2.3 Managing Finance Flashcards

(60 cards)

1
Q

2.3.1 Profit
How do you calculate gross profit?

A

Revenue - Cost of sales ( VC )

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2
Q

2.3.1 Profit
What is the operating profit?

A

Gross profit - other operating expenses ( FC )

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3
Q

2.3.1 Profit
How do you calculate net profit?

A

operating profit - Interest

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4
Q

2.3.1 Profit
What is the gross profit?

A

Those costs that vary with output
e.g costs of buying each pair of wellingtons = known as cost of sale

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5
Q

2.3.1 Profit
What is the operating profit?

A

that’s all costs associated with selling wellingtons including the rent of the stall, wages and transport

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6
Q

2.3.1 Profit
What is the net profit?

A

it is used to be reinvested

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7
Q

2.3.1 Profit
What does the profit figures can tell you about a business?

A

In general - the higher the better
gross - a fall in gross profit is a result of a fall in revenue of an increase in cost of sales
Net - a fall in net profit is a result of an increase in expenses

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8
Q

2.3.1 Profit
What is the statement of comprehensive income?

A

allows shareholders/ owners to see how the business has performed and whether it has made an acceptable profit ( return )
helps identify whether the profit earned by the business is sustainable ( ‘profit quality’ )
enables comparison with others similar businesses
allows providers of finance to see whether the business is able to generate sufficient profits to remain viable

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9
Q

2.3.1 Profit
How do you calculate gross profit margin?

A

gross profit / revenue X 100

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10
Q

2.3.1 Profit
How do you calculate operating profit margin?

A

operating profit/ revenue X 100

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11
Q

2.3.1 Profit
How do you calculate net profit margin?

A

net profit / revenue X 100

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12
Q

2.3.1 Profit
How do you calculate sales revenue?

A

selling price X quantity sold

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13
Q

2.3.1 Profit
What the point in ratio analysis?

A

analysis of published account
shows relationships between figures
can be used for comparison
internal and external

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14
Q

2.3.1 Profit
What is profitability?

A

measures the financial performance of a business by comapring profits achieved to a second variable e.g. revenue

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15
Q

2.3.1 Profit
What are the three profitability ratio?

A

gross profit margin
operating profit margin
profit for the year ( net profit ) margin

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16
Q

2.3.1 Profit
What does the different margins tell us?

A

Gross profit = whether a business is able to ‘ add value ‘ during the production process ( a high margin must be doing something right! )
= decrease in gross profit > decrease of profit > increased revenue

operating profit & net profit = how efficiently a business is run, how well it manages its expenses
= decrease in each of them > increases expenses

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17
Q

2.3.1 Profit
What are the key differences between profitability and profit?

A

profitability is a financial metric that companies use to determine how successful they are
a relative measurement and is normally expressed as a ratio
profit on the other hand is an absolute measurement
it is a concrete figure that is expressed as a dollar amount
a company doesn’t have to be profitable to earn a profit

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18
Q

2.3.1 Profit
How can increasing quantity sold improve profitability?

A

why:
higher sales volume = higher sales, assuring that the selling price is not lowered
makes a better use of production capacity ( i.e fixed costs should not rise )
may result in higher market share

Will it work :
depends on the elasticity of demand
sales volume may actually falll if price has to be reduced to achieve higher sales volume
does business have capacity to sell more?

why it might not work? :
competition are likely to respond
marketing efforts may fail - e.g promotional campaign does not generate results
fixed costs might actually rise - e.g higher marketing

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19
Q

2.3.1 Profit
How can increasing selling price improve profitability?

A

why:
higher selling price = higher sales ( assuming quantity sold does not fall in response )
maximises value extracted from customers
customers may percieve product as higher quality
no need for extra production capacity

will it work:
depends on price elasticity of demand
sales value may actually fall price rise is matched by an even bigger fall in quatity sold
it will work if customers remain loyal and still percieve product to be good value

why it might not work:
competitors are likely to repsond
customers may decide to switch to competitors

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20
Q

2.3.1 Profit
How can reducing direct cost per unit improve profitability?

A

why:
increase the value added per unit sold
higher profit margin on each item produced and sold
customers do not notice a change in price

will it work:
yes of suppliers can be persuaded to offer better prices
yes if quantity can be improved through lower wastage
yes if operations can be organised more efficiently

why it might not work:
lower input costs might mean lower quality inputs - which can lead to greater wastage
customers may notice a decrease in product quality

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21
Q

2.3.1 Profit
How can increasing production output improve profitability?

A

why:
provides greater quantity of product to be solld
enables business to maximise share of market demand
spreads fixed costs over a greater number of units

will it work:
yes if the extra output can be sold ( e.g. finding a new market, offering a lower price for a more basic product )
yes if the business has spare capacity

why it might not work:
a dangerous option - what if the demand is not there?
fixed costs might actually rise ( e.g. stepped fixed costs )
production quality might be compromised ( lowered ) in the rush to produce more

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22
Q

2.3.1 Profit
How can reducing fixed costs improve profitability?

A

why:
a drop in fixed costs translates directly into higher profits
reduces the break-even output
often substantial savings to be made by cutting unnecessary overheads

will it work:
yes provided costs cut affect quality, customer service or output
a business can nearly always find savings in overheads

why it might not work:
might reduce ability of business to increase sales
intangible costs - e.g lower morale after making redundancies

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23
Q

2.3.1 Profit
What are other ways in improving profitability?

A

reduce product range
- business often has too many products = complete operations & inefficiency
- some products may be bery low margin or event loss-making

Outsource non-essential functions
- a way of reducing fixed costs
- focus the business on what it is good at
- areas to outsource e.g IT, call handling, finance

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24
Q

2.3.1 Profit
What is profit?

A

profit is recorded straight away
a business can trade for many years without profiy
to improve profitability a business must either increase their revenue or reduce their cost

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25
2.3.1 Profit What is cash?
cash will not be recorded until it is paid out or recieved which could be in a different trading year a profitable business may go bust of its runs out of cash to pay a supplier or wages of staff if owners introduce cash via savings or a loan this will not affect the profit figure
26
2.3.3 BUSINESS FAILURE What are the internal causes of business failure?
failure to understand the market: many markets are becoming more competitve, dynamic - market research - underestimate degree of competition poor planning: - inaccurate cash-flow forecast - inadequate resources poor decisions making - management inefficiency - lack of innovation badly organised - poor stock control - inefficient labout - bad customer service - cash-flow/ liquidity problems overtrading - investing in too many things non-viable idea in the first place
27
2.3.3 BUSINESS FAILURE What are the external causes of business failure?
economic environment - recession of 2012 - dip in customer confidence - increased globalisation - consumer's spending power technological advancement changing social trends - online shopping - out of town outlets - more price sensitive demographic changes - ageing population may have less disposable income political environment - changes to tax rates e.g. VAT back up to 20%
28
2.3.3 BUSINESS FAILURE How do you manage finance?
the poor management of finance can lead to business failure poor cash flow management can lead to liquidity problems a non - profitable business can run into financial problems in the long-term over recent years many businesses have collapsed as a result of poor management of finance
29
2.3.2 LIQUIDITY What is assests?
the resources owned by a business e.g. machinery, equipment, buildings
30
2.3.2 LIQUIDITY What is curent assests?
these are assets that will changed into cash within 12 months
31
2.3.2 LIQUIDITY What is intangible assests?
non-physical assets, such as customer lists, franschising agreements and brand names
32
2.3.2 LIQUIDITY What is liablities?
the debts of the business, in other words what it ows to others these area source of fund for a business can be short-term or long-term
33
2.3.2 LIQUIDITY What is current liabilites?
any money owned by a business that must be repaid within one year
34
2.3.2 LIQUIDITY What is non-current liabilities?
relate to long-term loans and any other money owned by the business that does not have to be repaid for at least one year, long-term can be loans, mortagages
34
2.3.2 LIQUIDITY What is liquidity?
35
2.3.2 LIQUIDITY What is working capital?
short term finacial health use cash to pay its debts more important that profit
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2.3.2 LIQUIDITY Why is it important to have liquidity?
a business with low liquidity is in danger if short-term creditors demand payment quickly e.g the bank recalls and overdraft
36
2.3.2 LIQUIDITY Example of non-current assets
property, plant and equipement goodwil & other intangibles
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2.3.2 LIQUIDITY What is non-current assests?
long-term resources that resources that will be used repeatedly by the business over a period of time can be called fixed assests
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2.3.2 LIQUIDITY examples in current assets
trade debtors and otehr recievables inventory short-term investment cash and cash equivalent
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2.3.2 LIQUIDITY example of current assests
trade debtors and otehr recievables inventory short-term investment cash and cash equivalent e
40
2.3.2 LIQUIDITY examples of current liabilities
short term loan overdraft current tax liabilites trade and other payables
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2.3.2 LIQUIDITY examples of non-current liabilities
long-term loan mortgage
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2.3.2 LIQUIDITY example of equity - same as net assests
equit = how the business is funded share capital - shareholders retqained earnings - profit as long as out assets are bigger than our liabilities then the business is worth something
43
2.3.2 LIQUIDITY What is income statement?
this measures the business performance over a given period of time, usually one year. It compares the income of the business against the cost of goods or services and expences incurred in earning that revenue
44
2.3.2 LIQUIDITY What is cash flow statement?
this shows how the business has generated and disposed of cash and liquid funds during the period under review
45
2.3.2 LIQUIDITY How do you calculate net current assets?
current assets - current liabilities = working capital
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47
2.3.2 LIQUIDITY How do you calculate net assets?
non current assets + current assets - current liablities - non current liabilites
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2.3.2 LIQUIDITY How do you calculate shareholder equity?
share capital + retained earnings
49
2.3.2 LIQUIDITY What is the uses of the statement of fincancial position?
to evaluate performances of the business to evaluate potential of a business to an investor its a summary calulation of the business
50
2.3.2 LIQUIDITY What is statement of financial position?
this is a snapshot of the business' assets ( what it owns or is owed ) and its liabilities ( what it owes on a particular day ) usually the last day of the financial year
51
2.3.2 LIQUIDITY Why is it called a balanced sheet sometimes?
sometimes its called a balanced sheet because it shows how, what a business owns ( assets ), is balanced by the source of finance that have funded these assets
52
2.3.2 LIQUIDITY How do you calculate current ratio?
current assets/ current liabilities
53
2.3.2 LIQUIDITY What is current ratio?
also known as working capital current ratio should fall between 1.5:1 and 2:1 if the ratio is below 1.5 the business may not have enough working capital, this might mean that the business is over borrowing or overtrading operating over a ratio 2:1 may suggest that the money is tied up unproductively retailers often have low current ratios as they have fast selling stocks you could improve by better stock/ credit control and reducing short term creditors current assets/current liablities = X:1
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2.3.2 LIQUIDITY What is the limitations of the statement of financial position?
value of assets stated may not be the same as the amount they will sell for intangible may include goodwill which is hard to put a value on a balance sheet is a static snapshot of one day in a business and the next day the picture may change
55
2.3.2 LIQUIDITY What is acid test ratio?
this ratio takes on stock as stock is not treated as a liquid resource stock is not guranteed to be solid if a business has an acid test ratio of less than 1:1 it means that its current assets less stock do not cover ots current liabilities however, with retailers they may have acid test ratios less than 1 as stock is likely to be sold quickly current assets - stock/ current liabilities = X:1
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2.3.2 LIQUIDITY How do you calculate acid test ratio?
current assets less stock/ current liabilites
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2.3.2 LIQUIDITY How do you improve working capital?
increase money coming in: get cutomers to pay more quickly - sell stocks to avoid holding too much - obtain external finance - increase sales
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2.3.2 LIQUIDITY How to improve working capital? ( decrease money going out )
negotiate later payment with suppliers spread costs all sell off unused assets leave rather than buy assets