Financial Management
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Transcript of Financial Management
Financial Management
CAIIBMODULE D
Presentation byProf. S.D.Bargir
Joint Director,IIBF
Module D topics Marginal Costing Capital Budgeting Cash Budget Working Capital
COSTING Cost accounting system provides
information about cost Aim : best use of resources and
maximization of returns cost = amount of expenditure
incurred( actual+ notional) Purposes +profit from each job/product,
division, segment+pricingdecision+control+profit planning +inter firm comparison
Marginal costing Marginal costing distinguishes
between fixed cost and variable cost Marginal cost is nothing bust variable
cost of additional unit Marginal cost= variable cost MC= Direct Material + Direct Labour
+Direct expenses
Marginal costing problems Sales (-) variable cost (=)
contribution Contribution(/ divided by) sales
(=) C.S. Ratio Contribution=Fixed cost (=)Break
even point Fixed Cost (/ divided by)
contribution per unit = break even units
Basic formulaSales price (-) variable cost= contribution
SP less VC = Contribution10 6 = 49 6 = 38 6 = 27 6 = 16 6 = 05 6 = (1)4 6 = (2)
Marginal costing problems SP = Rs.10, VC =Rs.6 Fixed Cost
Rs.60000Find- Break even point (in Rs. & in units)- C/S ratio- Sales to get profit of Rs.20000
Marginal costing problems Sales Rs.100000 Fixed Cost Rs.20000 B.E.Point Rs.80000 What is profit ?
Management decisions- assessing profitability CONTRIBUTION/SALES=C.S.RATIOProduct
sp vc Contribtion
c/s Ratio % ranking
A 20 10 10 10/20 50% 1
B 30 20 10 10/30 33% 2
C 40 30 10 10/40 25% 3
DECISION when limiting factorsSP Rs.14 Rs.11
VC 8 7
ContributionPer unit
6 4
Labour hr. pu 2 1
Contri.per hr 3 4
DECISIONS
Make or buy decisions Close department Accept or reject order Conversion cost pricing
CAPITAL BUDGETING It involves current outlay of funds in
the expectation of a stream of benefits extending far into the futureYear Cash flow0 (100000)1 300002 400003 500004 50000
Types of capital investments New unit Expansion Diversification Replacement Research & Development
Significance of capital budgeting Huge outlay Long term effects Irreversibility Problems in measuring future cash
flows
Facets of project analysis Market analysis Technical analysis Financial analysis Economic analysis Managerial analysis Ecological analysis
Financial analysis Cost of project Means of finance Cost of capital Projected profitability Cash flows of the projects Project appraisal
Methods of capital investment appraisalDISCOUNTING NON-DISCOUNTING
Net present value (NPV)
Pay back period
Internal rate of return (IRR)
Accounting rate of return
Profitability Index or Benefit cost ratio
Present value of cash flow stream- (cash outlay Rs.15000)@ 12%Year Cash flow PV factor
@12% PV1 1000 0.893 8932 2000 0.799 15943 2000 0.712 14244 3000 0.636 19085 3000 0.567 17016 4000 0.507 20287 4000 0.452 18088 5000 0.404 2020
13376
Present value of cash flow stream- (cash outlay Rs.15000 )@10%Year Cash flow PV factor
@10% PV1 2000 0.909 18182 2000 0.826 16523 2000 0.751 15024 3000 0.683 20495 3000 0.621 18636 4000 0.564 22567 4000 0.513 20528 5000 0.466 2330
15522
CALCULATION NPV/IRROutlay PV @10% PV @ 12% NPV15000 15522 - 52215000 - 13376 (1624)Difference - - 2146
IRR continuedIRR= LR +( NPV by LR/ difference between
NPV) x (HR-LR)LR= 10% NPV by LR= 522Difference between NPV= 2146HR less LR= 12 (-) 10 = 2IRR= 10%+ (522/2146)X2IRR=10%+0.49IRR=10.49%
The timing of the cash flows is critical for determining the Project's value.below the line for cash investments orabove the line for returns.
Rs.51 Lakh Rs.51 Lakh Rs.61 Lakh
Year 1 Year 2 Year 3Rs.102 lakh
Year 0
Net Present ValueYear Cash Flow Dis. Factor Present
@10% Value0 -102 1 -1021 51 0.91 46.362 51 0.83 42.153 61 0.75 45.83
NPV 32.34
@27% Value0 -102 1 -1021 51 0.78740 402 51 0.62000 323 61 0.48818 30
NPV 0
The evaluation of any projectdepends on the magnitude of thecash flows, the timing and thediscount rate.The discount rate is highlysubjective. The higher the rate , theless a rupee in the future would beworth today.The risk of the project shoulddetermine the discount rate.
Internal Rate of Return(IRR)IRR is the rate at whichthe discounted cash flowsin the future equal thevalue of the investmenttoday. To find the IRR onemust try different ratesuntil the NPV equals zero.
PRICING DECISIONS Full cost pricing Conversion cost pricing Marginal cost pricing Market based pricing
BUDGET Quantitative expression of
management objective Budgets and standards Budgetary control Cash budget
PROFIT PLANNING Budget & budgetary control Marginal costing CVP and break even point Comparative cost analysis ROCE
PRICING DECISIONS Full cost pricing Conversion cost pricing Marginal cost pricing Market based pricing
Operating leverageFinancial leverage OL= amount of fixed cost in a cost
structure. Relationship between sales and op. profit
FL= effect of financing decisions on return to owners. Relationship between operating profit and earning available to equity holders (owners)
BUDGET Quantitative expression of
management objective Budgets and standards Budgetary control Cash budget
PROFIT PLANNING Budget & budgetary control Marginal costing CVP and break even point Comparative cost analysis ROCE
PRICING DECISIONS Full cost pricing Conversion cost pricing Marginal cost pricing Market based pricing
Operating leverageFinancial leverage OL= amount of fixed cost in a cost
structure. Relationship between sales and op. profit
FL= effect of financing decisions on return to owners. Relationship between operating profit and earning available to equity holders (owners)
Working capital Current assets less current liabilities
= net working capital or net current assets
Permanent working capital vs. variable working capital
Working capital cycle cash> Raw material > Work in
progress > finished goods > Sales > Debtors > Cash>
Operating cycle – it is a length of time between outlay on RM /wages /others AND inflow of cash from the sale of the goods
Examples from book P-369 P-375 P-377 P-379 P-380 P-385 P-387 P-393
Examples from book P-413 P-414 p-415 P-417