Financial Management Flashcards

(42 cards)

1
Q

5 types of trading mechanisms

A

Sole Trader
Partnership
Limited Company (Ltd)
Public Limited Compant (Plc)
Unincorporated association

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2
Q

Sole Trader

A

Few formalities
Trader can make contracts and employ people
Trader owns all assets and liabilities
Profits are personal income and liable to tax

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3
Q

Partnership

A

2 or more sole traders
Should be governed by partnership agreement
Jointly and severally owned assets and liabilities
Profits are income of partners
Can create limited partnerships

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4
Q

Ltd

A

Separate legal person under law
shares distributed to directors
Legal formalities must be observed - company returns and house registration
Limited liability
Creates ‘image’
Profit is income of company

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5
Q

Plc

A
  • Separate legal person
  • Shares distributed/traded to public
  • Legal formalities observed
  • Limited liability
  • Creates ‘image’
  • Profits are income of company, shared betweeb shareholders
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6
Q

Unincorporated association

A
  • Formed by group of like people: sports clubs, charities etc
  • no formal legal requirements: charities commission for charitable status
  • Management committee holds trust of members
  • Not a legal body: committee liable for debts, cant borrow money
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7
Q

Purpose of Accountants

A

Look after business health:
- Cash forecast
- Balance sheets (current state of business finances)
- Profit and loss records

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8
Q

Profit and Loss report

A

Shows:
- where costs are
-what tax bills will be
-where you are in the profit cycle

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9
Q

Gross Profit & Loss

A

+ Income from product sales
- Basic cost of trading
= Gross profit margin (or loss)

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10
Q

Net Profit and Loss

A

+ Income from product sales
- Cost of sales (volume related - material costs, casual labour, machine powering, overtime etc)
- Overheads (Rent/leases, Interest on equipment, admin costs, heating costs, permanent staff)
- Depreciation
= Net Profit before tax

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11
Q

Non-linear variable costs

A
  • Things like raw material bulk purchase, which is susceptible to non-linear change
  • Stepwise costs like setup, extra shifts, additional equipment rental etc
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12
Q

Simple Linear Depreciation

A

Depreciation = (Cost - Residual Value)/Life

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13
Q

Balance Sheet

A
  • Shows the situation at a moment in time: assets. liabilities, difference
  • What you have - what you owe
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14
Q

Fixed vs Current Assets/Liabilities

A

Fixed - Over 1 year e.g. plant, machinery, buildings

Current - Within 1 year e.g. short term debtors, stock, prepayments

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15
Q

Types of accepted account adjustment (3)

A

Accruals - something in the works, but with no paperwork e.g. sent the product but no invoice received yet
Provisons - Allowance for possibility of something going wrong
Prepayments - paid for but yet used e.g. rent, IT service maintenance contract etc

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16
Q

What is stock worth (4)

A

Cash Price (what was paid for it)
Sale Price (What it would sell for)
Zero
Negative

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17
Q

Real Cash Forecasting

A

Educated guess of cash flow to minimise risk incorporating:
- Industry standards for timing
- Payments - good estimates of known costs e.g. staff, materials etc
- Income - market analysis and experience

18
Q

Accounting Ratios definition

A

Financial performance indicators that help analysing business financial health and operational efficiency.

Provides quick calculations and numbers for industry comparison

19
Q

Accounting ratios (4)

A

Profitability
Cash flow/ Liquidity
Efficiency
Capital structure and investment

20
Q

Profitability ratios (2)

A

Gross profit to sales (gross profit/ sales *100)
Net profit to sales (net profit/ sales *100)

21
Q

Return on Investment (ROI) or Return of Capital Employed (ROCE)

A

ROI = (net profit before tax and interest/capital employed) *100

how much you are making using your assets

22
Q

Cash flow ratios: current ratio

A

Current ratio = Current assets/ current liabilities

cushion available to short term creditors
normally approximately 2:1

23
Q

Cash flow ratios: Liquidity ratio (acid test)

A

LR = (cash + debtors)/ current liabilities

Measure of liquidity.
Should be 1:1
If over you’ve either got too many debtors or under-used cash
If under, difficulty meeting current liabilities

24
Q

Cash flow ratios (2)

A

Liquidity Ratio
Current Ratio

25
Efficiency Ratios (5)
Average Collection Period Credit Period Stock Turnover Sales to Fixed Assets Sales per Employee
26
Capital Investment Indicators (4)
Accounting Rate of Return (ARR) Payback period (PP) Net present value (NPV) Internal Rate of Return (IRR)
27
ARR
(Average annual profit/Average investment to earn that profit) *100
28
PP
Cumulative sum of the net saving until the investment cost is met
29
Net Present Value (NPV)
PV of cash flow in a year n = Actual cash flow of year n/(1+r)^n Net PV = sum of PVs for each year
30
ROI equation
Net profit before tax and interest / Capital employed
31
Current ratio
Current assets / current liabilities
32
Liquidity ratio
Cash + Debtors / Current liabilities
33
Average collection period
(Average debtors / Sales) x 365 Taking too long to collect debts is risky in case the businesses go insolvent.
34
Average credited period
Average credit/sales x 365 if credits paid off too quickly then full use of credit is not being used as short-term finance. Oppositely if the credit period is too long the company may be too dependent on credit for short-term finance.
35
Accounting rate of return
Average annual profit / average investment to earn that profit
36
What sources of finance could a company consider?
Bank loan Investment grant Share distribution Cash reserves/ reinvestment of profit
37
percentage value depreciation formula
Value = Cost(1-p)^T p = value lost T = year
38
Sum of years digits
Value lost = (total life/ years!) * Original value
39
By book price
Depreciation indicator for large market products only e.g. cars (a 2010 VW Golf has a standard price now of X)
40
Benefits of a longer term loan
Lower cost per month/quarter, Improved cash flow
41
2 ways in which a buisness expansion could be funded
Share distribution of a company Use of profits saved and cash reserves
42
Fixed vs variable costs
Fixed are buisness overheads, they stay the same irrespective of quantity - rent, interest on equipment, admin costs, heating costs Variable costs increase as production volume increases -material costs, casual labor, machine power costs