Chapter 9
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Transcript of Chapter 9
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Chapter 9:
Introduction to financial managementSupporting Function = Enabler
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View Point:Am I managing the company
correctly?◦Creating wealth for shareholders◦Effective◦Efficient◦Benefit of all stake holders
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IntroductionThe importance of financial
management in the value chain
• Primary Activities add value
• Value = cost
• Allocate
• Trace
• Monitor
• Trade-offs
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Figure 9.1: Financial management in the value chain of a representative company Source: Based on the principles of the value chain by Porter
(1985)
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Figure 9.2: Integration of financial management with the rest of the
organisation
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Functions of budgets• Serves as a planning aid (short term plans)• It is a means of conveying policy to subordinates• It is an instruction to subordinates and delegates the authority they
need in order to act• It provides a means of co-ordination within and among departments• It is a means of control• It can make managers aware of their own responsibilities
Budget planning and control
© Van Schaik Publishers 2006
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Types of budget• Term budget• Project budget• Annual budget• Cash budget• Variable or flexible budgets• Zero-base budgeting• Standard method of budgeting
Budget planning and control
© Van Schaik Publishers 2006
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Control takes place in 4 stages:1. Setting standards2. Collecting figures and compare with standards3. Critically analysing and evaluating the organisation’s performance4. Taking any corrective measures
Budget planning and control
© Van Schaik Publishers 2006
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• Financial statements
• Limitations of financial statements
• External and internal financial reporting
• Management accounting and reporting
• Profit versus cash flow
Financial measurement and reporting
© Van Schaik Publishers 2006
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Figure 9.3 The integrated budget system
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• Owner’s equity
• Assets
• Non-current fixed assets
• Current assets
• Liabilities
•Long-term liabilities
• Current liabilities
•Revenue
• Expenditure
Financial terminology for understanding financial statements
© Van Schaik Publishers 2006
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• Balance sheet
• Income statement
• Cash flow statement
• Management income statement
Financial and management statements
© Van Schaik Publishers 2006
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Figure 9.4: The organisation in financial terms
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• Current assets of an organisation – stock, debtors and cash resources
• The working capital cycle
• Determination of working capital requirements
• Stock management
• Trade receivables (debtors)
- Credit policy
- Accounts receivable
Management of working capital
© Van Schaik Publishers 2006
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• Nature and scope of financial performance analysis
• 4 principal interest groups that are concerned with the financial “health” in an organisation:
1. Short-term creditors 2. Long-term creditors
3. Shareholders 4. Management
• Criteria for measuring financial performance
Financial performance measurement and analysis
© Van Schaik Publishers 2006
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• Comparative financial statements
• Index analysis
• Common size analysis
• Ratio analysis
• Comparison of ratios with benchmark industry ratios
• Structured ratio analysis
Approaches to the analysis of financial statements
© Van Schaik Publishers 2006
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Figure 9.5: The Du Pont ratio analysis
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- Return on equity
- Return on total assets
- Profitability ratio
- Profit margin on sales (gross profit)
- Expense analysis
- Activity ratio (asset management ratios)
- Stock turnover
Financial performance indicators
© Van Schaik Publishers 2006
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Financial performance indicators
- Debtor’s collection period
- Leverage ratio
- Times interest earned
- Liquidity ratio
- Acid test
- Earnings per share (EPS)
- Fixed commitment cover
- Cash flow ratios
© Van Schaik Publishers 2006
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• Monetary expression
• Simplification and summarisation
• Estimation, judgement and accounting policies
• Lagging Indicator
Limitations of accounting data
© Van Schaik Publishers 2006