Maple Outdoor earned $75,000 of profit in 2026, yet its bank balance rose by only $10,000. Where did the rest go? Profit is not cash. Under accrual accounting, revenue is recorded when it is earned (even if the customer has not paid), expenses are recorded when they are incurred (even if the bill is unpaid), and a $92,000 equipment purchase appears on the income statement only gradually, as amortization. Plenty of profitable businesses have failed because they ran out of cash. The cash flow statement (older texts call it the statement of changes in financial position) explains exactly how cash went from its opening to its closing balance.
Three kinds of activity
| Activity | What it covers | Typical inflows | Typical outflows |
|---|---|---|---|
| Operating | The day-to-day business that produces net income; mostly current assets and current liabilities. | Cash from customers | Payments to suppliers and employees, interest, income tax |
| Investing | Buying and selling long-term assets and investments. | Sale of equipment, land or investments | Purchase of property, plant and equipment or investments |
| Financing | Dealings with lenders and owners; long-term liabilities and equity. | Borrowing; issuing shares | Repaying loans; buying back shares; paying dividends |
Operating activities by the indirect method
Most companies report operating activities by the indirect method: start with net income and adjust it for every item that affected profit but not cash, or cash but not profit. There are three kinds of adjustment. First, add back non-cash expenses such as amortization, which reduced profit but required no payment this year. Second, remove gains and losses on disposals of long-term assets: a loss is added back and a gain is subtracted, because the full cash from the sale is reported in investing activities. Third, adjust for changes in non-cash current assets and current liabilities.
| Change during the year | Adjustment to net income | Why |
|---|---|---|
| Current asset increases (e.g. accounts receivable up) | Subtract | Sales were recorded but not all collected, so cash is lower than profit. |
| Current asset decreases (e.g. prepaid expenses down) | Add | An expense was recorded this year that was paid for last year. |
| Current liability increases (e.g. accounts payable up) | Add | Expenses were recorded but not yet paid, so cash is higher than profit. |
| Current liability decreases (e.g. accrued liabilities down) | Subtract | Cash paid this year settled last year's expenses. |
A complete statement that reconciles
Here is Maple Outdoor Ltd.'s 2026 cash flow statement, built from its comparative balance sheet and income statement. Extra information: amortization expense was $30,000; no equipment was sold, so equipment purchased the company borrowed $25,000 more long-term debt; it issued 5,000 common shares for $20,000; and dividends declared and paid were
| Maple Outdoor Ltd. Cash Flow Statement, year ended December 31, 2026 | ||
|---|---|---|
| Operating activities | ||
| Net income | $75,000 | |
| Add: Amortization expense | $30,000 | |
| Increase in accounts receivable | ($10,000) | |
| Increase in inventory | ($20,000) | |
| Decrease in prepaid expenses | $2,000 | |
| Increase in accounts payable | $10,000 | |
| Decrease in accrued liabilities | ($5,000) | |
| Net cash provided by operating activities | $82,000 | |
| Investing activities | ||
| Purchase of equipment | ($92,000) | |
| Net cash used by investing activities | ($92,000) | |
| Financing activities | ||
| Proceeds from long-term debt | $25,000 | |
| Proceeds from issuing common shares | $20,000 | |
| Dividends paid | ($25,000) | |
| Net cash provided by financing activities | $20,000 | |
| Net increase in cash | $10,000 | |
| Cash, January 1, 2026 | $30,000 | |
| Cash, December 31, 2026 | $40,000 |
Interpreting cash flow patterns
| Operating | Investing | Financing | Typical story |
|---|---|---|---|
| + | - | - or small + | Healthy, growing company: operations fund new assets, with cash left to repay debt or pay dividends. |
| + | - | + | Expanding quickly: operations plus new borrowing or shares fund heavy investment (Maple's pattern). |
| - | - | + | Start-up or struggling company: it relies on lenders and investors to cover both operations and investment. |
| - | + | + or - | Distressed: selling long-term assets to survive. |
| + | + | - | Mature or shrinking: selling assets and using operating cash to repay debt or reward shareholders. |
Using spreadsheets for financial analysis
Analysts rarely compute ratios and cash flow statements by hand. A spreadsheet holds two years of statements in columns, and formulas do the rest; change one number and every ratio and subtotal updates. Put each statement item in its own row (for example, 2026 in column B and 2025 in column C), then write each calculation once. Use ROUND to match a stated rounding, and an absolute reference such as $B$20 when every formula in a column must divide by the same base (for example, net sales in vertical analysis). Build in a check cell that compares the cash flow statement's ending cash with the balance sheet's cash and shows TRUE only when they agree. Accounting software and data tools can also chart trends and pull comparable companies' figures, but the analyst still has to choose the right formula and interpret the result.
B4 Current assets 250000
B5 Current liabilities 110000
B6 Current ratio =ROUND(B4/B5, 2) -> 2.27
D8 % change in sales =ROUND((B8-C8)/C8*100, 1) -> 14.3
E9 Common-size COGS (%) =ROUND(B9/$B$8*100, 1) -> 60.0
B30 Cash from operations =SUM(B22:B29) -> 82000
B34 Net change in cash =B30+B32+B33 -> 10000
B36 Check =B35+B34=B37 -> TRUE