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:

  1. Concept pass: confirm you know what each valuation, accounting, and quantitative tool is used for.
  2. Trap pass: focus on sign errors, numerator/denominator mismatches, timing errors, and accounting adjustments.
  3. 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 areaWhat you need to do quicklyCommon exam-style decision point
Financial statement analysisInterpret income statement, balance sheet, and cash flow changesIs earnings growth supported by cash flow and working capital?
Ratio analysisCalculate and compare profitability, liquidity, leverage, efficiency, and valuation ratiosIs the ratio improving for a real operating reason or an accounting reason?
ForecastingProject revenue, margins, capex, working capital, taxes, and cash flowWhich assumption drives valuation most?
DCF valuationEstimate free cash flow, discount rate, terminal value, and equity valueAre you using FCFF with WACC or FCFE with cost of equity?
Relative valuationSelect and interpret P/E, EV/EBITDA, EV/Sales, P/B, PEG, and other multiplesAre numerator and denominator consistent?
Economics and industry analysisApply business cycle, rates, inflation, currency, competition, and sector driversWhich factor benefits or pressures the company?
Quantitative toolsUse expected return, risk, regression, beta, correlation, NPV, and IRRDoes the statistic prove causation, or only association?
Earnings qualityDistinguish recurring performance from accounting noise or one-time itemsIs 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

StatementWhat it measuresHigh-yield itemsCommon trap
Income statementProfitability over a periodRevenue, gross profit, operating income, interest, taxes, net income, EPSNet income is not cash flow
Balance sheetFinancial position at a point in timeCash, receivables, inventory, PP&E, debt, equity, goodwill, working capitalBook value may differ greatly from market value
Cash flow statementSources and uses of cashCFO, CFI, CFF, capex, debt issuance/repayment, dividends, buybacksPositive earnings with weak CFO can signal poor earnings quality

Accrual vs. Cash Review

EventIncome statement effectCash flow effectInterpretation
Sale on creditRevenue and profit may riseA/R increases; CFO may lagWatch collection quality
Inventory buildNo immediate expense until soldCash used in inventoryCan signal expected growth or demand weakness
DepreciationReduces operating incomeAdded back in CFONoncash expense but reflects capital intensity
Accounts payable increaseNo direct revenue effectSource of cash in CFOMay improve cash flow temporarily
Deferred revenue increaseCash received before revenueCFO improves before revenue recognitionOften important for subscription/prepaid models
Capitalized costExpense delayedCash outflow may be in investingCan inflate current earnings

Working Capital Sign Rules

For cash flow from operations using the indirect method:

ChangeCFO effectReason
Accounts receivable increasesDecrease CFOSales not yet collected
Inventory increasesDecrease CFOCash tied up in goods
Prepaid expenses increaseDecrease CFOCash paid before expense recognition
Accounts payable increasesIncrease CFOExpenses not yet paid
Accrued liabilities increaseIncrease CFOCosts recognized before payment
Deferred revenue increasesIncrease CFOCash received before revenue recognition

Candidate trap: “current asset up” usually uses cash; “current liability up” usually provides cash.

Ratio Dashboard

Profitability Ratios

RatioFormulaUseTrap
Gross marginGross profit / RevenuePricing power, input cost pressureIndustry comparisons matter
Operating marginOperating income / RevenueCore operating profitabilityMay be distorted by one-time operating items
Net marginNet income / RevenueBottom-line profitabilityAffected by interest, tax, and nonoperating items
ROANet income / Average assetsAsset productivityPenalizes asset-heavy models
ROENet income / Average equityReturn to shareholdersCan rise from leverage, not better operations
ROICNOPAT / Invested capitalReturn on operating capitalRequires careful definition of invested capital

Liquidity, Leverage, and Coverage

RatioFormulaWhat it tells youCommon trap
Current ratioCurrent assets / Current liabilitiesShort-term liquidityHigh inventory may not be liquid
Quick ratioCash + marketable securities + A/R / Current liabilitiesMore conservative liquidityExcludes inventory
Debt-to-equityTotal debt / Total equityFinancial leverageBook equity may be very different from market equity
Debt-to-EBITDADebt / EBITDALeverage relative to earnings proxyEBITDA is not cash available for debt service
Interest coverageEBIT / Interest expenseAbility to pay interest from operating profitUse EBIT, not EBITDA, if depreciation is economically significant
Fixed charge coverageEarnings measure / fixed chargesBroader coverageDefinitions vary; read the stem

Efficiency Ratios

RatioFormulaInterpretation
Asset turnoverRevenue / Average assetsRevenue generated per asset dollar
Inventory turnoverCOGS / Average inventorySpeed of inventory conversion
Days inventory outstanding365 / Inventory turnoverDays inventory is held
Receivables turnoverRevenue / Average receivablesCollection efficiency
Days sales outstanding365 / Receivables turnoverDays to collect sales
Payables turnoverCOGS or purchases / Average payablesSupplier payment speed
Days payable outstanding365 / Payables turnoverDays 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

ConceptBelongs toDiscount rateStarting pointBest use
FCFFAll capital providersWACCEBIT after taxEnterprise value
FCFECommon equity holdersCost of equityCFO or net incomeEquity value
DividendsEquity holders receiving dividendsCost of equityExpected dividendsMature 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

SignalBetter-quality interpretationWarning interpretation
Net income and CFO both risingEarnings backed by cashStronger confirmation of performance
Net income rising, CFO fallingPossible timing issueReceivables, inventory, or aggressive recognition concern
Repeated “one-time” chargesMaybe restructuring phaseCould be recurring economics disguised as nonrecurring
High EBITDA, weak FCFGrowth investment or working capital buildEBITDA may overstate economic cash generation
Margin expansionPricing power, scale, cost controlUnderinvestment, capitalization of costs, temporary cuts
Large goodwill/intangiblesAcquisition strategyPotential impairment risk if performance weakens

Forecasting and Modeling Decision Rules

Revenue Forecasting

DriverBest forWatch for
Price × volumeProducts, commodities, retailersMix shift and elasticity
Units × average selling priceManufacturers, hardware, autosCyclicality and capacity
Customers × revenue per customerSubscription and service modelsChurn, upsell, retention
Same-store sales + new unitsRetail, restaurantsStore maturity and cannibalization
Market size × market shareEmerging or competitive industriesOveroptimistic share gains

Cost and Margin Forecasting

Line itemCommon approachTrap
COGSPercent of revenue or unit costFailing to reflect input inflation
SG&AFixed/variable mix or percent of revenueAssuming unlimited operating leverage
R&DPercent of revenue or strategic needCutting R&D may boost near-term margin but hurt growth
D&ALinked to PP&E and capexDo not simply grow it with revenue if asset base changes
Interest expenseLinked to debt schedule and ratesCircularity if debt depends on cash flow
TaxesEffective tax rate or statutory-like normalized rateApply to pretax income, not revenue

Balance Sheet Forecasting

ItemTypical driverExam cue
A/RDays sales outstandingHigher DSO means slower collections
InventoryDays inventory outstandingHigher DIO means more cash tied up
A/PDays payable outstandingHigher DPO helps near-term cash flow
PP&EBeginning PP&E + capex - depreciationCapex assumptions affect both cash flow and depreciation
DebtFinancing needs, repayments, issuanceDebt changes interest expense and equity value
CashRevolver/debt plug or excess cashDistinguish operating cash from excess cash

DCF Valuation: Exam-Speed Framework

DCF Steps

  1. Normalize historical financials.
  2. Forecast revenue, margins, taxes, working capital, and capex.
  3. Calculate FCFF or FCFE consistently.
  4. Select the correct discount rate.
  5. Discount explicit forecast-period cash flows.
  6. Estimate terminal value.
  7. Convert enterprise value to equity value if using FCFF.
  8. Divide by diluted shares.
  9. Compare implied value to current market price.
  10. 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:

IssueCorrect treatment
FCFF valuationDiscount at WACC
FCFE valuationDiscount at cost of equity
Debt costUse after-tax cost of debt in WACC
Equity costDo not tax-effect cost of equity
Capital weightsPrefer market-value or target weights when provided
Preferred stockInclude separately if material and information is provided
Country/currency riskMatch discount rate assumptions to cash flow assumptions

Beta Adjustments

When comparing firms with different leverage, analysts may unlever and relever beta.

Beta typeMeaning
Levered betaEquity beta reflecting business risk plus financial leverage
Unlevered betaAsset beta reflecting business risk without capital structure effect
Relevered betaBeta 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

MultipleNumeratorDenominatorBest suited forTrap
P/EEquity value per share or market capEPS or net incomeProfitable companiesAffected by capital structure and nonrecurring items
PEGP/EEarnings growth rateGrowth comparisonsGrowth estimate quality matters
EV/EBITDAEnterprise valueEBITDAOperating comparisons across capital structuresIgnores capex and working capital
EV/EBITEnterprise valueEBITOperating comparisons including D&AD&A policy can distort
EV/SalesEnterprise valueRevenueEarly-stage or low-margin firmsDoes not capture profitability
P/BEquity valueBook equityBanks, insurers, asset-heavy firmsBook value may be stale
Dividend yieldDividend per sharePrice per shareIncome-oriented mature firmsHigh yield may signal distress

Numerator/Denominator Matching

If denominator is…Use numerator…
RevenueEnterprise value
EBITDAEnterprise value
EBITEnterprise value
Net incomeEquity value
EPSShare price
Book equityEquity value
Dividends per shareShare 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.

InputMeaningTrap
D1Next expected dividendDo not use D0 unless the formula asks for current dividend growth adjustment
rRequired return on equityMust be greater than growth rate
gLong-term dividend growthShould be sustainable

Sustainable growth concept:

DriverEffect on growth
Higher ROESupports higher sustainable growth
Higher retention ratioMore earnings reinvested
Higher payout ratioLess reinvestment, usually lower internal growth
Poor reinvestment returnsRetention may destroy value

Sum-of-the-Parts and Asset-Based Valuation

MethodUse whenKey issue
Sum-of-the-partsCompany has distinct segments with different economicsApply appropriate multiples or DCF assumptions to each segment
Net asset valueAsset values drive economicsEstimate fair value of assets and liabilities
Liquidation valueDistressed or breakup scenarioOrder of claims matters
Replacement costAssets are difficult to replicateMay not capture franchise value
Comparable transactionsControl or acquisition contextTransaction 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.

SecurityDilution conceptTrap
Options/warrantsTreasury stock method conceptOnly in-the-money instruments are potentially dilutive
Convertible debtIf-converted conceptAdd back after-tax interest if assuming conversion
Convertible preferredIf-converted conceptAdd back preferred dividends if assuming conversion
Antidilutive securitiesExcluded from diluted EPSDo not include if they increase EPS

Capital structure effects:

ActionEPS effectValue interpretation
Debt-financed buybackShare count falls, interest risesEPS may rise even if risk rises
Equity issuanceShare count risesDilution may be offset if capital earns high returns
Dividend increaseCash returned to shareholdersMay signal confidence or limited reinvestment opportunities
Stock splitShares rise, price per share adjustsNo direct change in company value
Preferred issuanceAdds fixed claim ahead of commonPreferred dividends reduce common EPS numerator

Economics and Industry Analysis

Macro Variables

VariableTypical equity impactSector sensitivity
Interest rates risingHigher discount rates, pressure on long-duration assetsGrowth stocks, housing, utilities, banks
Inflation risingHigher nominal revenue but margin pressure if costs cannot be passed throughConsumer, industrials, commodities
Currency strengtheningHurts translated foreign revenue for domestic exportersMultinationals
Currency weakeningCan help exporters but raise import costsManufacturers, retailers
GDP growth slowingLower demand and earnings expectationsCyclicals, industrials, discretionary
Commodity prices risingBenefit producers, pressure usersEnergy, materials, airlines, chemicals

Business Cycle Review

PhaseTypical characteristicsEquity research focus
ExpansionRising demand, improving earningsOperating leverage and growth sustainability
PeakCapacity pressure, inflation riskMargin sustainability and valuation risk
ContractionFalling demand, earnings pressureBalance sheet strength and downside cases
TroughWeak current earnings, improving expectations possibleRecovery potential and normalized earnings

Industry Structure

Porter-style competitive forces are useful for research analysis:

ForceQuestion to askValuation effect
RivalryAre competitors aggressive on price?High rivalry pressures margins
Threat of entrantsAre barriers to entry strong?Strong barriers support returns
Supplier powerCan suppliers raise input costs?High supplier power compresses margin
Buyer powerCan customers demand lower prices?High buyer power reduces pricing power
SubstitutesCan customers switch to alternatives?Substitutes limit growth and margins

Sector-Specific Valuation Cues

Sector/company typeMetrics often emphasizedWhy
BanksP/B, P/E, ROE, net interest margin, credit qualityDebt is part of operations, making EV multiples less useful
InsuranceBook value, combined ratio, investment incomeUnderwriting and investment performance both matter
REITsFFO, AFFO, NAV, dividend yieldDepreciation can distort net income
Energy E&PReserves, production, commodity price sensitivity, NAVAsset base and commodity assumptions drive value
UtilitiesDividend yield, regulated returns, rate baseStable cash flows but interest-rate sensitivity
Technology/SaaSRevenue growth, retention, margins, cash burnGrowth and scalability may matter before mature earnings
Consumer retailSame-store sales, gross margin, inventory turnsDemand, pricing, and inventory discipline drive results
IndustrialsOrders, backlog, margins, capacity utilizationCyclicality 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.

ToolDecision ruleTrap
NPVAccept positive NPV projectsNPV depends on correct discount rate
IRRHigher IRR is generally betterMultiple IRRs can occur with unusual cash flow patterns
Payback periodShorter payback reduces liquidity riskIgnores cash flows after payback and time value unless discounted
Profitability indexPV of future cash flows / initial investmentUseful under capital rationing

Risk and Return

ConceptMeaningTrap
Expected returnProbability-weighted average returnExpected does not mean guaranteed
VarianceAverage squared deviation from meanIn squared units
Standard deviationVolatility around meanMeasures total risk
CovarianceDirectional co-movementScale can be hard to interpret
CorrelationStandardized co-movement from -1 to +1Correlation is not causation
BetaSensitivity to market returnMeasures systematic risk, not total risk
AlphaReturn unexplained by benchmark exposureDepends on model and benchmark

Regression Interpretation

OutputMeaningCommon mistake
InterceptExpected dependent variable when independent variable is zeroMay have limited economic meaning
Slope coefficientChange in dependent variable per unit change in independent variableConfusing sign and magnitude
R-squaredPercent of variation explained by the modelHigh R-squared does not prove causation
Standard errorEstimate uncertaintySmaller generally means more precise
t-statisticCoefficient relative to its standard errorStatistical significance is not economic importance
p-valueProbability of observing result if null is trueLow p-value does not guarantee practical relevance

Arithmetic vs. Geometric Return

Return typeUse
Arithmetic averageSingle-period expected return estimate
Geometric averageMulti-period compounded historical return
Money-weighted returnInvestor-specific cash flow timing
Time-weighted returnManager 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 pricesCOGSEnding inventoryNet income
FIFOLowerHigherHigher
LIFOHigherLowerLower

Trap: inventory method affects margins, taxes, working capital, and comparability.

Depreciation

MethodEarly-period expenseLater-period expense
Straight-lineLower than acceleratedHigher than accelerated
AcceleratedHigherLower

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

ItemKey point
GoodwillArises in acquisitions when purchase price exceeds identifiable net assets
ImpairmentNoncash charge but may indicate overpayment or weaker future economics
Tangible book valueExcludes 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

ConceptFormula
Gross marginGross profit / Revenue
Operating marginEBIT / Revenue
Net marginNet income / Revenue
ROENet income / Average equity
ROANet income / Average assets
Asset turnoverRevenue / Average assets
Current ratioCurrent assets / Current liabilities
Quick ratioCash + marketable securities + A/R / Current liabilities
Debt-to-equityTotal debt / Total equity
Interest coverageEBIT / Interest expense
Basic EPSNet income minus preferred dividends / weighted average common shares
FCFFEBIT(1 - tax rate) + D&A - capex - change in NWC
FCFECFO - capex + net borrowing
Enterprise valueEquity value + debt + preferred + minority interest - cash
Equity valueEnterprise value - debt - preferred - minority interest + cash and nonoperating assets
P/EPrice per share / EPS
EV/EBITDAEnterprise value / EBITDA
CAPMRisk-free rate + beta × market risk premium
WACCWeighted cost of equity and after-tax debt
Gordon growthD1 / (r - g)
NPVPV of future cash flows minus initial investment

Fast Decision Tables

Which Valuation Method?

SituationPreferReason
Mature company with stable cash flowDCF and multiplesCash flow visibility
Dividend-paying stable companyDividend discount modelDividends represent shareholder cash flow
Early-stage company with negative earningsEV/Sales, DCF scenariosEarnings multiples may be meaningless
Bank or insurerP/B, P/E, ROE-based analysisDebt is operating input
ConglomerateSum-of-the-partsSegments have different economics
Distressed companyLiquidation, recovery, scenario analysisDownside and claims priority matter
Asset-heavy natural resource companyNAV and commodity sensitivityAsset values drive economics

Which Discount Rate?

Cash flowDiscount rate
FCFFWACC
FCFECost of equity
DividendsCost of equity
Nominal cash flowsNominal discount rate
Real cash flowsReal discount rate
Domestic currency cash flowsDomestic currency discount rate
Foreign currency cash flowsMatching foreign currency discount rate

What Raises Valuation?

ChangeDirect effect
Higher expected FCFRaises value
Higher long-term growth, if sustainableRaises value
Lower discount rateRaises value
Lower working capital needsRaises value
Lower capex intensityRaises value
Higher debtMay increase equity risk; affects equity value after EV
Higher share countLowers per-share value

Common Wrong-Answer Patterns

MistakeWhy it is wrongFix
Using D0 in Gordon modelModel requires next dividend D1Grow D0 by one period if needed
Pairing FCFF with cost of equityFCFF belongs to all capital providersUse WACC
Pairing net income with enterprise valueNet income belongs to equity holdersUse P/E or equity value
Ignoring cash in EV bridgeCash reduces enterprise value or increases equity value bridgeApply full EV-to-equity adjustment
Treating EBITDA as cash flowEBITDA ignores capex, taxes, working capital, interestUse FCF when valuation requires cash
Assuming higher ROE is always betterLeverage can raise ROE and riskDecompose with DuPont
Treating noncash charges as irrelevantNoncash today may indicate future economic weaknessDistinguish cash flow from signal value
Forgetting diluted sharesPer-share valuation may be overstatedUse diluted shares when appropriate
Comparing unadjusted peersAccounting, leverage, and one-time items distort multiplesNormalize before comparison
Confusing correlation with causationStatistical relationship may be coincidentalLook for economic rationale

Mini Review: Reading a Research Problem Stem

When a Series 86 question gives a company scenario, read in this order:

  1. Company type: bank, industrial, technology, retailer, commodity producer, REIT, utility, etc.
  2. Metric requested: EPS, FCFF, enterprise value, equity value, ROE, WACC, multiple, NPV.
  3. Time period: trailing, current, forward, terminal, annualized, quarterly.
  4. Basis: pre-tax vs. after-tax, nominal vs. real, book vs. market, basic vs. diluted.
  5. Capital claim: enterprise-wide or common equity only.
  6. Adjustment clues: excess cash, debt, preferred, minority interest, one-time charges, working capital.
  7. 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 questionsShort topic drills on ratios, FCFF, WACC, CAPM, DDM, EPS
Valuation judgment questionsMixed DCF and multiple-selection questions with detailed explanations
Accounting interpretationThree-statement drills and earnings-quality scenarios
Economics questionsMacro-to-sector impact drills
Quant questionsRegression, beta, risk/return, NPV, and IRR practice
Long scenario questionsTimed question bank sets with a written error log
Repeated trap errorsReview wrong answers by trap type, not just topic

A strong final review sequence:

  1. Rework missed questions without looking at explanations.
  2. Write the rule that would have prevented each error.
  3. Redo the same topic drill after a short delay.
  4. Mix topics so you must choose the method, not just apply a known formula.
  5. Use mock exams to test pacing and endurance.
  6. 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.

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