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Finals > accounting > Flashcards

accounting Flashcards

1
Q

Net income calcul

A

Total revenues - Total expenses

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2
Q
A
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3
Q

Direct cost

A

cost that can be unambiguously traced to a object

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4
Q

Indirect cost

A

Cost that represents a resource consumed by several cost objects

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5
Q

Variable Cost

A

Cost that changes in proportion to changes in the related level of total activity

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6
Q

Fixed cost

A

cost that remains unchanged for a given period of time despite significant changes in the related level of total activity

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7
Q

Relevant cost

A

Expected future cost that differs among alternative courses of action being considered

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8
Q

Relevant revenue

A

expected future revenue that differs among alternative courses of action being considered

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9
Q

Sunk Cost

A

Past cost that is unavoidable because it will be incurred despite any taken action

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10
Q

Avoidable cost

A

A cost that will be incurred if an activity is suspended

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11
Q

EBIT definition + calcul

A

Earning Before Interest
(Selling Price - Unit variable cost) X Quantity -Fixed Cost.
or
UCM X Qty - FC

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12
Q

UCM

A

Unit Contribution Margin
Selling Price - Unit Variable Cost

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13
Q

Break Even Point (BEP)

A

Total cost and total revenue or equal

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14
Q

Quantity (BEP)

A

Fixed Costs / Unit contribution margin

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15
Q

Revenue (BEP)

A

Quantity (BEP) X Selling Price
or
(Fixed Costs / Unit contribution margin) X Selling Price
or
(Fixed Costs / (Selling Price - Unit Variable Cost)) X Selling Price

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16
Q

Wage

A

Fixed regular payment earned for work or services

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17
Q

Safety Margin (SM) definition

A

Activity that enables a company to make profit

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18
Q

Quantity (SM)

A

Quantity - Quantity(BEP)
or
Quantity - (Fixed costs / Unit contribution margin)
or
Quantity - (Fixed costs / (selling price - Unit Variable Cost))

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19
Q

Revenue (SM)

A

(Quantity - Quantity(BEP) ) X Selling Price
or
(Quantity - (Fixed costs / Unit Contribution Margin) ) X Selling Price

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20
Q

Average Cost (AC)

A

(Unit Variable Cost + Fixed Cost) / Quantity

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21
Q

Management control definition

A

process that provides information to support decisions and guide managers and employees

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22
Q

name the different areas of financial performance

A

Activity, Profitability, Return on investment, Value creation, Cash Flow

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23
Q

NOPAT def + calcul

A

Net Operating Profit After Tax
EBIT - Tax

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24
Q

COI def

A

Current Operating Income

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25
Q

ROS def

A

Return On Sales

26
Q

Gross Profit Ratio calcul

A

Gross Profit / Sales

27
Q

Operating Profit Margin calcul

A

Operating income / Sales (ROS)

28
Q

Net operating profit margin calcul

A

NOPAT / Sales

29
Q

Net profit margin

A

Net income / Sales

30
Q

ROE def + calcul

A

Return on Equity
Net income / Shareholder equity

31
Q

ROA def + calcul

A

Return on Assets
Net income / Assets

32
Q

ROCE def + calcul

A

Return on Capital Employed
NOPAT / Capital employed

33
Q

Capital employed calcul

A

Net Fixed Assets + Net Working Capital

34
Q

MVA def + calcul

A

Market Value Added
Market value of the company - Capital Employed

35
Q

TSR def

A

Total shareholder return

36
Q

EVA def + calcul

A

Economic value added
NOPAT - (WACC X Capital Employed)

37
Q

WACC def

A

Weighted average cost of capital

38
Q

EBITDA def

A

Earnings before interest, taxes, depreciation, and amortisation

39
Q

different type of motivational issues

A

Hidden agendas
Lack of incentives

40
Q

Dashboard def

A

performance measurement tool that facilitates the “pro-active” management of one or more activities as part of the group process

41
Q

type of dashboard

A

dashboard for monitoring operations
Dashboards for the strategy

42
Q

example of customer KPI

A

loyalty program
% of new customers
sales / customers
market share

43
Q

example of financial KPI

A

sales growth
EBIT
ROCE
EVA
EBITDA

44
Q

example of internal process KPI

A

% trained staff to a new process
number of improvement ideas from the staff

45
Q

example of environment and sustainability KPI

A

Raw material cost
CO2 reduction
% decrease in energy

46
Q

example of value/unit KPI

A

cost per passenger
% Distribution cost
Cost / Unit Produced

47
Q

example of staff KPI

A

Direct labour hours per unit of output
Strike days
% Unionised staff
Work accidents

48
Q

OVAR method

A

Objective, Value, Action, Results

49
Q

CPV def

A

Critical Performance Variable

50
Q

how many KPI per objective and CPV?

A

at least 1

51
Q

BSC method

A

Financial perspective
Customer perspective
Internal processes perspective
Learning and growth perspective

52
Q

name different influences on a budget targets

A

pasts results
changes in the environment
long term goals
improvements

53
Q

Name the basic functions of business planning

A

anticipation
regulation
learning

54
Q

for anticipation in a business plan, what are the details

A

projections on general data concerning the activity
simulation of different action plans
determination of required resources
quantification of expected results

55
Q

what is the main thing you do when regulating a business plan?

A

comparison of targeted objectives as a reference to the actual results.

56
Q

for learning in a business plan, what are the details?

A

Opportunity to design or adjust the performance model

57
Q

what is the task of a controller in a budget planning process

A

Organising and faiclitating

58
Q

what does the person controller of organization are in charge of creating

A

timetable
communication
data characteristics
information tools
information flows

59
Q

for the facilitating part of the job of a controller, what Is their interactions with others

A

assistance to operational managers
internal coherence of each budget
assistance to operational managers

60
Q

Incremental budgeting def

A

a company uses the current year’s budget as a starting point and makes adjustments to it for the next budgeting cycle

61
Q

zero-based budgeting def

A

all expenses must be justified. Restart from 0

62
Q

disadvantages of budgeting

A

cannot deal with rapid change
focus on short-term targets rather than value creation
encourages a “top-down” management style
time - consuming
Protect rather than lower costs

Finals (4 decks)

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