Week 3 Ch. 16: Financial Management within Organizations Flashcards
Financial management
planning for a firm’s money needs and managing the allocation and spending of funds
Risk/return trade-off
the balance of potential risks against potential rewards
Financial Management: 3 Fundamental Concepts
- Balancing short-term and long-term demands
- Balancing potential risks and potential rewards
- Balancing leverage and flexibility
Balancing short-term and long-term demands
- must have ready cash to pay salaries, bills, and taxes
- needs a financial cushion to ride out rough times
- may need money for acquisitions of other extraordinary expenses
Balancing potential risks and potential rewards
- every decision involves a risk/reward trade-off
- higher risks may yield higher rewards
- the safest choices aren’t always the best choices
Balancing leverage and flexibility
- can use debt strategically and sometimes out of necessity
- debt can be a tool, but it can also be a trap
- highly leveraged companies have far less ability to maneuver and are more vulnerable to setbacks
Financial plan
- a document that outlines the funds needed for a certain period of time, along with the sources and intended uses of those funds
- strategic plan, company’s financial statements, external financial environment
Accounts receivable
amounts that are currently owed to a firm
Accounts payable
amounts that a firm currently owes to other parties
Budget
a planning and control tool that reflects expected revenues, operating expenses, and cash receipts and outlays
Financial control
- the process of analyzing and adjusting the basic financial plan to correct for deviations from forecasted events
Budgeting Challenges
- Every company has a limited amount of money to spend
- Revenues and costs are often difficult to predict
- It’s not always clear how much should be spent
Every company has a limited amount of money to spend
- projects and departments are often in competition for resources
- managers need to make tough choices, occasionally taking money from one group and giving it to another
Revenues and costs are often difficult to predict
- sales forecasts are never certain, particularly for new products or for sales into new markets
- fixed costs are easy to predict, but variable costs can be hard to predict, particularly more than a few months out
It’s not always clear how much should be spent
- with some expenses, such as advertising, managers aren’t always sure how much is enough
- uncertainty leads to budgeting based on past expenditure, which might be out of line with current strategic needs