3.7 - Investment Appraisal&Assessing Business Performance Flashcards

1
Q

Investment appraisal techniques are used to decide whether returns received will be enough to justify initial capital expenditure
What are the 3 investment appraisal techniques?

A

1 - payback
2 - average rate of return (ARR)
3 - net present value (NPV)

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2
Q

What is payback as an investment appraisal technique? What should you be aware of the question mentioning?
Give 2 advantages and 2 disadvantages of payback

Just birefly not needed

A

Measures time period required for earnings from an investment to cover initial costs (inflows & outflows)
If given a residual value add to inflows-produce extra inflow at end of investment eg/sell machine at end of 4 years for £50,000

+ accurate as measures STM (less accurate further into future)
+ good for business with cash flow problems who may set criteria of short payback periods
- ignores timing of receipts&any profits received after payback
- danger of short termism (eg/expand in UK vs abroad)

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3
Q

What is average rate of return (ARR) as an investment appraisal technique? What are the 3 steps to calculate it? Give 2 advantages and 1 disadvantage of ARR

A

Compares rate of average annual profit generated by investment with amount of money invested in it
Allows 2/more potential projects to be compared to find out which has best return/comparison with other investment opportunities eg/banks

Any investment=risk&returns may not be forecast so investment should earn significantly bigger return than rate of interest in bank

+ straightforward to calculate&quicker than payback
+ looks at whole profitability of project (key=shareholders)
- takes no account of the time value of money

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4
Q

What is net present value (NPV) as an investment appraisal technique?
How can an appropriate discount factor be selected?
What 3 things must businesses consider in relation to investment and the time value of money/opportunity cost?
What does the results of NPV show?

A

Process of discounting cash flow & takes into account time value of money (£100 now worth more than £100 in future)

PV=cash flowxdiscount factor (do for each, + all together to get net then is it +/-?)

Know for discount factor: (given)

  • how many years money ill be received (further ahead=less worth)
  • what rate of interest=likely to be

1 rate of return on money invested
2 opportunities given up as result of investment (eg/ prevents firm enjoying return on money left in back with interest being added when money tied up in investment)
3 timing of inflows of diff. projects need considered (what’s firm missing when waiting for diff. inflows)

If NPV=negative investment not worth undertaking (PV of earnings is less than cost of investment, more profitable approach would be to invest capital in interest-bearing account earning at least rate of interest used for discounting)
When considering no. projects, NPV can be used to rank, business may choose it with highest NPV so most worthwhile in financial terms

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5
Q

What 3 things are included in an investment criteria?

A

Rate of interest
(ARR & NPV produce figures to compare with rate of interest-ARR to compare with investing in bank, NPV to produce positive NPV)

Level of profit
(target may be set for a return to match/exceed certain level-possibly ROCE)

Alternative investments 
(consider range of projects so rank them before choosing)
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6
Q

What are the 2 risks and uncertainties of investing?

List 3 ways a business could manage these risks

A

1 COSTS HIGHER THAN EXPECTED

  • purchase materials on foward market
  • build in allowances for fluctations in revenue&costs
  • ensure sufficient financial assets available

2 SALES LOWER THAN EXPECTED

  • timescales
  • new markets (no experience)
  • competitors reactions
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7
Q

What is sensitivity analysis?

(how does it work and how what is its use to managers)?

A

Used to assess likely outcome of decision, determining how diff costs/investments will affect profit&other financial indicators (quantitative techniques)

Change 1 variable at a time & see what happens to outcome you’re trying to measure eg/profit
- helps judge max expected loss (pessimistic estimate)&if can afford such loss

  • helps judge degree of risk in decisions&identify which variables have greatest impact on outcome of decisions
  • recognises no such thing as accurate forecast
  • considers one variable/assumption at a time
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8
Q

Who are legally required to conduct and publish a sensitivity analysis?

A

PLCs-expected to inc results within published annual accounts as form of risk assessment, specifically expected to show possible impact of changes in external variables most notably interest & exchange rates on business’ financial performance
(allowing investors to assess likely impact on profit & expected dividend level changes)

Businesses can reduce risks identified by sensitivity analysis (perhaps hold supply of money)

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9
Q

What is the calculation for breakeven?

A

BE = fixed costs/contribution per unit

Can be used in sensitivity analysis

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10
Q

What is a balance sheet and what does it show and to who?

What 3 things can it help assess to do?

A

Snapshot statement of assets, liabilities&capital (how much invested)

Shows wealth & debt (important for shareholders, managers & financiers)

Its always balanced due to double entry book keeping (2 entries cancel, every figure that comes in also goes in somewhere else)

Can assess whether/not to:
1 invest in business (health of business-is it doing well, is it worth it)
2 lend money to business (too much debt, are they likely to payback)
3 buy a business aka takeover (what its actually worth)

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11
Q

What are assets?

Inlude 3 short term/current assets and 4 long term/non-current assets?

A

ASSESTS = WHAT YOU OWN
Current=assets business owns either cash, cash equivalents, or expected to be turned into cash during the next 12 months
Non-current=purchased&expects to keep in business for more than 1 year

CURRENT ASSETS (SHORT TERM)

  • inventories
  • receivables (payment due from customers)
  • cash

NON-CURRENT ASSETS (LONG TERM)

  • land & buildings
  • machinery & equipment
  • vehicles
  • copyright
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12
Q

What are liabilities?

Include 2 ST current liabilities and 2 LT/non-current liabilities

A

LIABILITIES = WHAT YOU OWE
Current=due to be paid within next 12 months
Non-current=not expected to be paid within one year

CURRENT LIABILITIES (SHORT TERM)

  • payables
  • tax
  • ST borrowings

NON-CURRENT LIABILITIES (LONG TERM)

  • loan
  • mortgage
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13
Q

In relation to assets and liabilities, what’s the difference between long term & short term?

A

LONG TERM - things needing paid over longer period of time, more than a year (fixed & standardised)

SHORT TERM - could change everyday, less than a year (vary)

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14
Q

What’s involved in the capital section within balance sheets?

A

Share capital (money invested by shareholdesr)

Reserves (profits not paid out to shareholders/retained profit)

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15
Q

What are income statements and he 4 things inc in its basic structure?
Who looks at it & why?
What 4 reasons are income statements used for?

A

Records all revenues & costs within given trading period (usually 1 year), shows various kinds of profit & are used to judge success

1 Gross profit (rev-variables)
2 Operating profit (gross-expenses)
3 Profit before tax (interest received & paid so is either deducted or added to operating profits)
4 Profit after taxation (tax payable deducted & shows net amount earned for shareholders)

Shareholders (assess profitability)
Government agencies (calculate corporation tax)
Suppliers (reliability, stability, creditworthiness)
Potential shareholders & bankers (sound investment)

1 measure success compared to previous years
2 assess actual performance against expectations
3 help obtains loans/other credit
4 enable owners to plan future investment

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16
Q

In relation to income statements, what 2 things happen to profit after taxation?

A

Distributed profit (paid to shareholders in form of dividends)

Retained profit (good mangers use some profit to reinvest for future aka reserves)

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17
Q

What is dividend cover and how is it calculated?

What would be the views of the 2 types of shareholders involved with the business in relation to these payments?

A

How many times over dividends can be paid out using profits
total profit/dividend given

Good (for business) for dividend cover to be high but could result in pressure from shareholder wanting more, some may sell shares bc not satisfied=risk of takeover & lower share price
- but if they’re LT shareholder don’t pressure bc know business uses profit to make business better, so better benefits in LT eg/increased share value

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18
Q

What is ratio analysis and the 4 main types?

A

Examination of accounting data by relating 1 figure to another, allowing for more meaningful interpretation of data & identification of trends

1 profitability (net profit margin & gross profit margin) 
2 liquidity (how much money in business)
3 gearing (how much is borrowed)
4 efficiency (how effectively cash & stock=managed)
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19
Q

As a type of ratio analysis
What are LIQUIDITY ratios aka current ratio and what do they focus on?
How are they calculated and 3 ways can the ratio be improved What are the problems?

A

Investigate ST financial stability/health (enough to get by?) by examining whether there’s sufficient ST assets to meet ST liabilities
Shows relationship between CA&CL=liquidity position

current assets/current liabilities

To improve (more cash needed):
1 sell under-used fixed assets
2 raise more share capital
3 increase long term borrowing
(then reflects other figures in balance sheet)

Problems
- assumes all stocks sold&receive all receivables, in reality don’t sell all/trusting customers pay on time (will it be on time/get full amount) might have to sell off receivables to debt factoring (don’t get all)/put prices down to sell&get money but then don’t get full amount=unable to pay off liabilities/have money left

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20
Q

As a type of ratio analysis
What are GEARING RATIOS as 1/3 EFFICIENCY ratios and what do they focus on?
How is it calculated?

A

Measures amount of LT liabilities (LT borrowing) relative to capital employed (total amount invested)

  • examines extent business is dependent on borrowed money (indicating how vulnerable to financial setbacks, eg/interest changes-harder to payback money aka LT risk)
  • looks at company’s LT financial position (main measure of financial health)

non current liabilities (ST owe)/capital employed (invested) x100
capital employed=total equity+noncurrent liabilities

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21
Q

As a type of ratio analysis
What do PROFITABILITY RATIOS show?
What are the 3 types and how theyre interpreted?
How can they be improved (+) and what’s the problem if theyre too low (-)? How are they interpreted?

A

Allow comparisons (figures compared as % allowing easier comparisons) to assess returns from activities and investment

1 Gross profit margin=GP/revenue x 100
(shows value added to product-how much added to price, shows whether sales are sufficient to cover costs)
+ put prices up
+unit variable costs down
-may not be enough gross profit to cover overheads

2 Operating/net profit margin=OP/revenue x100
(tells you how efficiently business generates profit from core operations)
+boost gross profit margins
+cut overheads per £ of sales
+increase sales
- may not be enough operating profit to reinvest into business&grow

3 ROCE(measures efficiency with which firm generates profits from funds invested)
OP/capital employed (amount invested aka LT debt+equity) x100
High suggests resources being used efficiently, good profitability&shareholders=happy
Evaluate effectiveness of investent into return
Benchmark to compare with competitors in terms of efficiency&profitability (must be compared to determine if figure=satisfactory)
If ROCE=lower than rate of interest bank offered, owner would’ve been better keeping money in bank, taking little risk
NO right level of ROCE-most happy with 20% but many accept lower
+increase level of profit generated by same amount of capital
+maintain level of profits generated but decrease amount of capital needed to do so

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22
Q

As a type of ratio analysis
What are efficiency ratios?

As 1/3 EFFICIENCY RATIOS what is INVENTORY TURNOVER?
How is it calculated and results interpreted?
How can the ratio be altered aka improved?

A

How well business manages resources aka working capital, looks at management of stock, receivables & payables

INVENTORY TURNOVER (how many times business replaces its stock in year)

cost of goods sold/inventories held= no. times per year business sells & replaces stock

365/inventory turnover=how long holding onto stock for (high for perishable goods & tech-cant hold stock too long)

-depends on industry/type of good sold (if higher=small amount more often, smaller stock room needed&less workers needed to manage, less cash tied in stock, stops products going out of date/obsolete/economies of scale allows bulk buying)

+reduce level of inventory held (eg/JIT)
+increase rate of sales without increasing level of inventory held

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23
Q

What is working capital? What can it be used for?

A

Measures how efficiently business is at operating & how financially stable it is in ST

indicates liquidity levels of business for managing day-to-day expenses & covers inventory, cash, accounts payable, accounts receivable and short-term debt that’s due

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24
Q

What is debt factoring?

What are 3 advantages and 2 disadvantages?

A

External, ST source of finance, business can raise cash by selling outstanding receivables to a 3rd party (factoring company) at a discount-business gets up to 90% of their invoice value in cash now (rather than waiting)

+ Receivables turned into cash quickly
+ Business can focus on selling rather than collecting debts
+ Facility is practically limitless, therefore suits a fast-growing business

  • Quite high cost-charge made by factoring company
  • Customers may feel relationship with business has changed
    (may shop elsewhere & damage reputation)
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25
Q

What’s the difference between income statements and balance sheets?

A

Balance sheet displays what company owns (assets)&owes (liabilities), as well as LT investments, investors scrutinize balance sheet for indications of effectiveness of management in utilizing debt&assets to generate revenue

Income statement shows financial health of a company & whether/not a business is profitable, both revenue & expenses are monitored closely (crucial for management to grow revenue while keeping costs under control)

Together provide fuller picture of business’ current health & future prospects

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26
Q

Accounts leave out things which impact how successful a business is seen, they’re narrow in view, how?

3

A
1 ACCOUNTS FOCUS ON FINANCE 
(accounts don't show other factors relating to success of business as success doesnt depened on assets&liabilites eg/may have low profits but more ethical business
Success also depends on:
-culture
-attitude to risk
-skills&motivation of workforce
-social&environmental responsibility
Cant be expressed in numerical terms&ignored by accounts

2 USE PROFIT AS 1 OF MOST IMPORTANT PERFORMANCE INDICATORS
(LT success might come at expense of ST profit eg/investment will give growth in future but costly in ST, if business focuses on ST to satisfy shareholders don’t look to improve/grow, so growth in market share&investment in research etc may be better indicator)

3 STATE OF MARKET
(accounts=historical so no business can assume market&enviro it operates in remains same eg/no. competitor could change since publishing/economy slips into recession)

Most accounts provide data covering last 2 years allowing or comparison (better if longer term to be indicator of overall trend, bc ST, masks overall downward trend=could create false impression)

27
Q

Whats the value of analsying ratios in comparison with other businesses?
However what are the problems with interpreting profit?

A

For both new&established businesses, comparing ratios to those of competitors provides benchmark&strengths&comparisons can be identified eg/longer receivables period

  • PROFIT QUALITY
  • whats the source of profit&likely to continue in future? eg/selling unused machine generates income&increases profit but wont continue=low quality profit (important to separate one off low quality profit from high quality profit generated from normal trading activities (better to set on continuing source)
28
Q

Why do businesses manipulate published accounts?
What are 2 methods are there to doing this?

How did TESCO manipulate the accounts?
Give details of the case

A

Make them appear more favourable (not necessarily fraud but misleading as figures moved around)

WINDOW DRESSING (makes business appear financially stronger than it is)
-sale&leaseback of fixed assets allow business to continue to use assets but disguises poor liquidity by generating large cash inflow (injection of cash&improved CR as FA go down improving cash)

BRINGING FORWARD SALES
-sale recognised when payment made rather than received (encouraging customers to place earlier orders means they’re included at end of 1 year trading period rather than start of next giving apparent boost to revenue&profit-becomes vicious cycle as has to then be done every year)

29
Q

What are the limitations of using financial data and ratios to assess business performance?

A

FINANCIAL RATIOS:

  • tend to look backwards (at historical performance)
  • focus on measures possibly more important to shareholders than business management/other stakeholders

FINANCIAL DATA:

  • isn’t not solely best way of understanding how business is performing in terms of key competitive performance
  • tends to be more ST in focus whereas value of business often built over LT
30
Q

What are the key areas of non-financial performance data (give exaamples of each

A
OPERATIONS
Efficiency (unit costs)
Labour productivity
Capacity utilisation 
BE output
Quality (reject rate&lead time)
EG/EasyJet-continued to grow flight volume massively after growth or more than 100% in July, added another 30% in august-improved punctuality(quality)-delivered outstanding performance in relation to schedule reliability
HRM
Labour turnover&productivity
Unit labour costs
Absenteeism rate 
Revenue per employee
Staff retention rate 
Job satisfaction
MARKETING
Market share
Sales per employee
Sales growth (volume)
Customer retention rate 
Brand reputation&awareness

Environmental performance
Compliance regulation
Health&safety record
Social media reach&engagement

31
Q

In relation to non financial data what does marketing look at and marketing measurements of performance actually involve?

A

2 types of customers:
OLD (may be actively loyal, admire&believe in business OR loyal due to inertia aka it’s convenient “on way”)
NEW (can be good but expensive to acquire aka advertising)
Useful to know if new shop looking to open if customers of similar existing shops=loyal/passively inert

Key marketing measurements:
% repeat/new
% of old that are loyal/passive
Cost per head of gaining new customer (eg/marketing expenditure/no. new customers)
Market share
Gross profit margin (higher=better)
New product sales as % of total sales (higher=better&proves skills of new product development arm of marketing department)

32
Q

In relation to non financial data what do human relations measurements of performance actually involve?

Dont rally need so just scan

A

Assessing quality of input by staff

SOFT HRM look at engagement, teamwork&non-conformity, measures inc:
Annual ratings of job satisfaction
Diversity statistics at senior management levels compared to junior staff
Promotion data broken down into internalvsexternal (to see if strong upward mobility in organisation)
Money spent on training per employee
- such measurements not used in dynamic workplace eg/advertisement agencies staff trusted to give best, measured is whether they succeed
HARD HRM look at productivity, lateness&conformity, measures inc:
Recruitment cost per new staff member
Graduate trainee retention rate
Overall employee retention rate
Customer calls handled per hour
Lateness for work as % of days worked
- reflects quantities rather than qualities

33
Q

In relation to non financial data what do operations management measurements of performance actually involve?

A

Everything that can be measured is bc customers want goods delivered to exact specification at exact time&operations (making) embodies highest costs part of business process (if costs=excessive, competitiveness&survival at risk)

Some basic measures:
Managing quality (cut customer returns)
Managing waste (compare each year)
34
Q

What are 4 imitations of ways of analysing data which doesnt include looki at financial statements?

A
  • process of measurement can distort behaviour
  • may be compromise due to ensuring all boxes ticked
  • are the right things being measured
  • what measurements each business accepts is subjective (may place importance eon other aspect of task)
35
Q

Define short term and long term in relation to assessing short term and long term performance?

A

SHORT - timescale within which decisions can be reversed without causing much damage

LONG - timescale in which resource commitments can be hard to backdown

36
Q

What is short termism and what causes it?

What are the dangers of ST reporting?

A

Actions of managers with obsession with immediate issues rather than LT ones

Causes:

  • plc structure encourages it (pressures from financial markets-analysts want good figures)
  • pressures to care for immediate results rather than LT strategy (eg/shareholders/institutional investors inc. pension schemes&banks-measured every 3 months so care passionately about ST results of companies they’ve invested in/focus on EPS=way of judging bonus level to be paid to directors, boosted by ST measure of buying back shares which boosts gearing)
  • threat of takeover (bad figures=shares sold&share price falls=company tries to make it harder&more expensive by boosting ST profits)
  • boss unlikely ot have career based in finance so no understanding of LT thinking (directors in UK lack background in finance thus understanding unlike Germany&Japan)

Danger of ST reporting:
- external factors not taken into account, analysts exact profit increases, putting pressure on all

37
Q

In relation to assessing ST&LT performance, what are core competencies and some examples?

Give an example of where core competencies are considered important and why

A

Something unique business has/can do strategically well

May include:

  • collective learning within business
  • ability to integrate skills&technologies
  • ability to deliver superior products&services
  • ways business has differentiated to be competitive

Eg/ Starbucks=localised customer experience instead of globalised (each country will have slightly diff products to meet individual needs)

GERMANY’S MITTESLAND=masters at building LT core competencies (have developed own expertise in very focused areas&new competitors struggle to achieve same mastery of product development&production)
-CC=heart of LTist approach to business=about continually getting better

38
Q

Whats the danger of ST reporting?

A

City analysts make LT strategic thinking difficult (recommend whether to buy/sell sharers&expect close guidance on plcs current performance &profit expected at end of year)
If executive says a profit figure for end of year, but irl fall short, share price falls sharply=analysts talk about weak management
-ignoring impact of external factors eg/recession/change in weather effecting demand
-the bosses encouraged to massage figures t give stock market what it wants

39
Q

In relation to Short Termism performance, compare Plc Britain vs Mittelsland Germany

A

BRITAIN’S BIG BUSINESSES=plc, shares bought&sold on stock market

  • quantity focus (always trying to make more)
  • objective=maximise ST share price to keep market happy&enjoy big bonus due to high share price
  • papers dominated by latest results from plcs
  • encourage apprenticeships, is it enough? (high levels of outsourcing&low investment in staff)
  • legal requirements force large plcs to report profits&trading every 6 months (city analysts declare business star/dog) so business excessively focuses on results

GERMANY’S BIG BUSINESSES=sector dominated by world class, medium sized, family owned&run aka Mittelsland

  • focus=family ownership&humane management, LT thinking&focus on doing 1 thing well (desire LT success&sense of moral duty, creating culture of investment in people&tech)
  • quality over quantity
  • papers report on business issues&market opp.
  • Germany has 20x more market leaders (great for exports, works well for employment-employ 60% German workforce&80% trainees as work close with schools to get people prepared&working-soft HRM so feel valued)
  • objective=maintain world leading position to hand over continually successful to business to next gen
40
Q

What are earnings per share?
How are they calculated?

aka EPS

A

Used to determine value attached to each outstanding share of the company
Indicates comapnys profitbaility

Rising EPS makes it easy to pay out rising dividends to shareholders

Company profits after tax/no.shares issued

41
Q

Ultimately businesses want a boss who can withstand pressure while steadily delivering long term success, to achieve this many business start by kitchen sinking the company’s accounts in the first year, what does this mean and what does it achieve?

A

Means throwing every conceivable piece of bad financial news into income statement, creating dismal profits picture-from there only way=up

So as business returns to normal profitability, comparison with awful start makes business look impressive so buys time to perhaps enable boss develop worthwhile LT strategy

42
Q

In relation to the comparison of Britain and Germany’s ways of business, what has diluted the importance of plcs in Britain?

A

Private equity businesses
-may buy plc eg/boots, make it private, load it up with debt, then run it as combo of cash cow&tax avoidance scheme (can end up being more short termist than plc structure

Objective=sell business/float back on stock market within 3 years (ST)

43
Q

In relation to why strategy matters, what happened with Topshop and Zara in China? (comaprison)

A

When Topshop was bought, T&Z were similar sizes, approx 10 years later Z was making nearly 20x more profit

ZARA=owner intended to create something of lasting value&had LT approach,

  • more than 1/2 of his supplies came from Spain&Portugal (supporting local instead of far east like rivals), care taken over suppliers, staff&enviro
  • turned western European production into advantage (able to respond quicker than others to changes in catwalk fashion=delivers new designs 2x week worldwide&respond quick to any new trend)
  • adopted lean production (helped minimise cash tied up in stock)

TOPHOP=ST way of looking at investment (rapid 12 month payback period so only ultra profitable investments workout)
-other priorities=declared £1,200m paid out to sole shareholder his wife=resident of Monaco so no tax charged but to find it had to borrow £1,000m which would’ve been better invested taking T to China, making more £ in LT

44
Q

In relation to models used to assess overall business performance, what is Kaplan and Nortons balanced scorecard model and which 3 ways does a business follow to implement it?

A

K heavily criticised business fixation with profit as performance

Said to identify KPIs from 4 diff perspectives giving broader picture of business performance:
FINANCIAL PERSPECTIVE
(how do shareholders see us? eg/ratio analysis, profit margins)
CUSTOMER PERSPECTIVE
(business from customers eyes aka satisfcation eg/repeat purchase rate, levls of returns, reviews)
INTERNAL PROCESS PERSPECTIVE
(how effective are we internally aka efficiency eg/stock control, unit costs/speed of responding to queries, lead times)
LEARNING&GROWTH PERSPECTIVE
(how can we change&improve aka knowledge&innovation eg/improvement suggestions per employee, employee retention, inc Kaizen continuously getting better&all helping improve)

To implement, business should set out clear strategy then consult with managers about:
1 Main factors (outcomes need to be right for strategy to succeed)
2 What to measure (how best to measure each of factors)
3 How to measure (setting up affordable&reliable measurements)

45
Q

In relation to models used to assess overall business performance, what is Elkingtons triple bottom line balanced scorecard model?

A

Believed more to success than profit
Work towards implementing sustainable business model&aim to measure financial, social&enviro performance of business over period of time, only then does business measure full costs of activities
(if 3 measured, employees likely to pay attention&change behaviour accordingly bc know will be outcome/target but irl can be diff to find/agree ways of measuring impact businesses has on planet&people)

Way of assessing&reporting on business performance based on 3 important areas
PROFIT
(familiar to managers, identified from income statement so normally reliable but irl can be windowdressed)
PLANET
(measures impact of business on enviro eg/emissions, sustainable materials)
PEOPLE
(measures extent business=socially responsible, hard to calculate&report reliably&consistently eg/how can you measure impact on people-if neg will try to minimise)

46
Q

In relation to models used to assess overall business performance, give an example of a company who use Elkingtons triple bottom line model

A

NOVO NORDISK
2 companies started production of insulin
PEOPLE=both focused on development of products to benefit diabetics (not all about profit but people)
-show responsibility to patients, employees (treat with respect&integrity eg/encouraged to take part in activities that further education/research&plan fundraising events for research)
PLANET=communities (aim to minimise effect on enviro through production eg/closely manage use of waste=wind energy used to reduce effect)
PROFIT=investors (have local presence, on doctors business card biggest writing was registered trademark “Changing Diabetes” not name)

Began as just something they did but not written in terms of company that has to be done

47
Q

In relation to models used to assess overall business performance, Elkingtons triple bottom line aims to measure financial, social&enviro performance of business over period of time
What are 4 advantages and 3 disadvantages of using it

A

+ encourages business to think beyond narrow measure of profit perfromance aka look at other aspects
+ encourages CSR reporting
+ supports measurement of enviro impact&extent of sustainability (eg/gov might intro stricter ways which are costly to implement but if already closely working to reduce effects, don’t have to spend/change a lot)
+ publishing of all measurements would give incentives to managers to work harder on issues (eg/workplace accidents&pollution)

  • hard to reliably&consistently measure impact on people&planet bottom lines (where do no.s come from?)
  • no legal requirement to report it so take up=poor (bigger take up by businesses who need positive public relations? aka solely for marketing&image aspect)
  • not everything that can be measured matters&not every thing that matters can be measured (so diff to include all but also thngs not measured go unnoticed, is 1 measure more important than other?)
48
Q

NPV is the process of discounting cash flow & takes into account time value of money (£100 now worth more than £100 in future)

Outine 3 advantages & 3 disadvantages

A

+ makes allowance for opp cost of investing elsewhere
+ takes into account amounts & timings of cash inflows & outflows & for entire duration
+ can be used for “what if” scenarios (repeat calculations for diff interest rates)

  • difficult to choose discount rate
  • complex to calculate & easily misunderstood
  • results not directly comparable when initial investments differ (considers profit not costs)
49
Q

What 2 major considerations for managers when deciding whether or not to invest?

What are 4 other qualitative factors to consider for all methods?

A

2 major considerations:

  • total profits earned by investment over foreseeable future
  • how quickly investment will cover costs

1 COMPANY OBJECTIVES
(if pursuing long term growth may choose investment with longer potential returns)
2 COMPANY FINANCES
(does business have the finance available-will gearing be affected if borrowing-would bank give money?)
3 CONFIDENCE IN DATA
(how were they made, bias/independent company hired? Overoptimistic? Should create higher costs=prepared)
4 SOCIAL RESPOSIBILITIES
(ethical considerations eg/moving business/redundancy effect rep)

50
Q

LIQUIDITY RATIOS investigate ST financial stability/health (enough to get by?) by examining whether there’s sufficient ST assets to meet ST liabilities
How are they calulated and how are results interpreted?

A

current assets (owns)/current liabilities (owes)=_:1

Between 1.0-3.0=good, suggests business has enough cash to be able to pay debts, but not too much finance tied up in current assets which could be reinvested/distributed to shareholders

Less than 1.0 suggests business struggling to pay its debts=liquidity problems
If too high=too much moeny tied in stock so not making most efficient use of resources/giving to long for receibales=not looking at bigger picture=opp cost not taking risks to improve/grow

BUT ideal figure depends on industry (diff firms have dif requirements for holding stock&appraoches to credit eg/common for some insutries to gove long period)&better if look to at trend not spanshot (sudden deterioration=good indicator of liquidity problems)

51
Q

How is it calculated, interpreted and improved?
non current liabilities (ST owe)/capital employed (invested) x100
capital employed=total equity+noncurrent liabilities

A

-loans above 50%=highly geared&vulnerable to increased interest&fall in demand (leaves less profit for shareholders&to retain-questionable whether can make repayments&pay full amount but if demand falls sales&profit falls)
(to improve=reatin profits&repay debts)

-20%&below=lower gearing=lower risk (of failure), more able to negotiate loans at better rates
(to improve=increase gearing business eg/has capacity to add debt eg/take loan)

52
Q

As a type of ratio analysis
As 1/3 EFFICIENCY RATIOS what are RECEIVABLE days?
How are they calculated and results interpreted?

What are 2 problems of using receievabe days ratios to measure success?

A

RECEIVABLE DAYS (shows how long on avg company takes to collect debts owed by customers)

receivables/rev x365=days taken to pay

  • if collecting faster=cash position improved (better to have cash than waiting for it)
  • industry average needs taken into account, several actions can be taken to reduce it eg/offer early-payment incentives/using debt factoring
  • look for signif changes, if increase=issues collecting
  • figures can be window dressed to reduce no. shown as outstanding
  • figures on balance sheet tells little about nature of receivables (doesn’t show how long waiting/if coming from customers paying on time/long overdue/never received-what points it written off/given to debt factoring?)
  • high prop. of bad debts result in overvaluation of current assets increasing chance of liquidity problems (receivables inc. as money to receive but will they actually receive it/full amount)
53
Q

As a type of ratio analysis
As 1/3 EFFICIENCY RATIOS what is PAYABLE DAYS?
How is it calculated and results interpreted?
How can the ratio be altered aka improved?

A

PAYABLE DAYS (how on long on avg company takes to pay suppliers)

payables/cost of sales x365=days taken to pay

  • important to look at if considering supplying them
  • if longer=business sees it as better (holding onto cash for longer, can make ST investments, suppliers can refuse extension=unable to pay bills) but more ethical to pay sooner
  • if liquidity ratio worsening&pds increasing=liquidity problems

+pay bills more promptly (would worsen ST cash & working capital position but may have LT benefits if relationships with suppliers improve)

Ideally payable days should be =/longer than receivable days (if customers pay sooner than you have to pay suppliers, itll benefit working capital position)

54
Q

Whats the value of financial ratios?

A

+
Very useful anaytical tool, used&undertood widely
Most users of accounts interested in what rather than why which ratios give quickly eg/whats gearing rather than why
Management can gain huge insights into competitors performance through ratios (PLCs have to publish accounts)

  • Reliability (historical figures, subjective judgments when reocrding data, each business has own accounting policies eg/value of stock)
    Scope for manipulation (year end figures in B sheet to boost sales looking more favouable)
    1 ratio isnt enough (need to compare with competitors&over time to spot trend, not just snapshot&circumstances in market&economy change overtime)
    Dont show business strengths (eg/branding/how well perform on service/quality/ethically aka just 1 indicator of business performance)
    Can identify problems but not how to solve
55
Q

Businesses may manipulate accounts to appear more favourable through window dressing and bring forward sales
Give details of a case who manipulated their accounts

A

TESCO CASE
Pulled forward payments from suppliers to paint more flattering picture of finances as struggled to meet profit targets&face heavy competition from discount stores eg/Aldi while locked in bitter price war with major rivals inc. Asda
-consequence=£500m slashed annual profits (shares slumped to all time low, cost of cleaning up dealings with suppliers&bringing in extra shop floor staff to improve service)
-individual responsible for chartered accounts for Tesco could possibly face unlimited fines, legal costs&exclusion from profession i misconduct found in investigations

56
Q

What are the symtpoms of short termism?

A
  • inadequate expenditure on R&D
  • accounting adjustments to inflate current earnings (eg/window dressing/bring forward payments)
  • bias toward high dividend payments&share buybacks (so don’t have to pay much out) at expense of investment
  • adoption of executive pay schemes (ST in ways to achieve) that reward achievement of ST goals
  • lots of cuts in employment levels destroying stock of human capital (loss of skills)
  • disregard for LT risks in company’s products/services/business strategy
  • excessive focus on acquisitions (=fast growth) over organic growth (expand)
57
Q

What are the effects of short termsim?

A

Effects:

  • underestimating/ignoring opp. that may exist in LT (HMV believed profits to be made off line despite evidence on consumers moving online)
  • reluctance to invest in capacity, training, R&D&image-building advertising (saves in ST but costly in LT when need to recruit&train fast so unable to seize growth opp.)
  • decisions seem wise in ST but not down line (eg/selling part of business off to competitor)
  • performance reward systems over focus on ST gains encouraging staff to achieve increased profit today even if at expense of tomorrow (eg/increased prices for ST profit, but in LT decreased market share)
58
Q

What problem does short termism cause for britain?

A
  • limits our ability to innovate&makes it hard for engineering&manufacturing to grow&thrive, stifling economic growth
  • cant just build Mittelsland bc difficult to change national culture (Britain=making money, Germany=building something great)
59
Q

Kaplan and norton heavily criticised business fixation with profit as performance measure so broader view of key performance measures by introduing 4 perspectives.
Evaluate their model
4 advantages 4 disadvantages

A

+ Gives more all round view of company&achievements/failings (can feed into SWOT)
+ Encourages companies to find measures that look at present&future, not past (profit=historical figures)
+ hihgly flexible as business chooses own KPIs
+ Inv all in business (cutomers up not just financial people)

  • Manager finds way to hit target but actions cause unnoticed problems elsewhere (ignore&neglect those not inc)&behaviour becomes distorted
  • Needs updated regularly to be useful
  • Need balance between 4 also takes lot of time so risky (focus on it too much on measures than changes in market)
  • High failure rates bc managers rely too much on outside consultants (expensive)&too little on own staff (measures end up imposed on them&don’t believe in it but has to be supported by all to work) aka doesn’t work well
60
Q

A risk of investing is that costs may be highe than expected, in which 3 ways could a business manage this risk?

A

1 PURCHASE MATERIALS ON FORWARD MARKET
(negotiate price at present time for product to be delivered at agreed rate in future-removes risks of increased cost but costly if prices fall)

2 BUILD IN ALLOWANCES FOR FLUCTATIONS IN REVENUE AND COSTS
(managers forecast range of sales figures based on market research but allowing market to change in adverse/favourable way-helps judge degree of risk)

3 ENSURE SUFFICIENT FINANANCIAL ASSETS AVAIABLE
(when trading in volatile/rapidly changing markets business should ensure has sufficient resources to deal with adverse circumstances eg/finance)

61
Q

A risk of investing is that sales may be lower than expected, in which 3 ways could a business manage this risk?

A
1 TIMESCALES
(harder to forecast many years ahead-tastes&fashions change/new competitors/products enter market)

2 NEW MARKETS (when entering new market business has less experience & no financial records to use as guide in forecasting sales)

3 COMPETITORS REACTIONS
(any investment can provoke response eg/increased advertising & cutting prices could all impact sales)

62
Q

Sensitivity analysis is used to assess likely outcome of a decision, determining how diff costs/investments will affect profit&other financial indicators

Evaluate its use
3 advantages
3 disadvantages

A

+ identifies most significant assumptions which therefore require closer attention
+ helps assess risk&prepare for pessimistic scenario
+ helps make process of business forecasting more robust

  • only tests 1 assumption at a time
  • only as good as data on which forecasts are based
  • somewhat complicated concept (not understood by all managers)
63
Q

Why is business short termsim problem for the UK economy?

A

limits our ability to innovate&makes it hard for engineering&manufacturing to grow&thrive, stifling economic growth

  • cant just build Mittelsland bc difficult to change national culture (Britain=making money, Germany=building something great)