Analysing financial performance Flashcards

(50 cards)

1
Q

3 different budgets

A

revenue
expenditure
profit

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2
Q

What can failure of not knowing what money is coming in and out of business lead to

A

cash flow difficulties
worst case- insolvency(not being able to pay creditors) useually affecting smes in times of recession

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3
Q

Main causes of cash flow problems

A

late or failed payments from customers
weak sales
unexpected increased costs

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4
Q

Importance of creating and monitoring a budget

A

-prevent cash flow issues
-calculate budget variences

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5
Q

Why is it good to have favourable and bad to have adverse

A

increased and decreased net profit values

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6
Q

Why may adverse be beneficial to business

A

if sales rev has risen by 10% its likely cost of sales may have increased to cover costs of production good or performing service.
Or more money into advertising increasing costs but sales rev may have increased

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7
Q

Reasons for favourable and adverse sales variances

A

-successful advertising campaign, demise of competitor, favourable weather, bonus scheme for sales team
-successful activities of competitors, ineffective advertising,logistical problems of stock not arriving with customer on time, bad weather,decreased or increased price

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8
Q

Causes of favourable and adverse cost variances

A

-improved labour productivity, reduced costs of imported components due to stronger pound, cheaper supplier
-waste in production, strikes, devalue of pound, price rise from suppliers

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9
Q

Ways to improve sales revenue

A

new improved product range, advertising campaign

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10
Q

Why may wages have increased

A

had to take on new staff or avoid strike from workforce

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11
Q

Ways to improve wage costs

A

purchasing machines to replace workers, redundancies

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12
Q

What may also cause variances in budget

A

inaccurate budget

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13
Q

Ads and disads of budgets

A

-improved financial control-monitering expenditures and revenues so adverse can be reacted to increaseing profit
-limited resources are used effectively allocsting resources where most likely to achieve objectives saving money and costs
-motivate employees as feel involved in meeting budget, financial rewards if budget is met

-mangers and employees not included in budget can be demotivated
-inflexibility to react to changes in market such as new competition and. not enough marketing budget
-if info is unreliable innaccurate budget constructed so budget variances will be in accurate

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14
Q

What is the trading, profit and loss account

A

historical record of a business over a specific period of time

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15
Q

Why is the trading pl account important

A

-shareholders see hoe business has performed acceptable profit?
- comparrison with other similar businesses
- providers of finance to see wether viable
- limited compants to satisfy legal requirements to report on financial record

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16
Q

What is gross and net profit an indicater of

A

efficiency of making and selling product
is efficiency overall as rev and expenses included

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17
Q

What is corporation tax and dividends, and retained profits

A

limited companies requierd to pay this from net profit
% of profit after tax paid to shareholders
money left that will be reninvested for following year ( capital employed)

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18
Q

What should be considered when analysing p and l account

A

performance over time- trend in fall or rise
comparing performance to competitors- may compare to market growth as a whole
benchmarking- comparison with business who is not direct competitor- set standards of aims to achieve - innaccurate if in complete different industry

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19
Q

Reasons for sales rev or costs of sales rising or falling

A

-attracting or losing customers, poor product range, advertising campaigns
-increasing raw mats cost or direct labour costs

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20
Q

Why may have expenses increased

A

advertising or higher wages

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21
Q

What is a balance sheet

A

way of recording a businesses assets and liabilities

22
Q

What is a non current assets and current assets

A

owned for over a year such as machinery, property and viechlles
owned for less than a year such as cash in bank account, owed invoices, stock

23
Q

What are current liability and non current liabilities

A

current- paid within next 12 months overdrafts, trade credit,
non current- paid over a year bank loan, mortgage

24
Q

What is net assets

A

total assets- total liabilities

25
What else may be on balance sheet
share capital, retained profits
26
What is working capital
total current assets - total current liabilities money used to pay short term liabilities (less than a year)
27
Why may fixed assets have fallen
business shrank in size as owns less long term assets
28
If current assets increase and current liabilities fall what dors thid mean
more working capital and so improved liquidity for paying day to day running costs- supplies more willing for tc
29
If non current liabilities fall
interest rates also mean not investing in growth especially if fixed assets decrease
30
What is capital employed
share capital+retained profit(shareholders funds)+non current liabilities money used all the money to invest into assets and pay liabilities
31
What is capital employed a measurement of
total resources a business has available to it but may not be perfect as a business may lease some production capacity
32
What is returm on capital employed
Net profit/capital employed x100 profit made on resources available to it
33
If roce is above 5% of interest provided by banks what does this mean
return is good
34
Why is roce important to business
if deemed good -retain and attract shareholders -more capital available for investment such as growth, r and d and marketing -compare to other companies to see whos roce is better
35
Why does business need wc
pay wages, pay suppliers maintain day to day cash flow maintain sufficient liquidity to survive and grow in the future
36
causes of wc problems
-poor control of stock -poor control of trade debtor -unexpected events -ineffective use of trade creditor
37
Why may working capital vary
-need to hold stock- some business may need to hold substantial stock(retailers) -lean production- lower levels of stock and so less working capital needed -expected credit period by customers-i flong credit periods can be taken before trade debtors settle invoices high wc required -effectiveness of credit control- too much trade credit snd too long to settle bills meaning higher trade debtors and higher wc -credit period offered by suppliers-longer the better the cash flow and wc
38
Why may larger businesses obtain more favourable credit terms from suppliers and what else may affect wc
bargaining power seasonal demand
39
What is current ratio
current assets/current liabilities ability to cover short term liabilities expressed to :1
40
What is ideal current ratio
1.5:1
41
What does it mean if current ratio less than 1
insolvency- cannot cover liabilities fines,fees, relationships
42
What does it mean if too liquid over 2
inefficiency as could be used elsewhere to improve profits, pay shareholders
43
Why may current ratio be misleadiing
are inventory and receivables liquid enough to cover assets inventory that goes out at slower rate so current assets may lead to false sense of security
44
What is acid test ratio calculaton
(current assets-inventories)/current liabilities
45
What is ideal ratio
1:1
46
What if acid test ratio is less than 1
not enough current assets and is insolvent
47
What element of doubt is left with acid test
are recievables liquid enough are customers reliable,customers default on payments
48
Why may firms firms have less than 1:1 acid test ratio
confident in ability to turnover stock quickly confident in size and power of organisation( bargaining power) to get out of situation
49
What is liquidity ratio used to measure
sufficient current assets to cover current liabilities
50
What is depreciation
estimate of fall of value of fixed asset over time