, or aggressive recognition concern |
| Repeated “one-time” charges | Maybe restructuring phase | Could be recurring economics disguised as nonrecurring |
| High EBITDA, weak FCF | Growth investment or working capital build | EBITDA may overstate economic cash generation |
| Margin expansion | Pricing power, scale, cost control | Underinvestment, capitalization of costs, temporary cuts |
| Large goodwill/intangibles | Acquisition strategy | Potential impairment risk if performance weakens |
Forecasting and Modeling Decision Rules
Revenue Forecasting
| Driver | Best for | Watch for |
|---|---|---|
| Price × volume | Products, commodities, retailers | Mix shift and elasticity |
| Units × average selling price | Manufacturers, hardware, autos | Cyclicality and capacity |
| Customers × revenue per customer | Subscription and service models | Churn, upsell, retention |
| Same-store sales + new units | Retail, restaurants | Store maturity and cannibalization |
| Market size × market share | Emerging or competitive industries | Overoptimistic share gains |
Cost and Margin Forecasting
| Line item | Common approach | Trap |
|---|---|---|
| COGS | Percent of revenue or unit cost | Failing to reflect input inflation |
| SG&A | Fixed/variable mix or percent of revenue | Assuming unlimited operating leverage |
| R&D | Percent of revenue or strategic need | Cutting R&D may boost near-term margin but hurt growth |
| D&A | Linked to PP&E and capex | Do not simply grow it with revenue if asset base changes |
| Interest expense | Linked to debt schedule and rates | Circularity if debt depends on cash flow |
| Taxes | Effective tax rate or statutory-like normalized rate | Apply to pretax income, not revenue |
Balance Sheet Forecasting
| Item | Typical driver | Exam cue |
|---|---|---|
| A/R | Days sales outstanding | Higher DSO means slower collections |
| Inventory | Days inventory outstanding | Higher DIO means more cash tied up |
| A/P | Days payable outstanding | Higher DPO helps near-term cash flow |
| PP&E | Beginning PP&E + capex - depreciation | Capex assumptions affect both cash flow and depreciation |
| Debt | Financing needs, repayments, issuance | Debt changes interest expense and equity value |
| Cash | Revolver/debt plug or excess cash | Distinguish operating cash from excess cash |
DCF Valuation: Exam-Speed Framework
DCF Steps
- Normalize historical financials.
- Forecast revenue, margins, taxes, working capital, and capex.
- Calculate FCFF or FCFE consistently.
- Select the correct discount rate.
- Discount explicit forecast-period cash flows.
- Estimate terminal value.
- Convert enterprise value to equity value if using FCFF.
- Divide by diluted shares.
- Compare implied value to current market price.
- Stress-test key assumptions.
Terminal Value
Gordon growth terminal value:
\[ \text{Terminal Value}_n = \frac{\text{FCF}_{n+1}}{r - g} \]Key traps:
- \(g\) must be less than \(r\).
- Use next-period cash flow, not current-period cash flow.
- Terminal value is calculated at the end of the explicit forecast period, then discounted back.
- Terminal value often drives a large portion of DCF value; small changes in \(g\) or \(r\) can have large effects.
Enterprise Value to Equity Value
\[ \text{Equity Value} = \text{Enterprise Value} - \text{Debt} - \text{Preferred Stock} - \text{Minority Interest} + \text{Cash and Nonoperating Assets} \]Then:
\[ \text{Equity Value per Share} = \frac{\text{Equity Value}}{\text{Diluted Shares Outstanding}} \]Common candidate mistake: stopping at enterprise value when the question asks for equity value per share.
Discount Rates and Required Return
CAPM
\[ r_e = R_f + \beta(\text{Market Risk Premium}) \]Interpretation:
- Risk-free rate: should match currency and horizon of cash flows.
- Beta: measures sensitivity to market returns, not total business risk.
- Market risk premium: compensation for bearing equity market risk.
- Higher beta: higher required return and lower present value, all else equal.
WACC
\[ \text{WACC} = \frac{E}{D+E}r_e + \frac{D}{D+E}r_d(1-T) \]Decision rules:
| Issue | Correct treatment |
|---|---|
| FCFF valuation | Discount at WACC |
| FCFE valuation | Discount at cost of equity |
| Debt cost | Use after-tax cost of debt in WACC |
| Equity cost | Do not tax-effect cost of equity |
| Capital weights | Prefer market-value or target weights when provided |
| Preferred stock | Include separately if material and information is provided |
| Country/currency risk | Match discount rate assumptions to cash flow assumptions |
Beta Adjustments
When comparing firms with different leverage, analysts may unlever and relever beta.
| Beta type | Meaning |
|---|---|
| Levered beta | Equity beta reflecting business risk plus financial leverage |
| Unlevered beta | Asset beta reflecting business risk without capital structure effect |
| Relevered beta | Beta adjusted to target capital structure |
Trap: higher debt generally increases equity risk, which can increase levered beta and cost of equity.
Relative Valuation Multiples
Common Multiples
| Multiple | Numerator | Denominator | Best suited for | Trap |
|---|---|---|---|---|
| P/E | Equity value per share or market cap | EPS or net income | Profitable companies | Affected by capital structure and nonrecurring items |
| PEG | P/E | Earnings growth rate | Growth comparisons | Growth estimate quality matters |
| EV/EBITDA | Enterprise value | EBITDA | Operating comparisons across capital structures | Ignores capex and working capital |
| EV/EBIT | Enterprise value | EBIT | Operating comparisons including D&A | D&A policy can distort |
| EV/Sales | Enterprise value | Revenue | Early-stage or low-margin firms | Does not capture profitability |
| P/B | Equity value | Book equity | Banks, insurers, asset-heavy firms | Book value may be stale |
| Dividend yield | Dividend per share | Price per share | Income-oriented mature firms | High yield may signal distress |
Numerator/Denominator Matching
| If denominator is… | Use numerator… |
|---|---|
| Revenue | Enterprise value |
| EBITDA | Enterprise value |
| EBIT | Enterprise value |
| Net income | Equity value |
| EPS | Share price |
| Book equity | Equity value |
| Dividends per share | Share price |
High-yield rule: cash flows available to all capital providers pair with enterprise value; cash flows available only to common shareholders pair with equity value.
Interpreting Multiple Differences
A higher multiple may be justified by:
- Higher expected growth
- Higher margins
- Better return on invested capital
- Lower business risk
- More predictable cash flow
- Stronger competitive position
- Lower capital intensity
- Better corporate governance or management execution
A lower multiple may reflect:
- Cyclicality
- High leverage
- Declining margins
- Customer concentration
- Regulatory or litigation risk
- Weak cash conversion
- Poor earnings quality
Dividend Discount Models
The Gordon growth model:
\[ P_0 = \frac{D_1}{r-g} \]Use it when dividends are stable, meaningful, and tied to long-term earnings capacity.
| Input | Meaning | Trap |
|---|---|---|
| D1 | Next expected dividend | Do not use D0 unless the formula asks for current dividend growth adjustment |
| r | Required return on equity | Must be greater than growth rate |
| g | Long-term dividend growth | Should be sustainable |
Sustainable growth concept:
| Driver | Effect on growth |
|---|---|
| Higher ROE | Supports higher sustainable growth |
| Higher retention ratio | More earnings reinvested |
| Higher payout ratio | Less reinvestment, usually lower internal growth |
| Poor reinvestment returns | Retention may destroy value |
Sum-of-the-Parts and Asset-Based Valuation
| Method | Use when | Key issue |
|---|---|---|
| Sum-of-the-parts | Company has distinct segments with different economics | Apply appropriate multiples or DCF assumptions to each segment |
| Net asset value | Asset values drive economics | Estimate fair value of assets and liabilities |
| Liquidation value | Distressed or breakup scenario | Order of claims matters |
| Replacement cost | Assets are difficult to replicate | May not capture franchise value |
| Comparable transactions | Control or acquisition context | Transaction multiples may include control premium and synergies |
Trap: do not apply one peer multiple to a conglomerate if segments have very different growth, margins, and risk.
EPS, Dilution, and Capital Structure
Basic EPS:
\[ \text{Basic EPS} = \frac{\text{Net Income} - \text{Preferred Dividends}}{\text{Weighted Average Common Shares}} \]Diluted EPS includes potentially dilutive securities when they reduce EPS.
| Security | Dilution concept | Trap |
|---|---|---|
| Options/warrants | Treasury stock method concept | Only in-the-money instruments are potentially dilutive |
| Convertible debt | If-converted concept | Add back after-tax interest if assuming conversion |
| Convertible preferred | If-converted concept | Add back preferred dividends if assuming conversion |
| Antidilutive securities | Excluded from diluted EPS | Do not include if they increase EPS |
Capital structure effects:
| Action | EPS effect | Value interpretation |
|---|---|---|
| Debt-financed buyback | Share count falls, interest rises | EPS may rise even if risk rises |
| Equity issuance | Share count rises | Dilution may be offset if capital earns high returns |
| Dividend increase | Cash returned to shareholders | May signal confidence or limited reinvestment opportunities |
| Stock split | Shares rise, price per share adjusts | No direct change in company value |
| Preferred issuance | Adds fixed claim ahead of common | Preferred dividends reduce common EPS numerator |
Economics and Industry Analysis
Macro Variables
| Variable | Typical equity impact | Sector sensitivity |
|---|---|---|
| Interest rates rising | Higher discount rates, pressure on long-duration assets | Growth stocks, housing, utilities, banks |
| Inflation rising | Higher nominal revenue but margin pressure if costs cannot be passed through | Consumer, industrials, commodities |
| Currency strengthening | Hurts translated foreign revenue for domestic exporters | Multinationals |
| Currency weakening | Can help exporters but raise import costs | Manufacturers, retailers |
| GDP growth slowing | Lower demand and earnings expectations | Cyclicals, industrials, discretionary |
| Commodity prices rising | Benefit producers, pressure users | Energy, materials, airlines, chemicals |
Business Cycle Review
| Phase | Typical characteristics | Equity research focus |
|---|---|---|
| Expansion | Rising demand, improving earnings | Operating leverage and growth sustainability |
| Peak | Capacity pressure, inflation risk | Margin sustainability and valuation risk |
| Contraction | Falling demand, earnings pressure | Balance sheet strength and downside cases |
| Trough | Weak current earnings, improving expectations possible | Recovery potential and normalized earnings |
Industry Structure
Porter-style competitive forces are useful for research analysis:
| Force | Question to ask | Valuation effect |
|---|---|---|
| Rivalry | Are competitors aggressive on price? | High rivalry pressures margins |
| Threat of entrants | Are barriers to entry strong? | Strong barriers support returns |
| Supplier power | Can suppliers raise input costs? | High supplier power compresses margin |
| Buyer power | Can customers demand lower prices? | High buyer power reduces pricing power |
| Substitutes | Can customers switch to alternatives? | Substitutes limit growth and margins |
Sector-Specific Valuation Cues
| Sector/company type | Metrics often emphasized | Why |
|---|---|---|
| Banks | P/B, P/E, ROE, net interest margin, credit quality | Debt is part of operations, making EV multiples less useful |
| Insurance | Book value, combined ratio, investment income | Underwriting and investment performance both matter |
| REITs | FFO, AFFO, NAV, dividend yield | Depreciation can distort net income |
| Energy E&P | Reserves, production, commodity price sensitivity, NAV | Asset base and commodity assumptions drive value |
| Utilities | Dividend yield, regulated returns, rate base | Stable cash flows but interest-rate sensitivity |
| Technology/SaaS | Revenue growth, retention, margins, cash burn | Growth and scalability may matter before mature earnings |
| Consumer retail | Same-store sales, gross margin, inventory turns | Demand, pricing, and inventory discipline drive results |
| Industrials | Orders, backlog, margins, capacity utilization | Cyclicality and operating leverage are important |
Do not memorize sector metrics mechanically. Ask: What economic driver creates value in this business?
Quantitative and Statistical Review
Time Value and Capital Budgeting
NPV:
\[ \text{NPV} = \sum_{t=1}^{n}\frac{CF_t}{(1+r)^t} - C_0 \]IRR is the discount rate that makes NPV equal zero.
| Tool | Decision rule | Trap |
|---|---|---|
| NPV | Accept positive NPV projects | NPV depends on correct discount rate |
| IRR | Higher IRR is generally better | Multiple IRRs can occur with unusual cash flow patterns |
| Payback period | Shorter payback reduces liquidity risk | Ignores cash flows after payback and time value unless discounted |
| Profitability index | PV of future cash flows / initial investment | Useful under capital rationing |
Risk and Return
| Concept | Meaning | Trap |
|---|---|---|
| Expected return | Probability-weighted average return | Expected does not mean guaranteed |
| Variance | Average squared deviation from mean | In squared units |
| Standard deviation | Volatility around mean | Measures total risk |
| Covariance | Directional co-movement | Scale can be hard to interpret |
| Correlation | Standardized co-movement from -1 to +1 | Correlation is not causation |
| Beta | Sensitivity to market return | Measures systematic risk, not total risk |
| Alpha | Return unexplained by benchmark exposure | Depends on model and benchmark |
Regression Interpretation
| Output | Meaning | Common mistake |
|---|---|---|
| Intercept | Expected dependent variable when independent variable is zero | May have limited economic meaning |
| Slope coefficient | Change in dependent variable per unit change in independent variable | Confusing sign and magnitude |
| R-squared | Percent of variation explained by the model | High R-squared does not prove causation |
| Standard error | Estimate uncertainty | Smaller generally means more precise |
| t-statistic | Coefficient relative to its standard error | Statistical significance is not economic importance |
| p-value | Probability of observing result if null is true | Low p-value does not guarantee practical relevance |
Arithmetic vs. Geometric Return
| Return type | Use |
|---|---|
| Arithmetic average | Single-period expected return estimate |
| Geometric average | Multi-period compounded historical return |
| Money-weighted return | Investor-specific cash flow timing |
| Time-weighted return | Manager performance excluding external cash flow timing |
Trap: if the question asks for compounded performance, geometric return is usually more relevant than arithmetic average.
Accounting and Valuation Traps Candidates Miss
Inventory
| Method effect in rising prices | COGS | Ending inventory | Net income |
|---|---|---|---|
| FIFO | Lower | Higher | Higher |
| LIFO | Higher | Lower | Lower |
Trap: inventory method affects margins, taxes, working capital, and comparability.
Depreciation
| Method | Early-period expense | Later-period expense |
|---|---|---|
| Straight-line | Lower than accelerated | Higher than accelerated |
| Accelerated | Higher | Lower |
Trap: accelerated depreciation lowers early accounting income but may not change total cash economics except through taxes.
Leases and Debt-Like Obligations
For analysis, long-term contractual obligations can behave like debt. Watch for:
- Leverage that is not obvious from simple debt balances
- Fixed payments that affect coverage
- Comparability issues between companies with different lease intensity
Goodwill and Impairment
| Item | Key point |
|---|---|
| Goodwill | Arises in acquisitions when purchase price exceeds identifiable net assets |
| Impairment | Noncash charge but may indicate overpayment or weaker future economics |
| Tangible book value | Excludes intangible assets and goodwill |
Trap: a noncash impairment does not directly reduce current cash flow, but it may reveal that prior investment assumptions were too optimistic.
Analyst Judgment: What the Question Is Really Testing
| If the stem asks… | Focus on… |
|---|---|
| “Most likely impact on valuation” | Cash flow, risk, growth, or discount rate |
| “All else equal” | Isolate one variable and ignore secondary effects |
| “Quality of earnings” | Cash conversion, recurring items, working capital, accounting choices |
| “Appropriate multiple” | Match business model, capital structure, and denominator |
| “Enterprise value” | Debt, cash, preferred, minority interest, operating assets |
| “Equity value per share” | Equity value and diluted shares |
| “Required return” | Risk-free rate, beta, risk premium, capital structure |
| “Sensitivity” | Which input has largest valuation effect |
| “Cyclical company” | Normalized earnings and cycle position |
| “Distressed company” | Liquidity, debt maturity, claims priority, downside value |
Formula Quick Sheet
| Concept | Formula |
|---|---|
| Gross margin | Gross profit / Revenue |
| Operating margin | EBIT / Revenue |
| Net margin | Net income / Revenue |
| ROE | Net income / Average equity |
| ROA | Net income / Average assets |
| Asset turnover | Revenue / Average assets |
| Current ratio | Current assets / Current liabilities |
| Quick ratio | Cash + marketable securities + A/R / Current liabilities |
| Debt-to-equity | Total debt / Total equity |
| Interest coverage | EBIT / Interest expense |
| Basic EPS | Net income minus preferred dividends / weighted average common shares |
| FCFF | EBIT(1 - tax rate) + D&A - capex - change in NWC |
| FCFE | CFO - capex + net borrowing |
| Enterprise value | Equity value + debt + preferred + minority interest - cash |
| Equity value | Enterprise value - debt - preferred - minority interest + cash and nonoperating assets |
| P/E | Price per share / EPS |
| EV/EBITDA | Enterprise value / EBITDA |
| CAPM | Risk-free rate + beta × market risk premium |
| WACC | Weighted cost of equity and after-tax debt |
| Gordon growth | D1 / (r - g) |
| NPV | PV of future cash flows minus initial investment |
Fast Decision Tables
Which Valuation Method?
| Situation | Prefer | Reason |
|---|---|---|
| Mature company with stable cash flow | DCF and multiples | Cash flow visibility |
| Dividend-paying stable company | Dividend discount model | Dividends represent shareholder cash flow |
| Early-stage company with negative earnings | EV/Sales, DCF scenarios | Earnings multiples may be meaningless |
| Bank or insurer | P/B, P/E, ROE-based analysis | Debt is operating input |
| Conglomerate | Sum-of-the-parts | Segments have different economics |
| Distressed company | Liquidation, recovery, scenario analysis | Downside and claims priority matter |
| Asset-heavy natural resource company | NAV and commodity sensitivity | Asset values drive economics |
Which Discount Rate?
| Cash flow | Discount rate |
|---|---|
| FCFF | WACC |
| FCFE | Cost of equity |
| Dividends | Cost of equity |
| Nominal cash flows | Nominal discount rate |
| Real cash flows | Real discount rate |
| Domestic currency cash flows | Domestic currency discount rate |
| Foreign currency cash flows | Matching foreign currency discount rate |
What Raises Valuation?
| Change | Direct effect |
|---|---|
| Higher expected FCF | Raises value |
| Higher long-term growth, if sustainable | Raises value |
| Lower discount rate | Raises value |
| Lower working capital needs | Raises value |
| Lower capex intensity | Raises value |
| Higher debt | May increase equity risk; affects equity value after EV |
| Higher share count | Lowers per-share value |
Common Wrong-Answer Patterns
| Mistake | Why it is wrong | Fix |
|---|---|---|
| Using D0 in Gordon model | Model requires next dividend D1 | Grow D0 by one period if needed |
| Pairing FCFF with cost of equity | FCFF belongs to all capital providers | Use WACC |
| Pairing net income with enterprise value | Net income belongs to equity holders | Use P/E or equity value |
| Ignoring cash in EV bridge | Cash reduces enterprise value or increases equity value bridge | Apply full EV-to-equity adjustment |
| Treating EBITDA as cash flow | EBITDA ignores capex, taxes, working capital, interest | Use FCF when valuation requires cash |
| Assuming higher ROE is always better | Leverage can raise ROE and risk | Decompose with DuPont |
| Treating noncash charges as irrelevant | Noncash today may indicate future economic weakness | Distinguish cash flow from signal value |
| Forgetting diluted shares | Per-share valuation may be overstated | Use diluted shares when appropriate |
| Comparing unadjusted peers | Accounting, leverage, and one-time items distort multiples | Normalize before comparison |
| Confusing correlation with causation | Statistical relationship may be coincidental | Look for economic rationale |
Mini Review: Reading a Research Problem Stem
When a Series 86 question gives a company scenario, read in this order:
- Company type: bank, industrial, technology, retailer, commodity producer, REIT, utility, etc.
- Metric requested: EPS, FCFF, enterprise value, equity value, ROE, WACC, multiple, NPV.
- Time period: trailing, current, forward, terminal, annualized, quarterly.
- Basis: pre-tax vs. after-tax, nominal vs. real, book vs. market, basic vs. diluted.
- Capital claim: enterprise-wide or common equity only.
- Adjustment clues: excess cash, debt, preferred, minority interest, one-time charges, working capital.
- Question wording: “increase,” “decrease,” “most likely,” “least likely,” or “all else equal.”
Practice Plan for Final Review
Use this Quick Review as a checklist, then move into independent companion practice.
| If you are missing… | Practice focus |
|---|---|
| Formula questions | Short topic drills on ratios, FCFF, WACC, CAPM, DDM, EPS |
| Valuation judgment questions | Mixed DCF and multiple-selection questions with detailed explanations |
| Accounting interpretation | Three-statement drills and earnings-quality scenarios |
| Economics questions | Macro-to-sector impact drills |
| Quant questions | Regression, beta, risk/return, NPV, and IRR practice |
| Long scenario questions | Timed question bank sets with a written error log |
| Repeated trap errors | Review wrong answers by trap type, not just topic |
A strong final review sequence:
- Rework missed questions without looking at explanations.
- Write the rule that would have prevented each error.
- Redo the same topic drill after a short delay.
- Mix topics so you must choose the method, not just apply a known formula.
- Use mock exams to test pacing and endurance.
- Review detailed explanations for both correct and incorrect choices.
Final Readiness Checklist
Before sitting for the real FINRA Series 86 — Research Analyst Qualification Examination (Part I), confirm you can:
- Calculate and interpret major profitability, liquidity, leverage, efficiency, and valuation ratios.
- Move confidently between income statement, balance sheet, and cash flow effects.
- Compute FCFF and FCFE and select the correct discount rate.
- Build the bridge from enterprise value to equity value per share.
- Identify when to use P/E, EV/EBITDA, EV/Sales, P/B, DCF, DDM, or sum-of-the-parts.
- Explain why a multiple is higher or lower than peers.
- Interpret business cycle, interest rate, inflation, currency, and industry effects.
- Understand beta, correlation, regression output, NPV, and IRR at exam speed.
- Spot common traps in timing, tax treatment, dilution, cash flow classification, and numerator/denominator matching.
Next step: use original practice questions in a Series 86 question bank, work targeted topic drills, and study the detailed explanations until you can explain both the right answer and the most tempting wrong answer.