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Business > Unit 5: Finance > Flashcards

Unit 5: Finance Flashcards

1
Q

Name 5 types of financial objectives

A
  • revenue obj
  • cost obj
  • profit obj
  • cash flow obj
  • objectives for investment
  • return on investment obj
  • objectives relating to debts as a proportion of loans by long-term funding
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2
Q

Give 3 benefits of setting financial objectives

A
  • acts as focus for decision making and effort
  • key context for making investment decisions
  • reduced risk of business failure
  • helps co-ordinate the different business functions
  • important measure of success/ failure
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3
Q

Give 3 difficulties in using financial objectives

A
  • external changes may affect ability to achieve financial objective
  • certain objectives may be difficult to measure accurately
  • financial objectives may conflict
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4
Q

What are the three major forms of revenue objectives

A
  • sales maximisation
  • targeting a specific increase in sales revenue
  • exceeding the sales of a competitor
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5
Q

Give 3 cost minimisation objectives

A
  • achieving a certain cost reduction in the purchase of raw materials
  • reducing wage cost per unit
  • lowering levels of wastage
  • relocating a business to a ‘least-cost’ site
  • improving efficiency of production
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6
Q

Give 3 benefits of cost minimisation

A
  • lower unit costs (competitiveness)
  • higher gross profit margin
  • higher return investment
  • improved cash flow
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7
Q

What are the 3 main profit targets

A
  • profit maximisation
  • targeting a specific increase in profit
  • exceed industry/ market profit margins
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8
Q

Why is setting profit maximisation difficult to set

A

It’s hard to know if it’s been achieved

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9
Q

Give an example of a cash flow objective

A
  • spreading costs more evenly
  • reduce amount held in inventories
  • reduce bank overdraft by a certain sum by end of the year
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10
Q

How do you calculate return on investment

A

Financial gain from investment - cost of investment

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11
Q

How do you calculate return on investment as a percentage

A

(Return on investment ÷ cost of investment) x 100

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12
Q

What is business investment?

A

Capital expenditure or the purchase of other businesses or brands

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13
Q

What 4 things should return on investment enable a business to recognise

A
  • trends in financial performance
  • changing levels of return for activities
  • the total level of investment it should undertake
  • the relative financial returns on different investments
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14
Q

Give 3 factors that influence investment decisions and objectives

A
  • expected return on investment
  • interest rates
  • attitude to risk/ org confidence
  • nature of production
  • expected demand
  • availability of finance
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15
Q

What is debt capital and give an example

A

Borrowed funds such as bank loans or debentures

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16
Q

What is debentures

A

When external sources provide funding to a business in return for regular fixed interest payments and an agreed repayment date. This is usually for a long period of 10 years or longer

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17
Q

What is equity capital

A

Funds provided by shareholders

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18
Q

What’s more risky debt capital or equity capital

A

Debt capital because is had to be repaid

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19
Q

Why could high level of debt be an objective

A
  • interest rates are very low and therefore cheaper than dividends
  • profits and cash flow strong so debts can be repaid easily
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20
Q

Give the 2 reasons for higher equity in capital structure

A
  • there’s a greater business risk
  • more flexibility is required
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21
Q

What’s the equation for debts as a proportion of long term funding

A

(debts ÷ long term funding) x 100

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22
Q

Give 3 internal influences on financial objectives

A
  • business objectives
  • finance
  • HR
  • operational factors
  • available resources
  • nature of product
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23
Q

Give 3 external influences on financial objectives

A
  • PESTLE
  • market factors
  • competition
  • suppliers
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24
Q

Give 3 examples of cash inflows

A
  • The receipts of cash (typically from sales of products)
  • payments by debtors
  • Loans received
  • Sale of assets and interest received
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25
Q

Give 3 examples of cash outflows

A
  • payments of cash
  • payments to creditors
  • loans repaid/ given
  • purchase of assets
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26
Q

Give two reasons why profitable firms may be short of cash

A
  • the firm has built up its inventory levels
  • firm’s sales is on credit
  • firm has used its profit to pay dividends to shareholders or repay long term loans
  • company has purchased non-current assets
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27
Q

What are the 3 key measures of profit

A
  • gross profit
  • operating profit
  • profit of the year
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28
Q

How do you calculate net cash flow

A

Sum of cash inflows - sum of cash outflows

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29
Q

How do you calculate gross profit

A

Revenue - costs of sales

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30
Q

What does gross profit show

A

How efficiently a business is converting raw materials into finished products

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31
Q

What does gross profit indicate

A

How well a business is adding value to its raw materials

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32
Q

How do you calculate operating profit

A

Gross profit - administrative expenses

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33
Q

What is regarded as the best measure of profit

A

Operating profit

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34
Q

What is profit of the year

A

Profit that is left after the tax has been accounted for

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35
Q

Which measurement of profit is useful to shareholders

A

Profit of the year

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36
Q

What is a budget

A

A financial plan for the future based on estimates of income and expenditure

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37
Q

Give 4 uses of budgets in management

A
  • establish priorities and set targets
  • forecast outcomes
  • allocate resources
  • improve efficiency
  • control income and expenditure
  • provide direction and coordination
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38
Q

What are the 4 principles of budgeting

A
  • managerial responsibilities are clearly defined
  • performance is monitored against the budget
  • corrective action taken if results differ significantly from the budget
  • unaccounted for variances are investigated
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39
Q

What is the historical budgeting approach

A

The use of last years figures as a basis of budget

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40
Q

What is an advantage and a problem with the historical budgeting approach

A

Advantage: realistic bc it’s based on actual results

Problem: circumstances may have changed and doesn’t encourage efficiency

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41
Q

What is the zero budgeting approach

A

Costs and revenue is set to zero and the budget is based on new proposals for sales and costs

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42
Q

What is a problem with the zero budgeting approach

A

It makes budgeting more complicated and time consuming

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43
Q

What are the 3 types of budgets

A

Income/revenue/sales budget
Expenditure/cost budget
Profit budget

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44
Q

Give 3 costs that can be found in expenditure budgets

A
  • raw materials
  • labour costs
  • capital costs
  • rent
  • marketing expenditure
  • administration costs
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45
Q

What is a capital budget and name 3 costs in it

A

A budget for a new business or project
- construction costs
- premises
- legal costs
- furniture/office equip
- insurance

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46
Q

What should you take into consideration when analysing the market

A
  • market size and growth
  • market share
  • market prospects
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47
Q

What should you take into consideration when making the sales budget

A
  • sales forecast
  • new products
  • pricing changes
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48
Q

What should you take into consideration when making the costs budget

A
  • the sales budget
  • changes in supplier’s prices
  • contingencies
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49
Q

What is a variance

A

The difference between budgeted and actual figures

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50
Q

How do you calculate variance

A

Budget figure - actual figure

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51
Q

When is a favourable variance shown

A
  • when the actual revenue is higher than the budgeted revenue
  • actually costs lower than budgeted costs
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52
Q

When is an adverse variance shown

A
  • actual revenue less than budgeted revenue
  • actual costs above budgeted costs
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53
Q

Give 2 possible causes of a favourable variance

A
  • stronger market demand than expected
  • selling price increased higher than budget
  • cautious sales and cost assumptions
  • competitor weakness led to higher sales
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54
Q

Give 2 possible causes of an adverse variance

A
  • unexpected events leads to unbudgeted costs
  • overspends by budget holders
  • sales forecast proves over optimistic
  • effects of market conditions
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55
Q

What do adverse variances indicate

A
  • may indicate inefficiency
  • may indicate external influences making it more difficult to meet objectives
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56
Q

What do favourable variances indicate

A
  • may indicate efficiency
  • may indicate external influences making it easier to meet objectives
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57
Q

What does the significance of a variance depend on

A
  • was the variance foreseen
  • size
  • cause
  • whether it’s a temporary problem or a result of a long term trend
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58
Q

Give 4 reasons for setting budgets

A
  • to ensure the org doesn’t overspend
  • to turn obj into practical reality
  • to gain financial support
  • to improve efficiency
  • allocate resources
  • establish priorities and set targets
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59
Q

Give 3 problems with setting budgets

A
  • managers may not know enough about the division/department
  • unforeseen changes will undermine process
  • budgets are only as good as the data being used
  • can lead to inflexibility in decision making
  • takes time to complete, manage and review
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60
Q

Give a behaviour implication of setting budgets

A
  • demotivating if it’s imposed rather than negotiated
  • unrealistic targets are demotivating
  • can lead to departmental rivalry
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61
Q

Give 3 features of a good budget

A
  • monitored at regular intervals
  • consistent with aims of business
  • based on opinion of many ppl
  • flexible
  • challenging but realistic targets
62
Q

Give 3 causes of cash flow problems

A
  • low profits/losses
  • too much production capacity
  • excessive inventory held
  • allowing customers too much credit/ too long to pay
  • seasonal demand
  • overtrading - growing business too fast
63
Q

What 3 ways can businesses manage cash flow problems

A
  • make reliable cash flow forecasting
  • manage working capital
  • choose right sources of finance
64
Q

What does the extent to which cash flow problems are an issue depend on

A
  • amount of cash held at beginning of cash flow cycle
  • length of time required to convert inputs into outputs
  • credit payments
65
Q

Name 3 sources to compile a cash flow forecast

A
  • previous cash flow forecasts
  • cash flow statements
  • consumer/ market research
  • banks
  • consultants/national enterprise network advisors
  • early drafts of the cash flow forecast
66
Q

What are the key items in a cash flow forcast

A
  • cash inflows
  • cash outflows
  • net cash flow
  • opening balance and closing balance
67
Q

How do you calculate closing cash balance

A

Opening cash balance + net cash flow

68
Q

why are cash flow forecasts valuable

A

cash flow forecasts enables the org to foresee times in the future when the org will be short of liquidity. If shortages are anticipated far enough in advance the other may be able to take measures to prevent it from occurring

69
Q

Give 3 benefits of forecasting cash flow

A
  • identifying potential cash flow problem in advance
  • guides from towards appropriate approach
  • provides evidence in support of request for financial assistance
  • identify possibility of holding too much cash
  • makes sure there’s sufficient cash available to pay suppliers and make other payments
70
Q

Give 3 problems with cash flow forecasts

A
  • changes in economy
  • changes in consumer taste
  • inaccurate market research
  • competition
  • uncertainty
71
Q

What is breakeven

A

The point at which revenue and total costs are the same

72
Q

Contribution ignores variable cost
TRUE or FALSE

A

False - it ignores fixed costs

73
Q

What does contribution look at

A

The profit made on individual products

74
Q

How do you calculate contribution per unit

A

Selling price per unit - variable cost per unit

75
Q

What is total contribution

A

The difference between total revenue and total variable costs

76
Q

What are the two ways to calculate total contribution

A

1) contribution per unit x number of units sold

2) sales revenue - total VC

77
Q

What are the 4 assumptions of breakeven analysis

A
  • the selling price remains the same regardless of number of units sold
  • fixed costs remain the same regardless of number of units of output
  • VC vary in direct proportion to output
  • every unit of output that is produced is sold
78
Q

How do you calculate break-even output

A

Fixed costs ÷ contribution per unit

79
Q

Where is the breakeven point on a chart

A

Where the total revenue and total costs cross over

80
Q

What is the margin of safety

A

Difference between actual output and breakeven output

81
Q

How do you calculate margin of safety

A

Actual output - breakeven output

82
Q

Does a change in output have an impact on breakeven output

A

No

83
Q

How do you calculate target profit output

A

(Fixed costs + target profit) ÷ contribution per unit

84
Q

Give 3 strengths of breakeven analysis

A
  • calculations quick and easy
  • orgs can use it to assess whether a project/product is viable by seeing the level of output needed to make a profit
  • business can use it to determine the most profitable price
  • indicates level of risk involved
  • illustrates importance of keeping FC to a minimum
  • useful to know when to expect to reach profit level bc it can help an org get financial support
85
Q

Give 3 weaknesses of breakeven analysis

A
  • info may be unreliable
  • sales unlikely to be same as output
  • in practice, the selling price may change as more is sold
  • fixed costs won’t stay the same as output changes
  • most businesses sell more than one product
  • assumes VC per unit are always the same but ignores factors like bulk buying
86
Q

What does profitability mean

A

The ability of a business to generate profit or the efficiency of a business in generating profit

87
Q

What are the two ways to measure the size of an organisation

A
  • sales revenue
  • capital employed
88
Q

What are the three profitability measures

A
  • gross profit margin
  • operating profit margin
  • profit for the year margin
89
Q

Give two useful insights of profitability ratios

A
  • if the business is making profit
  • how efficient is the org at turning revenues into profits
  • how does the profit achieved compare with the rest of the industry
90
Q

How do you calculate gross profit margin

A

(Gross profit ÷ revenue) x 100

91
Q

How do you calculate operating profit margin

A

(Operating profit ÷ revenue) x 100

92
Q

How do you calculate profit for year margin

A

(Profit for year ÷ revenue) x 100

93
Q

What comparisons should business make to draw conclusions about profitability

A
  • comparisons to competitors
  • comparisons over time
  • comparison to a standard
94
Q

What is working capital

A

The amount of money needed to meet everyday financial obligations (the difference between current assets and current liabilities)

95
Q

What is the working capital cycle

A

The length of time it takes for a firm to convert into net current assets and labilities to cash

96
Q

How do you calculate the length of working capital cycle

A

(Length of time goods held as inventories + time taken for receivable to pay) - period of credit received from payables

97
Q

What does effective working capital management focuses on

A
  • inventories
  • receivables/debtors
  • payables/creditors
98
Q

From a cash flow perspective, what does the ideal working capital situation look like

A
  • holding low inventory levels that sell quickly
  • receivables paying their debt very quick
  • payables allowing orgs a long period of time to pay for the items supplied
99
Q

What factors influence the length of time goods are held as inventories

A
  • nature of product
  • competition
100
Q

What factors influence the time taken for receivables to pay

A
  • bargaining power
  • type of product
101
Q

Give two ways to manage amounts owed by customers

A
  • cash discounts for prompt payments
  • credit control (policies)
  • improve record keeping
102
Q

Give two ways to manage amounts paid to suppliers

A
  • use trade credit
  • delayed payments - have to be careful with doing this
103
Q

Give two ways to manage inventory

A
  • keep smaller balances
  • should computerise ordering to improve efficiency
104
Q

Give two ways to improve cash position in the short term

A
  • reduce current assets
  • increase current liabilities
  • sell surplus fixed assets
105
Q

Give two ways to improve cash position in the long term

A
  • increase equity finance
  • increase long term liabilities
  • reduce net outflow on fixed assets
106
Q

What is management accounting

A

The creation of financial info for use by internal users in the organisation to predict, plan, review and control the financial performance

107
Q

What is financial accounting

A

The provision of financial info to show external users the financial position of the org; concentrates on historical data

108
Q

Give 4 examples of management accounting data

A
  • revenue, cost and profit objectives
  • decision trees
  • investment data
  • capital structure data and sources of finance
  • cash flow forecasts and their outcomes
  • budgets and their incomes
  • breakeven charts
109
Q

Give 3 examples of financial accounting data

A
  • cash flow statements
  • data on profitability
  • capital structure data and sources of finance
  • income statements
  • balance sheets (SOFP)
110
Q

What are the 3 things finance is needed for

A
  • business set up
  • day to day trading
  • growth and development
111
Q

What is capital expenditure

A

Spending on items that can be used time and time again (non-current assets)

112
Q

What is revenue expenditure

A

Spending on day to day costs

113
Q

Is a long term source of finance ideal for capital expenditure or revenue expenditure

A

Capital expenditure

114
Q

What type of source of finance is debt factoring

A

External source of short-term finance

115
Q

What is debt factoring

A

A financial arrangement in which a business sells its receivables to a third party business

116
Q

Give 2 advantages of debt factoring

A
  • improved cash flow in short term
  • lower administration costs
  • reduced risk of bad debts
  • increased efficiency (can encourage orgs to be more careful w/ their provision of credit)
117
Q

Give 2 disadvantages of debt factoring

A
  • loss of revenue
  • high costs (have to pay factoring company for its service)
  • customer relations problems
118
Q

What type of source of finance is a bank overdraft

A

External source of short term finance

119
Q

Is interest for bank overdrafts fixed or variable

A

Variable

120
Q

What are 2 advantages of bank overdrafts

A
  • extremely flexible and relatively easy to arrange
  • interest only paid on amount of overdraft
  • security not usually required
121
Q

What are 2 disadvantages of bank overdrafts

A
  • banks usually charge a higher interest rate for overdraft than a loan
  • banks can demand immediate repayment
  • flexible rate = difficult to budget
  • paperwork needed e.g. cash flow forecasts
122
Q

What source of finance is retained profits

A

Internal source of long term finance

123
Q

Give 2 advantages of retained profits

A
  • cheap source of finance
  • no security required
  • independent and confidentiality
  • shareholder goodwill
124
Q

Give 2 disadvantages of retained profits

A
  • funds can be misused
  • possibility of overcapitalisation
  • this is an opportunity cost for shareholders
125
Q

What source of finance is ordinary share capital

A

External source of long term finance

126
Q

What is ordinary share capital

A

When a company issues shares and shareholders buy shares = more cash and shareholders

127
Q

Give 2 advantages of ordinary share capital

A
  • limited liability encourages shareholders to invest
  • new shareholders = more expertise
  • its permanent and the org doesn’t have to repay
  • increasing ordinary share capital can make it easier to borrow funds from bank
128
Q

Give 2 disadvantages of ordinary share capital

A
  • possible high dividend payments
  • conflict of obj and values
  • possible loss of control of original owners
129
Q

What source of finance is a bank loan

A

External source of long term finance

130
Q

Give 2 advantages of a bank loan

A
  • easy budgeting
  • lower interest rates than overdraft
  • designed to meet needs of company
131
Q

Give 2 disadvantages of a bank loan

A
  • inflexibility
  • limitations of amount available (size of loan may be limited to collateral available)
  • potential expense
132
Q

What type of finance is venture capital

A

External source of long term finance

133
Q

Give 2 advantages of venture capital

A
  • suited to high risk companies
  • brings better disciple to business management and strategy
  • source of advice and contacts
134
Q

Give 2 disadvantages of venture capital

A
  • requires high rate of return
  • loss of control
  • venture capitalist may exert too much influence
135
Q

What is venture capital

A

Specialist investors in private companies who seek a large share of the share capital and representation on the board in return for funding for large investments such as expansion plans

136
Q

What source of finance is crowdfunding

A

External source of short term finance

137
Q

What is crowdfunding

A

Where businesses raise finance online by detailing their project online and inviting ppl to help provide funding. It can also be based on a loan with agreed interest

138
Q

Give 2 advantages of crowdfunding

A
  • provides a form of free marketing
  • good credit rating not required (good for new businesses)
  • business in full control of what’s offered
  • relatively easy to set up campaign
139
Q

Give 2 disadvantages of crowdfunding

A
  • the crowdfunding platform will take a percentage of the amount invested
  • lots of competition
  • no guarantee the finance raising target will be met
  • leaking valuable info about business ideas
140
Q

Name 3 factors that influence the choice of the source finance

A
  • legal structure of business (sole traders rely on personal finance while LTDs sell shares)
  • use of finance
  • amount required
  • firms profit levels
  • level of risk
  • views of owners
141
Q

What 5 ways can a business improve cash flow

A
  • bank overdraft
  • debt factoring
  • sales and leaseback
  • leasing of non current assets
  • improving working capital
142
Q

What is sales and leaseback

A

The process of selling assets to raise cash. The property is generally rented back so the firm can still use them for an agreed period of time

143
Q

What is leasing of non current assets

A

Where businesses get their machinery from a leasing company so the outflow of cash is more even. This will also reduce costs such as maintenance because it’s the leasing company’s problem not the business’s

144
Q

What’s are the three main methods of improving profit

A
  • changing price
  • decrease costs
  • increase sales volume
145
Q

Give 2 less common ways of improving profit/profitability

A
  • investment in non-current assets
  • product development and innovation
  • marketing
  • HR strategies
146
Q

Give 3 external factors that make it difficult to improve profit

A
  • competition
  • market conditions
  • consumers incomes
  • environmental issues
  • demographic factors
  • interest rates
147
Q

What problem may a business face changing the prices of their product(s)

A

The impact is difficult to predict bc the effect depends on the price elasticity of demand and the profit margin, both of which may be unknown when the decision is made

148
Q

What problem may a business face when reducing wages to increase profit

A

Morale might be negatively effected which could lead to lower labour productivity and higher staff turnover

149
Q

What problem may a business face when cutting raw material costs to increase profit

A

Could lead to a lower quality which could reduce the sales volume and customer loyalty

150
Q

What problem may a business face when cutting the marketing budget to increase profit

A

less brand awareness and the sales potential is cut

151
Q

What problem may a business face when trying to increase sales to increase profit

A

To increase sales, the business neeeds to have effective marketing, high quality production and effective coordination of all departments which will add to expenditure and so possibly not increase profits

152
Q

Give 3 difficulties improving cash flow

A
  • seasonal demand
  • overdrawing which can put a strain on working capital
  • over investment in long term assets = inadequate cash flow
  • unforeseen changes
  • low profits/ losses can make creditors/investors less likely to put money into a business not expecting to make a profit

Business (9 decks)

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