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Corporate Finance

Operating and financial leverage

Operating and financial leverage magnify how a change in sales becomes a change in earnings.

Intermediateleverageriskcapital-structure

Definition

Operating leverage comes from fixed operating costs: once they are covered, each extra unit of contribution falls straight to operating profit. Financial leverage comes from fixed financing costs: interest must be paid whether or not the period is good. Combined, they multiply.

Leverage is not good or bad by itself. It magnifies whatever the business already does, which is the point and the danger.

Intuition

Fixed costs are a fulcrum. The bigger the fixed base, the more a small movement in sales swings profit.

When to use it

  • Assessing how sensitive earnings are to a sales downturn.
  • Deciding how much debt a business can safely carry.

When not to use it

  • When EBIT is near zero: both ratios explode and lose meaning.

Formula

Degree of operating leverage

DOL = Contribution ÷ EBIT

Formula

Degree of financial leverage

DFL = EBIT ÷ Profit before tax

Formula

Degree of combined leverage

DCL = DOL × DFL

The multiple by which a sales change moves earnings per share.

Worked example

Combined leverage in one pass

Contribution 800,000; fixed operating costs 500,000; interest 100,000.

  1. 1

    EBIT

    800,000 − 500,000 = 300,000.

  2. 2

    DOL

    800,000 ÷ 300,000 = 2.67.

  3. 3

    DFL

    300,000 ÷ 200,000 = 1.5.

  4. 4

    DCL

    2.67 × 1.5 = 4.0.

A 10% fall in sales lowers profit before tax by about 40%. The firm is highly operationally geared.

Measured by

These scoreboard metrics track or interpret this idea across the Lab.

Return on equityTotal debtDebt / equityInterest coverageFinancial risk

Common mistakes

  • Reading a high DOL as purely bad: it also amplifies upside.
  • Computing leverage ratios at or near break-even where they are unstable.
  • Confusing operating leverage (from costs) with financial leverage (from debt).