Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 1
MAP
MAP
DOWNLOAD SAMPLE
Welcome to our download sample of the Tony Surridge +AddVance E-book publication:
ACCA Paper F9 – Financial Management – Mnemonics and Charts
Thanks for taking time to review a download extract of this Mnemonics and Charts publication which we have developed specially for the ACCA Paper F9: Financial Management. We hope you like our electronic study material and recognise that at an extremely low price from just £3 (plus VAT where applicable) the complete purchased and downloaded version represents true value for money.
This is only a small sample, taken directly from the full version. This sample shows our table of contents outlining all the Mnemonics and Charts available in the full version, and a small selection of the types of Mnemonics and Charts you can expect to find within. Due to the fact that this is only a demonstration, the hyperlinks currently shown here in the table of contents will not be active. All hyperlinks are fully functional only in the full downloaded version when purchased.
You may like to learn some details about the full version: (please note these details may vary slightly depending on which updated version you have purchased)
Mnemonics: 160Charts and Diagrams: 122
It is important for you to know that each Tony Surridge +AddVance E-book can only be used on the computer it is initially downloaded to. The data cannot be transferred to any portable memory or any other computer or electronic device. This condition is enforced to protect our digital rights. The data can, however, be transferred to a printer linked to the same computer and printed in colour or black, white and grey. If you wish to use this +AddVance Exam Study Text on two separate computers (such as a desktop and laptop), then you will need to purchase the product twice, and download it once to each computer.
Good luck with your studies.
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 2
Type of presentation
Title Topic covered (briefly) Screen number
Chart What is corporate finance? Financial management function 42Chart 3 main financial decisions Financial management function 43Chart Capital structure Financial management function 44Chart The financial management function Financial management function 45Chart Finance function within a large
company/groupFinancial management function 46
Mnemonic The role of the Financial Controller Financial management function 47Mnemonic The role of the Treasurer Financial management function 48
Chart The scope of financial management +AddVance activities - introduction
Financial management function 49
Chart The scope of financial management activities - overview
Financial management function 50
Chart Cash flows between the firm and the financial markets
Financial management function 51
Chart The scope of financial management -recap
Financial management function 52
Chart The financial management planning process
Financial management function 53
Mnemonic The financial management process Financial management function 54
Chart The financial management planning process - overview
Financial management function 55
Chart A firm’s liquidity cycle Financial management function 56Mnemonic Benefits of centralised treasury
managementFinancial management function 57
Mnemonic Disadvantages of centralised treasury management
Financial management function 58
Chart/mnemonic The principal financial objectives Financial objectives 59Chart Stakeholder analysis for a typical
companyFinancial objectives 60
Mnemonic Concept of ‘Principal-agency Theory’ (PAT) applied to shareholders and directors
Financial objectives 61
Mnemonic Difficulties associated with managing organisations with multiple objectives
Financial objectives 62
Mnemonic Reasons why maximising shareholders’ profits is not the same as maximising shareholders’ wealth
Financial objectives 63
Mnemonic The main Corporate Governance proposals
Financial objectives 64
Electronic links -1MAP
MAP
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 3
Type of presentation
Title Topic covered (briefly) Screen number
Mnemonic Main focus of the LSE’s ‘Combined Code of Corporate Governance’
Financial objectives 65
Mnemonic The distinctive characteristics of public services in the context of corporate governance
Financial objectives 66
Mnemonic Remuneration schemes for managers Financial objectives 67Chart Value for Money (VFM) Objectives in not-for-profit
organisations68
Chart Measuring performance in a not-for-profit organisation
Objectives in not-for-profit organisations
69
Chart Financial performance analysis - overview Financial ratio analysis 70Chart Financial performance analysis –
categories of ratiosFinancial ratio analysis 71
Chart The RONA Pyramid Financial ratio analysis 72Mnemonic Implications/issues of the ROI measure Financial ratio analysis 73
Chart Measuring financial performance -overview
Financial ratio analysis 74
Mnemonic The FIVE main groupings for financial performance analysis
Financial ratio analysis 75
Mnemonic The implications for the growth measures used by financial managers
Financial ratio analysis 76
Mnemonic Reasons/benefits of financial ratio analysis
Financial ratio analysis 77
Mnemonic Limitations of ratio analysis Financial ratio analysis 78Mnemonic Information required for meaningful ratio
analysisFinancial ratio analysis 79
Chart Combined analysis (Collection period) Financial ratio analysis 80Chart Overtrading Financial ratio analysis 81
Mnemonic Characteristics of overtrading Financial ratio analysis 82Mnemonic Ratios/measures that can be used to
indicate overtradingFinancial ratio analysis 83
Mnemonic Parties who need to analyse corporate financial figures in addition to management
Financial ratio analysis 84
Mnemonic Reasons why comparisons should be based on companies in the same industry or market sector
Financial ratio analysis 85
Electronic links - 2
MAP
MAP
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 4
Type of presentation
Title Topic covered (briefly) Screen number
Mnemonic The difficulties involved in inter-firm comparison
Financial ratio analysis 86
Mnemonic Macroeconomics Financial management environment
87
Chart The economic goals of government Financial management environment
88
Mnemonic Main economic goals of most governments
Financial management environment
89
Chart Main sources of inflation Financial management environment
90
Mnemonic Sources of inflation Financial management environment
91
Mnemonic Government policy : Full employment Financial management environment
92
Mnemonic Examples of potential conflict within government economic policies
Financial management environment
93
Chart The Bank of England’s (Central Bank) ‘Repo’ rate of interest
Financial management environment
94
Chart Economic objectives of Government Financial management environment
95
Chart Fiscal policies of central government Financial management environment
96
Mnemonic Gilts Financial management environment
97
Mnemonic The effects of a high PSBR (Public Sector Borrowing Requirement) on private sector businesses
Financial management environment
98
Mnemonic Factors that regulate the size of the ‘Bank reserve requirement’
Financial management environment
99
Mnemonic Characteristics of the ‘perfectly competitive market’
Financial management environment
100
Mnemonic Basis of monopoly power Financial management environment
101
Mnemonic The effect of ‘green policies’ on companies
Financial management environment
102
Mnemonic Ways that inflation can affect a company Financial management environment
103
Mnemonic The central role of working capital management in financial management
Working capital management 104
Electronic links - 3
MAP
MAP
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 5
Type of presentation
Title Topic covered (briefly) Screen number
Mnemonic Potential conflict between functional managers and financial managers in working capital decisions
Working capital management 105
Chart Example of the need for working capital investment
Working capital management 106
Chart Working capital investment has a cost but there is no direct money return
Working capital management 107
Chart The constituents of ‘Working capital management’
Working capital management 108
Mnemonic Sources of information available to help credit assessment
Working capital management 109
Mnemonic Reasons for delays in invoicing Working capital management 110Mnemonic Possible actions for dealing with slow
payersWorking capital management 111
Mnemonic Debtor management – general factors Working capital management 112
Mnemonic Steps that a company could use to reduce bad debts
Working capital management 113
Chart Derivation of formula for calculating the average ‘Accounts payable’ balance
Working capital management 114
Chart Offering discounts for early payment Working capital management 115Chart Receiving payments from overseas sales Working capital management 116
Mnemonic Managing payments from overseas customers
Working capital management 117
Mnemonic The workings of an effective credit control department
Working capital management 118
Chart Factoring book debts Working capital management 119Chart Factoring book debts: Ups and Downs Working capital management 120
Mnemonic Benefits of factoring debts Working capital management 121Chart Overview on the management of accounts
receivableWorking capital management 122
Chart Overview on the management of accounts receivable - 2
Working capital management 123
Mnemonic How risks of foreign trade (excluding foreign exchange risks) might be managed
Working capital management 124
Mnemonic Terms of trade for overseas customers Working capital management 125
Electronic links - 4
MAP
MAP
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 6
Type of presentation
Title Topic covered (briefly) Screen number
Chart Three main types of trade credit Working capital management 126Chart Control of trade credit Working capital management 127Chart Taking discount for early payment Working capital management 128
Mnemonic Advantages of using trade credit to finance working capital
Working capital management 129
Mnemonic Factors that influence the amount of trade-credit period taken
Working capital management 130
Chart Levels of inventory Working capital management 131Mnemonic The costs of holding inventory (stock) Working capital management 132Mnemonic Costs of acquiring inventory (purchase
order costs)Working capital management 133
Mnemonic Benefits of holding high levels of inventory (stock)
Working capital management 134
Mnemonic Disadvantages of holding high levels of inventory (stocks)
Working capital management 135
Mnemonic Ways a manufacturing company can use to reduce its average raw material inventory
Working capital management 136
Chart Characteristics of JIT systems Working capital management 137Mnemonic The nature and characteristics of supply
in JITWorking capital management 138
Mnemonic JIT. What is planned to be available just in time?
Working capital management 139
Mnemonic Aims of Just-In-Time (JIT) Working capital management 140Mnemonic Pre-requisites for a successful JIT system Working capital management 141Mnemonic Advantages associated with JIT systems Working capital management 142Mnemonic Toyota Production System (TPS) Working capital management 143Mnemonic Examples of waste (non-value-adding
activity and costs)Working capital management 144
Chart The concept of ‘pull production’ linked to ‘just in time (JIT)’
Working capital management 145
Chart Cash management Working capital management 146Chart Calculation of ‘Cash conversion cycle
period’Working capital management 147
Mnemonic Releasing cash from working capital to deal with short-term cash deficits
Working capital management 148
Electronic links - 5
MAP
MAP
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 7
Type of presentation
Title Topic covered (briefly) Screen number
Mnemonic Reasons for a company to hold liquid assets
Working capital management 149
Chart 6 Steps for cash budgeting Working capital management 150Chart Cash budgeting: Receipts and payments
modelWorking capital management 151
Chart Cash flow statement Working capital management 152Chart Baumol Cash Budget Model Working capital management 153
Mnemonic Potential problems associated with the Baumol model
Working capital management 154
Chart Miller-Orr Cash Budget Model Working capital management 155Chart Management of short-term surplus cash Working capital management 156
Mnemonic Factors to consider before investing surplus short-term funds on the money market
Working capital management 157
Chart Management of short-term deficit cash Working capital management 158Mnemonic Reasons why there are cash problems
(cash deficits)Working capital management 159
Mnemonic Overcoming short-term deficit cash Working capital management 160Chart Dynamics between short- and long-term
interest ratesWorking capital management 161
Chart Market segmentation theory Working capital management 162Mnemonic 3 reasons why under normal economic
conditions short-term interest rates are lower than long-term rates.
Working capital management 163
Chart Financing working capital: Three approaches
Working capital management 164
Chart Financing working capital Working capital management 165Mnemonic 3 different financing policies for working
capitalWorking capital management 166
Mnemonic The factors to consider before adopting an ‘aggressive financing policy’
Working capital management 167
Mnemonic Balance between cash and short-term investments
Working capital management 168
Mnemonic Explanations for the shape of the ‘Normal Interest Yield Curve’
Working capital management 169
Chart Financial instruments (‘paper’) in the money markets
Working capital management 170
Electronic links - 6
MAP
MAP
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 8
Type of presentation
Title Topic covered (briefly) Screen number
Mnemonic Financial instruments used in the money market
Nature and role of financial markets and institutions
171
Chart The Bill of Exchange mechanism Nature and role of financial markets and institutions
172
Chart Letter of Credit Nature and role of financial markets and institutions
173
Mnemonic The main organisations acting as financial intermediaries
Nature and role of financial markets and institutions
174
Mnemonic The main functions (roles) served by financial intermediaries in the market
Nature and role of financial markets and institutions
175
Chart Organisations operating as financial intermediaries
Nature and role of financial markets and institutions
176
Chart The role of financial intermediaries - 1 Nature and role of financial markets and institutions
177
Chart The role of financial intermediaries - 2 Nature and role of financial markets and institutions
178
Chart The role of financial intermediaries - 3 Nature and role of financial markets and institutions
179
Chart The role of financial intermediaries - 4 Nature and role of financial markets and institutions
180
Chart The role of financial intermediaries - 5 Nature and role of financial markets and institutions
181
Mnemonic Ways that investors benefit from financial intermediation
Nature and role of financial markets and institutions
182
Chart The financial markets Nature and role of financial markets and institutions
183
Chart Money Nature and role of financial markets and institutions
184
Chart The role of the Central Bank in the money market
Nature and role of financial markets and institutions
185
Chart The London Stock Exchange (LSE) - 1 Nature and role of financial markets and institutions
186
Chart The London Stock Exchange (LSE) - 2 Nature and role of financial markets and institutions
187
Chart The London Stock Exchange (LSE) - 3 Nature and role of financial markets and institutions
188
Chart Risk/return trade-off - 1 Nature and role of financial markets and institutions
189
Chart Risk/return trade-off - 2 Nature and role of financial markets and institutions
190
Electronic links - 7
MAP
MAP
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 9
Type of presentation
Title Topic covered (briefly) Screen number
Mnemonic Types of risks concerning financial and investment decisions
Nature and role of financial markets and institutions
191
Mnemonic Key factors in choosing sources of finance
Business finance 192
Mnemonic The relative merits of short-term debt compared with long-term debt
Business finance 193
Mnemonic The problems of using short-term debt sources compared with long-term debt
Business finance 193
Mnemonic Sources of short-term finance Business finance 194Mnemonic Bank investigation concerning a loan
applicationBusiness finance 195
Mnemonic Danger signs for a bank when assessing a bank loan application
Business finance 196
Mnemonic Factors that influence the rate of interest charged on a new bank loan
Business finance 197
Mnemonic The ‘Sale and lease-back’ decision Business finance 198Chart Public equity company raising long-term
financeBusiness finance 199
Chart Ordinary shares and their characteristics -1
Business finance 200
Chart Ordinary shares and their characteristics -2
Business finance 201
Chart Ordinary shares and other things to know - 1
Business finance 202
Chart Ordinary shares and other things to know - 2
Business finance 203
Chart Ordinary shares and other things to know - 3
Business finance 204
Chart Ordinary shares and other things to know - 4
Business finance 205
Mnemonic Factors affecting a share price Business finance 206Mnemonic Retained earnings compared with a new
issue of equityBusiness finance 207
Mnemonic Factors relating to a public issue of equity Business finance 208
Chart Rights issue - overview Business finance 209Chart Rights issue - 1 Business finance 210Chart Rights issue - 2 Business finance 211
Electronic links - 8
MAP
MAP
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 10
Type of presentation
Title Topic covered (briefly) Screen number
Chart Rights issue - 3 Business finance 212Mnemonic Contents of a Prospectus for a Rights
issueBusiness finance 213
Mnemonic Benefits of a rights issue in a bull market Business finance 214Mnemonic The drawbacks of a rights issue Business finance 215
Chart Initial Public Offering (IPO) - 1 Business finance 216Chart Initial Public Offering (IPO) - 2 Business finance 217Chart Initial Public Offering (IPO) - 3 Business finance 218
Mnemonic Advantages of getting listed on a stock exchange
Business finance 219
Mnemonic Disadvantages of getting listed on a stock exchange
Business finance 220
Mnemonic Methods for a company to obtain a listing on a stock exchange
Business finance 221
Mnemonic Costs of an issue on the stock exchange Business finance 222Mnemonic Ways investors use to assess a company
that is making an initial public offer (IPO)Business finance 223
Mnemonic Ways an unquoted company might restructure its balance sheet prior to the initial offer (IPO)
Business finance 224
Mnemonic Dividend policy – the practical considerations
Business finance 225
Chart The dividend decision - 1 Business finance 226Chart The dividend decision - 2 Business finance 227Chart The dividend decision - 3 Business finance 228Chart The dividend decision - 4 Business finance 229Chart The dividend decision - 5 Business finance 230
Mnemonic Different dividend policies Business finance 231Mnemonic Reasons why dividend policy is important Business finance 232
Chart Main characteristics of bonds Business finance 233Chart Bonds - 1 Business finance 234Chart Bonds - 2 Business finance 235Chart Bonds - 3 Business finance 236
Mnemonic Different forms of corporate bond Business finance 237
Electronic links - 9MAP
MAP
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 11
Type of presentation
Title Topic covered (briefly) Screen number
Chart Internal sources of finance and dividend policy
Business finance 238
Chart The influence of interest rates on the market value of bonds
Business finance 239
Chart Convertible bonds Business finance 240Chart The floor value of a convertible bond Business finance 241
Mnemonic Factors relating to a public issue of corporate bonds
Business finance 242
Mnemonic Advantages of eurobonds Business finance 243Mnemonic Drawbacks in the eurobond market Business finance 244Mnemonic Factors that should be considered by a
listed company when choosing between the issue of debt and an issue of equity
Business finance 245
Mnemonic Ways by which an unlisted company can obtain funds
Business finance 246
Chart The financing of SMEs Business finance 247
Mnemonic Reasons why SMEs gave difficulty in raising finance
Business finance 248
Mnemonic Source of funds for SMEs – using UK as an example
Business finance 249
Mnemonic Problems faced by SMEs in respect of credit management
Business finance 250
Mnemonic Steps that could be taken by SMEs to minimise the effects of their poor credit management
Business finance 251
Mnemonic Purposes of venture capital Business finance 252Chart The main financial markets Business finance 253Chart The capital budgeting process Investment appraisal 254Chart The ‘rolling’ capital budget system Investment appraisal 255
Mnemonic Seven steps involved in successfully evaluating and controlling a capital budget
Investment appraisal 256
Mnemonic Component parts of a ‘Business Case’ for an investment proposal
Investment appraisal 257
Mnemonic Possible benefits of an investment project Investment appraisal 258
Electronic links - 10
MAP
MAP
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 12
Type of presentation
Title Topic covered (briefly) Screen number
Mnemonic Main responsibilities of the ‘Capital Expenditure Committee’
Investment appraisal 259
Mnemonic Relevant (or opportunity) costs that would affect the future cash flow of a project
Investment appraisal 260
Mnemonic Costs which are not relevant when carrying out a DCF appraisal
Investment appraisal 261
Chart Capital investment appraisal techniques Investment appraisal 262Mnemonic The main capital investment evaluation
techniques and criteriaInvestment appraisal 263
Mnemonic Limitations of the payback period method of capital investment appraisal
Investment appraisal 264
Mnemonic Advantages of the payback period method of capital investment appraisal
Investment appraisal 265
Mnemonic Limitations of the Accountant’s Rate of Return (ARR) measure for evaluating capital investment proposals
Investment appraisal 266
Mnemonic Strengths of the ARR measure Investment appraisal 267Mnemonic Advantages of using discounted cash flow
(DCFR) techniques for capital investment appraisal
Investment appraisal 268
Mnemonic Data required to calculate the net present value (NPV) of an investment project
Investment appraisal 269
Mnemonic Advantages of IRR over NPV Investment appraisal 270Mnemonic Limitations of using the IRR measure for
capital investment appraisalInvestment appraisal 271
Mnemonic Advantages of NPV over other investment appraisal techniques
Investment appraisal 272
Mnemonic General limitations of net present value (NPV) when applied to investment appraisal
Investment appraisal 273
Mnemonic Steps taken to address the limitations of NPV analysis
Investment appraisal 274
Chart Capital investment appraisal applications Investment appraisal 275
Electronic links - 11
MAP
To manage a business well is to manage its future: and to manage the future is to manage information.
Marion Harper
MAP
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 13
Type of presentation
Title Topic covered (briefly) Screen number
Chart Effects of inflation on NPV Investment appraisal 276Chart NPV and risk Investment appraisal 277Chart Business and financial risks Investment appraisal 278
Mnemonic Factors contributing to business risk Investment appraisal 279Mnemonic Factors contributing to financial risk Investment appraisal 280Mnemonic Ways that risk can be managed in capital
investmentInvestment appraisal 281
Mnemonic Problems of using the ‘expected value’ approach when making investment decisions
Investment appraisal 282
Mnemonic Limitations of sensitivity analysis Investment appraisal 283Chart The lease or borrow-to-buy decision Investment appraisal 284
Mnemonic Advantages of leasing assets Investment appraisal 285Mnemonic Disadvantages of leasing assets Investment appraisal 286
Chart Capital rationing: Overview Investment appraisal 287Mnemonic Hard capital rationing:
characteristics and reasons forInvestment appraisal 288
Mnemonic Soft capital rationing: characteristics and reasons for
Investment appraisal 289
Mnemonic Exploiting opportunities which are rejected because of capital rationing
Investment appraisal 290
Mnemonic Limitations of using the Profitability index (PI) in a capital rationing situation
Investment appraisal 291
Chart Capital Replacement Theory - 1 Investment appraisal 292Chart Capital Replacement Theory - 2 Investment appraisal 293
Mnemonic The factors to consider in a replacement decision
Investment appraisal 294
Chart The process of capital budgeting and investment appraisal: overview
Investment appraisal 295
Mnemonic Four different ways of valuing a company (or an equity share)
Business valuations 296
Mnemonic Purpose of company or share valuation Business valuations 297Mnemonic The main implications of the ‘Efficient
Market Hypothesis’Business valuations 298
Chart Different methods of valuing a company or its shares
Business valuations 299
Electronic links - 12MAP
MAP
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 14
Type of presentation
Title Topic covered (briefly) Screen number
Mnemonic Weaknesses of the dividend valuation model
Business valuations 300
Mnemonic Assumptions underlying CAPM Cost of capital 301Chart Systematic and unsystematic risk Cost of capital 302
Mnemonic Limitations of using the beta factor Cost of capital 303Chart Traditional gearing Cost of capital 304Chart Traditional gearing ratios Cost of capital 305Chart Managing foreign currency risk Cost of capital 306
Mnemonic The uniqueness of the foreign exchange (FE) market
Risk management 307
Mnemonic Factors that affect a currency’s supply and demand and thus its price
Risk management 308
Mnemonic Forecasting exchange rates Risk management 309Mnemonic Four ways of forecasting (estimating)
future currency ratesRisk management 310
Chart Four-way Equivalence Model Risk management 311Mnemonic Techniques available to help reduce
foreign exchange risk involved in foreign trade or business
Risk management 312
Mnemonic The steps involved when using a money market hedge to cover foreign currency payments
Risk management 313
Mnemonic Advantages of using futures to hedge risks compared with a forward exchange contract
Risk management 314
Mnemonic Difficulties of using futures to hedge risks Risk management 315Mnemonic The reasons for using currency options Risk management 316
Mnemonic Benefits of currency swaps Risk management 317Mnemonic Drawbacks of currency options Risk management 318
Chart Currency and interest rate management Risk management 319
Mnemonic Pattern of interest rates Risk management 320Mnemonic Reasons why interest rates may be
expected to fallRisk management 321
Electronic links - 13
MAP
MAP
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 15
Financial Analysis
Who needs to
analyse?
Management Investors Potential investors Creditors Other lenders Employees
What data is used for the analysis?
Profit and Loss Account(Income statement)
Balance Sheet
Other data are also useful:
Cash flow forecasts Industrial statistics Details of accountancy policies Post-balance sheet events Government statistics Inflation adjusted figures
What basis of analysis?
Internal/external
Stakeholders
Appraisal/evaluation
Comparisons
Main comparisons:
Time series analysis(over different periods of time)
Interfirm comparison Against objectives
(budgets, etc.)
What to measure?
Criteria
How to measure?
Analytical techniques
What to learn?
Information
Five main areas of appraisal:
Earnings- profitability- capital efficiency
Growth Risk Control Shareholders’ investments
Three main techniques:
Common sizing(vertical analysis)
Horizontal analysis Ratio analysis
Scope for improvement
Control action
required
Financial problems
Management action
required
Overtrading
Danger of liquidation
Financial performance analysis - overview
Start here and follow the
numbers ….
1
2
3
4 5 6 7
8 9
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 16
FINANCIALANALYSIS
Vertical analysis(Common-sizing)
Horizontal analysis(Side-by-side)
Ratio analysis
Financial performance analysis –categories of ratios
Usually based on:
Income statement …… 1 year
Balance sheet …… Assets
Basis for performance comparisons:
Time-series analysis(Trend analysis over periods)
Cross-sectional analysis(inter-firm analysis)
Budgets Other objectives Inter-unit/ division/
department Geographical
Performance is normally conducted by
comparisons
CRITERIA used for
comparisons
EARNINGS MEASURES
RONA (Net profit x 100/net assets) NET MARGIN (Net profit x 100)/
sales revenue) NET ASSET TURNOVER
(Profit x 100/net assets employed)
PROFITABILITY
GROSS MARGIN (Gross profit x 100/sales revenue)
OPERATING MARGIN(Profit before interest and tax x 100/sales revenue)
COST OF SALES PERCENTAGE(Cost of sales x 100/sales)
COST MEASURES (Each element of costx 100/sales)
CAPITALEFFICIENCY
FIXED ASSET TURNOVER (Profit x 100/fixed assets employed)
CURRENT ASSET TURNOVER(Profit x 100/current assets)
INVENTORY TURNOVER THROUGH SALES
(Profit x 100/inventory)
GROWTH MEASURES
EARNINGS-PER-SHARE GROWTH (%) SALES REVENUE GROWTH (%) DIVIDEND COVER
(Profit after interest andtax/total dividend) (times)
RETENTION % (1 – (Dividends for the year x 100%/profits after interest and tax))
DIVIDEND YIELD(Total dividend x 100/earnings for ordinary shareholders)
RISK MEASURES
GEARING (Debt/equity value) (times)(There are other ways of calculating this ratio)
INTEREST COVER(Profit before interest and tax/interest payable)
GEARING
LIQUIDITY
CURRENT RATIO (Current assets/current liabilities) (times) QUICK RATIO
((Current assets – inventory)/current liabilities)
WORKING CAPITAL CONTROL
MEASURES
INVENTORY TURNOVER((Inventory value x 365)/purchases) (days)
CREDITORS PAYMENT PERIOD(Accounts payable x 365/purchases) (days)
DEBTORS COLLECTION PERIOD(Accounts receivable x 365/sales) (days)
INVESTORS’ RATIOS
DIVIDEND YIELD(Dividend per share x 100/market price per share)
PRICE EARNINGS RATIO(Market price per share/earnings per share)
DIVIDEND COVER(Earnings per share/dividend per share) (times)
EARNINGS YIELD(Earnings per share x 100/Market price per share)
RETURN ON EQUITY(Net profit x 100/equity value (book or market value)
Start here and
follow the
arrows
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 17
RETURN ON NET ASSETS
Profit margin Capital turnover(Activity)
Sub-analysis
Sub-analysis Sub-analysis
Total cost/Sales x 100 Sales/Fixed assets = times
Fixed costs/Sales x 100 Variable cost/Sales x 100
Sub-analysis
Rent/Sales x 100 = %Rates/Sales x 100 = %Deprec./Sales x 100 = %Insurance/Sales x 100 = %Etc.
Material costs/Sales x 100 = %Labour costs/Sales x 100 = %Variable overhead/Sales x 100 = %Insurance/Sales x 100 = %Etc.
Sub-analysis
Sales/Land value = timesSales/Property value = timesSales/Plant & Equip. value = timesSales/Vehicle values = timesSales/Fix. and Fittings = timesEtc.
Sales/Inventory value = timesSales/Receivables = timesSales/Cash = timesEtc.
Net profit/Net assets x 100 = %
The RONA Pyramid
Sub-analysis
Sales/Current assets = times
Profit/Sales x 100 = % Sales/Net assets = times
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 18
Implications/issues of the ROI measure
The ROI ratio (sometimes called RONA [return on net assets] or ROCE [return on capital employed]) measures the overall effectiveness of management in generating profits with its available resources. It is a key, but rough, measure of performance. Although ROI shows the extent to which earnings are achieved on the investment in the business, the actual value is generally somewhat distorted. There are basically three ratios that evaluate the ROI. They are: net profit margin, net assets turnover, and return on equity.
The implications/issues of the ROI measure are:
C Company’s cost of capital. Is the ROI high enough with regard to the company's marginal cost of capital (say the bank's overdraft rate)?
O Other companies/competitors/industrial norm. How does the ROI compare against other companies (competitors) or divisions (within the company)?
A Asset valuation. Are assets correctly valued? (The ROI ratio is overstated if the assets are under-valued.)
S Shareholders’ cost of capital. Consider the overall return. Is the ROI high enough with regard to shareholders' cost of capital? (The return the shareholders could earn elsewhere at the same level of risk.)
T Trend of the ROI. Is the trend satisfactory/unsatisfactory?
A company can’t COAST along happily – even when the ROI is high!
The very best financial presentation is one that’s well thought out and anticipates any questions … answering them in advance.
Nathan CollinsExecutive Vice
PresidentValley National Bank
CFO, August 1985
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 19
So ……
There are 5 main criteria for measuring financial performance
1. Earnings measures- principal measures, sub-analysed as:
- profitability- capital efficiency
2. Growth measures3. Risk measures
- gearing- liquidity
4. Working capital control measures5. Investors’ ratios
And ……
There are 3 techniques for measuring financial performance
1. Vertical analysis (‘Common-sizing’)2. Horizontal analysis (‘Side-by-side’)3. Ratio analysis
5 criteria ….
3 techniques ….
Measuring financial
performance -overview
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 20
The FIVE main groupings for financial performance analysis
There are many ratios that an analyst can use, depending on what he or she considers to be important relationships. For our purposes we will classify ratios into five groups:
S Shareholders’ investment measures. The main measures are:- Dividend yield (Dividend per share/market price per share x 100).- Earnings per share (Earnings for ordinary shareholders/number of shares eligible for dividend).- Price earnings ratio (Market value per share/earnings per share).- Dividend cover (Earnings per share/dividend per share).- Earnings yield (Earnings per share/market price per share x 100).- Return on equity (Earnings for ordinary shareholders/equity (book or market) value x 100).
U Underlying control measures. The main measures are:- Inventory turnover (Inventory value x 365/purchases) (days).- Payables period (Payables’ value x 365/purchases) (days).- Receivables (Receivables’ value x 365/sales) (days).
R Risk measures. The main measures are:- Gearing (Debt/equity). (There are other ways of calculating this ratio.)- Interest cover (Profit before interest and tax/interest payable).- Current ratio (Current assets/current liabilities)- Quick ratio (sometimes called ‘Acid test’) (Current assets – inventory value/current liabilities)
G Growth measures. The main measures are:- Earnings-per-share growth (%).- Sales revenue growth (%).- Dividend cover (as shown above)- Retention % (1 – (dividends for year x 100/profits for ordinary shareholders).- Dividend yield (as shown above).
E Earnings measures. The main measures are:- ROI (or RONA or ROCE) (Net profit/net assets x 100).- Net margin (Net profit/sales revenue x 100).- Net asset turnover (Net profit x 100/net assets employed).(Operating profit may be used in place of net profit in all three of these ratios.)
A company’s share price will SURGE ahead when these measures are consistently favourable.
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 21
The implications of the growth measures used by financial managers
R Retention percentage ratio. The retentions percentage is the inverse of the dividend cover (explained below) and provides much the same information.
E Earnings per share growth %. This is an important ratio for the present and prospective shareholders and management. The earnings per share represent the number of £s earned on behalf of each outstanding share of equity capital. They are closely watched by the investing public and are considered an important indicator of corporate success. The value does not represent the amount of earnings actually distributed to shareholders. Growth (year by year) suggests strong corporate performance.
D Dividend cover ratio. The dividend cover indicates (a) the proportion of distributable profits for the year that is being retained by the company; and (b) the level of risk that the company will not be able to maintain the same dividend payments in future years, should earnings fall. A high dividend cover means that a high proportion of profits are being retained, which might indicate that the company is investing to achieve earnings growth in the future.
S Sales revenue growth %. The sales growth when measured against industry growth for the same period can provide useful information about the company's share of the market. Sales growth can also be used to evaluate the company's marketing, such as the effectiveness of an advertising campaign run during the period of report.
A company will usually keep out of the REDS on the stock exchange board when these measures are strong.
Growth for the sake of growth is the ideology of the cancer cell.
Edward Abbey
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 22
Reasons/benefits of financial ratio analysis
Ratio analysis is widely used for analysing a company and is frequently employed by external stakeholders -creditors, investors and financial institutions, as well as by senior management for internal performance appraisal. In more detail, the technique can help in the following ways:
I Identifies a moving picture of trends. A 'moving picture of the company', i.e. trends over a period of years can be analysed (‘time-series analysis’).
S Segregates performance. It segregates performance into distinct groups such as: earnings, growth, control, risk and investment.
M Models and simulates. Ratios can be used for modelling and simulation purposes. Many large corporate finance models are based on ratios.
A Accounting software facilitates the quick production of ratios.
G Government statistics. Ratios allow a company to compare its performance against macro-economic indices produced by government.
I Industrial norms. Ratios allow for comparison of the company’s performance with other companies or the industry average, and hence for management to make judgement about the company's position in the competitive arena. Most inter-firm comparison schemes are based on ratios. Internal comparisons (between divisions/departments) are also made possible.
C Comparison with the budget for the same period. Management can use ratios to compare results with the budget covering the same period.
It IS MAGIC the way ratios can reveal a picture of performance results.
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 23
Limitations of ratio analysis
The analytic approach used in ratio analysis must be used with circumspection and in conjunction with other analytical tools and techniques as it has a number of limitations. The limitations include the following:
O Orientation that is historical. The approach is based on historical data and thus the ratios may not be a good guide to the future;
F Financial measures are used. Ratios are normally based exclusively on finance, and reflect only financial indicators of performance. There are, of course, non-financial implications associated with performance.
T Trading environments change over time. The changing value of money and differences in trading environments over time influence the ratios.
S Sub-optimal results might be encouraged. The use of ratios to measure performance may encourage sub-optimal behaviour by managers, e.g. short term manipulation of results.
A Accountancy practice influences the ratios. Differences in accounting practices adopted by companies over the treatment of fixed asset depreciation and revaluation, stock valuation, research and development expenditure, goodwill, write-off and profit recognition affect the ratios.
I Interpretation of change. Difficulties in deciding on a suitable yardstick and the interpretation of change, e.g. is a higher return on net assets (ROI) good or bad?
D Distortion can be a result. The quality of the analysis is determined by the quality of the accounting information upon which it is based (consider here the distortion that can result from 'creative accounting', such as 'window dressing' of financial statements to hide short-term fluctuations).
It’s OFT SAID that too much emphasis is placed on only using ratio analysis.
The numbers tell you how your business is going, not why.
Jonatghan P. SiegelSpeech, McLean, Virginia, 12 September, 1987
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 24
Information required for meaningful ratio analysis
For meaningful financial ratio analysis and other performance analysis the following information would be useful:
I Information and details concerning future plans of the company.
F Fixed assets. Details of fixed assets, with projected remaining lives and likely replacement costs.
A Accounts adjusted to take account of inflation during the period under review.
C Cash flow forecasts.
C Current financial statements. Balance sheet [Statement of Affairs], Profit and Loss Statement [Income Statement] and Cash Flow Statement.
A Accountancy policy and changes to it. Details of the company's accounting policies and changes to any basis of accounting.
B Budgets and associated variances. Details of the company's budget plans with a schedule of variances.
A After balance sheet events (post-balance sheet). Details of any post-balance sheet events, and of any contingencies.
S Statistics provided within the industry. Statistics of the industry as a whole, and in particular financial and other ratios showing best, industry average and worst results.
E Economic indicators and other macro-environmental factors. Government statistics concerning inflation and interest levels and other economic indicators.
IF ACCA BASE a question on what information is required for financial performance analysis to be meaningful then this is a useful list.
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 25
Key amounts, measure and ratios would be: YEAR 1 YEAR 2
Increase in sales revenue (%) XX % Gross margin (Gross profit x 100)/sales revenue) XX % XX % Increase in non-current assets ($) $XX Non-current asset turnover ratio (Sales revenue x 100/
non-current assets employed) XX % Total working capital ($) $XX $XX Inventory turnover through sales (Sales revenue/average inventory) XX times XX times Inventory turnover ((Inventory value x 365)/purchases) XX days XX days Payables period ((Payables value x 365)/purchases) XX days XX days Receivables collection period ((Receivables value x 365)/sales revenue) XX days XX days Reduction in liquidity (cash and bank overdraft levels) $XX $XX Current ratio (Current assets/current liabilities) XX times XX times Quick ratio (Current assets – inventory value)/current liabilities) XX times XX times Financial gearing (Debt x 100/equity funds) XX % XX %
An exam question that requires you to assess the extent of a firm’s overtrading position would need to present;
Two or more years’ of financial data, and/or data concerning industrial/sector averages.
CHARACTERISTIC OF OVERTRADING
The characteristics, or features of an overtrading situation include the following:
The firm is under-capitalised (i.e. there are insufficient funds or credit lines).
The firm is probably profitable. The firm has problems maintaining its asset base
(non-current and current assets) with the level of its activities.
Management may be focusing on sales (‘top line’) at the expense of the costs (‘middle line’) and profit (‘bottom line’).
The firm’s sales may be growing too fast and outstripping the available working capital.
The firm’s quality is suffering (because of some of the points raised above).
Inflation simply exacerbates the problems
SYMPTONS OF OVERTRADING
Over the period ….
Growth in sales. Growth in the volume of assets. Reduction in the firm’s liquidity. Increase in inventory turnover period (days). Increase in debtors’ assets (including the
Accounts receivable collection period [days]). More use made of short-term credit (e.g.
increase in Accounts payable payment period [days]).
Increase in financial gearing. Quality problems
Measures for assessing the extent of overtrading
Extending turnover too quicklyOvertrading is a problem which arises from a firm extending its turnover at too rapid a rate. The ultimate result is a serious shortage of cash which means that wages, creditors and corporation tax cannot be met.A typical pattern of eventsA typical pattern of events commence when a firm takes on additional orders. This would then be followed by engaging additional workers or working overtime. At the same time, extra materials would be purchased on credit. If the working capital cycle is fairly long this means that although extra cash has to be paid out more or less immediately, additional revenue may not be forthcoming for a considerable period. This assumes that the additional production will be sold without delay, but in some circumstances the process may take the form of build up of stock. If this is the case, then the shortage of cash may necessitate an emergency sale at greatly reduced prices and this is likely to have adverse effects on profitability.
YOUR COMMENTS WOULD BE AN IMPORTANT PART OF AN EXAM ANSWER.
OvertradingMAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 26
70
60
50
40
30
20
10
0
2005 2006 2007 2008 2009 1010Year
Aver
age
colle
ctio
n pe
riod
(day
s)
Fairy Nuff Engineering plc
Industry average
Combined cross-sectional and time-series analysis of the average collection for the period 2005 - 2008
Average collection period for Fairy Nuff Engineering plc
The most informative approach to ratio analysis is one that combines cross-sectional (inter-firm) and time-series analysis. A combined view permits assessment of the trend of behaviour of the ratio in relation to the trend for the industry. The diagram below depicts this type of approach using a company's average debtor collection period in the years 2005 to 2008.
Combined analysis
There’s few things as uncommon as common sense.
Frank McKinney Hubbard, 1868 – 1930American caricaturist and humorist
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 27
Characteristics of overtrading
Overtrading is a problem which arises from extending turnover at too rapid a rate. The ultimate result is a serious shortage of cash which means that wages, creditors and corporation tax cannot be met.
When a company is overtrading this is marked by large increases in sales which are not matched by increases in the asset base to support the greater level of activity. Working capital is used more intensively and there is little increase in the level of fixed assets. Expansion is financed by short term credit, and stock and debtor turnover can slow as the company tries to secure additional sales on the basis of improved credit terms and as it tries to manufacture ahead of demand.
When analysing the situation shown on a Balance Sheet/Income Statement it is very important to watch for signs of overtrading. Some of the more important of these signs are summarised below.
S Sales growing too fast. Very rapid growth in sale turnover. The ‘Growth of sales ratio’would be a useful indicator.
A Asset maintenance. Inventories may increase more proportionately than the increase in sales turnover with a deterioration in ‘Inventory turnover ratios’. Rapid growth in the volume of current assets and possibly fixed assets. Consider here the ‘Asset turnover ratio’.
L Liquidity problems. Increased significance of credit in financing along with the growth in assets. This may show in slower payment of payables and a bank overdraft which is close to its limit. Similarly, a comparison of the period of credit being taken by the company with the norm for the particular industry will be a guide. Look to see if there has been an increase in the ‘Payables turnover ratio’. Also, look for any sudden upward or downward swing in cash figures, or the appearance of new items such as short-term loans. The ‘Current ratio’ and ‘Quick ratio’ would indicate the liquidity problem.
E Excessive inflation causing capital replacement problems.
S Sales focus to the exclusion of other factors. Management focusing on sales (advertising expenditure, generous credit terms, price reductions, etc.) possibly at the expense of profits and cash flow. The ‘Gross profit margin’ is an important indicator of sales to costs.
U Undercapitalisation. This often occurs because of a growth in the rate of borrowing so that the proportion of borrowing in relation to the assets owned by shareholders is excessive. Reductions in the current and quick ratios, possibly leading to a liquid deficit. The ‘Gearing ratio’ and ‘Cash Flow’ would be used here.
P Profitable, but! Total profit, gross and/or net, begins to diminish
A company’s SALES may be UP but its cash could be seriously down. It might be overtrading.
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 28
Ratios/measures that can be used to indicate overtrading
When a company is overtrading this is marked by large increases in sales which are not matched by increases in the asset base to support the greater level of activity. Working capital is used more intensively and there is little increase in the level of fixed assets. Expansion is financed by short term credit, and inventory and debtor turnover can slow as the company tries to secure additional sales on the basis of improved credit terms and as it tries to manufacture ahead of demand.
To carry out a meaningful appraisal two or more years of data are required including industry/sector statistics.
Signs that a company may be overtrading include the following:
G Gross margin. (Gross profit/sales revenue x 100).
I Increase in bank overdraft $. (Current level – previous level).
A Asset turnover ratio (particularly fixed asset turnover) (Gross profit/fixed assets employed x 100)
N Net working capital size. (Current assets – Current liabilities). (Current compared with previous).
T Turnover of inventory through sales. (Sales revenue/inventory) (times)
C Current ratio. (Current assets/current liabilities) (times)
A Acid test (often called ‘Quick ratio’). Now (Current assets – inventory/current liabilities) (times).
R Reduction in liquidity ($). (Bank + cash – overdraft) (current compared with previous).
T Turnover of inventory in days. (Inventory value x 365/purchases or cost of goods sold) (days).
R Receivables payment days. (Receivables value x 365/sales) (days).
I Increase in fixed assets %. (Current fixed asset value – previous fixed asset value/previous fixed asset value x 100)
P Payments days. (Payables x 365/purchases) (days).
S Sales revenue increase%. (Current sales – previous sales/previous sales x 100).
GIANT CAR TRIPS don’t have anything to do with overtrading, but the mnemonic does give you a list of 13 ratios or other measures than can be used to assess whether a company is overtrading.
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 29
Parties who need to analyse corporate financial figures in addition to management
Financial analysis is an evaluation of both the company's past financial performance and its prospects for the future. Typically, it involves an analysis of the company's financial statements and its flow of funds. Financial statement analysis involves the calculation of ratios and also uses other ways of measuring.
The analysis of a firm's financial statements is of interest to a number of different groups including present and prospective shareholders, creditors, and the firm's own employees.
S Shareholders - current. The present shareholders are interested in the current and future level of risk, liquidity, activity, debt and return (profitability). These are the dimensions which influence share price.
C Creditors. The firm's creditors, such as the bank, are primarily interested in the short-term liquidity of the firm and its ability to service its debts over the long run. Present creditors want to assure themselves that the firm is liquid and that it will be able to make scheduled interest and principal payments. Prospective creditors are concerned with determining whether the firm can support the additional debt that would result if they extended credit to the firm.
O Other lenders, such as customers who pay forward on a contract would want to assess the financial stability of the company.
P Potential investors. In the same way as the company’s present shareholders, prospectiveshareholders are interested in the current and future level of risk, liquidity, activity, debt and return (profitability). For this reason, the business advisory group is also interested in carrying out performance analysis.
E Employees. Employees (present, past with pension, and potential)), like the shareholders, are concerned with all aspects of the firm's financial situation. Employee representatives (such as trade unions) would need to evaluate the company’s position with regard to negotiating pay rises (pay increments).
There is a big SCOPE of different people who have an interest in the financial standing and performance of a company
EVER ONWARD – EVER ONWARD
That’s the spirit that brought us fame!We’re big, but bigger we will be.We can’t fail for all to see, That to serve humanity has been our aim.Our products are now known in every zone.Our reputation sparkles like a gem.We’ve fought our way through, and newFields we’re sure to conquer too.Forever onward IBM.
IBM Company Song
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 30
Reasons why comparisons should be based on companies in the same industry or market
sectorComparison of the company’s performance with that of other companies operating in the same industry or market sector is a significant part of performance assessment. By carrying out inter-firm assessment management is able to (i) compare operating and financial performances and identify strengths and weaknesses in the organisation; (ii) contrast strategic structures and detect threats and opportunities, product-market gaps, competitive moves and market movements; (iii) plot take-over bids, or alternatively plan defensive measures to avert possible take-over strikes by other companies; (iv) assess the company's worth (or the disposal worth of divisions) and (v) view the company through the eyes of interested parties, e.g., the capital market, trade unions, employees and creditors.
Methods of conducting inter-firm comparisons include: (i) subscription to a formal scheme; (ii) informal and internal research (which uses data provided by the relevant trade association and central government); and (iii) benchmarking exercises.
It is centrally accepted that comparisons should be made with companies operating in the same industry or sector for the following reasons.
W Working capital. Different industries have different working capital requirements. For example, the retail sector will have a much lower level of debtors than the manufacturing sector due to the different levels of inventory. Similarly, manufacturing concerns generally require a much greater investment in inventory than do service providers.
A Applicable for the ‘investor group’. Investors often group in sectors, and therefore the internal comparison will be similar to the comparisons made by the company’s investors.
F Fixed costs level. Different industries have different levels of fixed costs. For example, the fixed costs of service providers are generally a lot lower than for companies involved in heavy engineering.
E Earnings volatility. There will be different levels of earnings volatility in different industries and market sectors influenced by seasonal fluctuations and cyclical changes. For example, the furniture retail sector is more influenced by the business cycle (say a downturn in the economy) than the food retail sector.
R Risk. Leading from the last point, business risk is also different between industries making it impossible to compare important performance indicators.
Without inter-firm (or inter-sectional) comparison within the same industry or
market sector the exercise of financial performance analysis is WAFER thin.
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 31
The difficulties involved in inter-firm comparison.
The comparison of financial information (such as ratios) from one firm to another, even in the same industry, involves a number of difficulties, particularly in the following.
I Inventory valuation. The method of accounting for inventory (FIFO, average cost, etc.) may vary.
D Depreciation. Depreciation calculations and rates may differ.
E Expenses. When comparison of different items of expense is possible, then there might be inconsistency in the classification of costs under the main headings of operating costs, marketing costs and administration costs, etc. and also in the method of apportioning common costs.
A Asset valuation. Where historical values are used the asset-based ratios will vary according to the average age of the assets held which would be different company by company.
S Several ways of valuing work in progress and finished goods. The cost content of work in progress and finished goods inventory may differ. Some companies will include a share of administration costs, others will cut off at factory cost or include direct costs only.
A number of trade associations or federations have prepared manuals of standard practices in accounting for their members (which are in additional to the GAAP standards) and these help to make reported results more suitable for comparative analysis.
Financial managers need IDEAS on how to make the necessary corrections for distortions caused by lack of uniformity in the way that financial information is reported by different companies.
A problem well stated is a problem half solved.
Charles F. Kettering
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 32
MacroeconomicsMacroeconomicsThis involves the study of the entire economy. (For accountancy students, the specific areas are anticipated government/central bank economic policy; and economic events and influences which affect decisions of financial/treasury managers, mainly changes, and anticipated changes in the rates of interest, inflation and currency exchange rates.)
Macroeconomic policyThe conduct of government/central bank policy in such a way as to influence the performance and behaviour of the national economy as a whole.
Macroeconomic models and the forecasts they provide are used by both governments and large companies to assist in the development and evaluation of economic policy and business strategy.
Macroeconomics then is a branch of ‘Economics’ that deals with the performance, structure, and behaviourof the economy as a whole. Macroeconomists seek to understand the determinants of aggregate trends in the economy with particular focus on the following:
N National income (Gross National Product, etc.), projections and targets.
A Aggregate unemployment and regional unemployment and causes of.
T Trends in foreign exchange rates, causes and lessons learned, etc.
I Interest rates and their effect on the economy.
O Outward investment, trends and implications.
N Net trade figures (exports less imports).
A Accrued government debt and current public sector borrowing requirements.
L Level of inflation, causes and implications.
Macroeconomics has a NATIONAL prospective.
Reference:Wikipedia
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 33
Eradicate extreme poverty
Increase/maintain economic
growthAvoid
extreme economic
fluctuations
Sustain a ‘healthy’
(controlled)balance of payments Achieve full
employment
Maintain price stability
ECONOMIC OBJECTIVES OF
UK GOVERNMENT
The economic goals of government
He slept beneath the moon,He basked beneath the sun,He lived a life of going-to-do,And died with nothing done.
James Albery, 1839 – 1889English playwrightEpitaph for himself
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 34
Main economic goals of most governments
The main economic aims of government (and the central bank which usually acts as an independent agency) are sixfold:
F Full employment. Government aims to reduce the number of involuntary unemployed people to an acceptable level, or the creation of more jobs. (It is possible to create more jobs without reducing unemployment, e.g. by more school leavers entering the jobs market than new jobs being created.)
I Inflation control and price stability. Government have a continuous policy of containing the rate of national inflation at an acceptable level.
G Growth of gross national product. Economic growth happens when there is an expansion in national income (gross national product) in relation to the size of the population. Measures of national income and output are used in economics to estimate the value of goods and services produced in an economy. They use a system of national accounts (or national accounting) first developed in the 1940s. Some of the more common measures are Gross National Product (GNP), Gross Domestic Product (GDP) and Net National Income (NNI). There are at least two or three different ways of calculating these numbers. The expenditure approach determines aggregate demand (or Gross National Expenditure), by summing consumption, investment, government expenditure and net exports. On the other hand, the income approach can be seen as the summation of wages, rents, interest, profits, non-income charges, and net foreign income earned.
H Healthy, controlled balance of payments. When the balance of visible (trading) and invisibles (investment income) are combined they form what is effectively the nation's current balance of payments.
(i) The capital accountThe flow of investment and capital flows provide (the concept of) a capital account.
(ii) Interaction of the two flowsThe two sets of flows are likely to move in the same direction, e.g. a balance of payments surplus would be taken as a sign of economic strength by other countries and attract capital; a deficit as a sign of weakness with money moving out of the currency.
Government/Central Bank policy to counteract these tendencies(i) The Central Bank might raise interest rates in an attempt to counteract the fall in the value of the home currency.(ii) Convincing overseas financiers/merchants that the Government is taking effective action to reverse a weak
economy.(iii) Maintaining controls over the moment of money owned by its own nationals. (An unlikely policy in most countries,
but it can happen.)
T Trim the economy – reduce the economic fluctuations. Unmanaged economies tend to grow in cyclical fashion - periods of recession followed by recovery, then boom. Problems with this economic tendency are:(i) In recession there are unemployed assets and lost output.(ii) In boom the economy is in danger of overheating leading to an increase in demand-inflation, with a consequent
loss of international competitiveness of the nation state.The Bank of England (BOE) (or central bank of most national economies) intervenes to avoid the economy overheatingwith two main policy instruments(i) By increasing the BOE's 'repo' rate of interest(ii) By taking money out of the economy
S Share wealth and reduce extreme poverty. Government policy attempts to eradicate extreme poverty by redistributing factor incomes - normally by transferring funds from profits, rents, interest and wages into social servicespayments, such as unemployment benefits, family aid and so on. The policy is usually achieved by taxation policy e.g., corporate tax, value-added tax (VAT) and personal direct taxes.
The Government FIGHTS hard to improve economic conditions in the country.
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 35
Main sources of inflationDemand inflation occurs when demand and purchasing power outstrips (exceeds) the rate of output (supply).
Options for government to reduce demand include: increasing taxation (corporate, VAT, direct taxes) - to cut consumer spending, lowering government expenditure (and lower government borrowing) with the aim of using the multiplier effect
to spread out in reverse. increasing interest rates (Bank of England policy).
Costs rise because of a shortage of factors of supply. Money is such a factor, but there are others, particularly labour. A shortage of labour tends to cause an increase in the level of wages.
Options for government to increase the factors of supply include: de-regulating labour markets (e.g. reducing the
power of trade unions to impose 'closed shops'), encouraging greater productivity, applying controls over wages and price rises
(prices and incomes policy) encourage immigrant labour
Imported inflation is a consequence of prices rising because of the weakening (softening) value of the country's foreign exchange rate against other trading currencies. The result of this is that imports cost more..
Options for government to counter-balance foreign exchange disadvantages include:
appreciation or depreciation of the domestic currency rate (rare),
the Central Bank raising interest rates to counteract fall in currency value,
trying to achieve a balance of trade (imports and exports).
Money supply inflation results from an over expansion of the money supply. (A simplistic explanation of the 'Monetarists' position on the relationship between money supply and the rate of inflation, is that inflation is caused by money supply growth - 'too much money chasing too few goods'.)
Options for government/Central Bank to reduce the rate of money supply growth include:
cutting the public sector borrowing requirement (PSBR), funding the PSBR by borrowing from the non-bank
private sector (which would pull money from other corporate and private investments),
control or reduction of bank lending, using interest rates to deter money supply growth (e.g.
the higher the rate of interest the less attractive investments become; less money would be borrowed and thus 'created').
Expected effect inflation occurs because of an anticipation that inflation will occur within currentwages bargaining and price adjustments. For example, employees negotiating an annual wage settlement who anticipate an increase in inflation during the year ahead would consequently demand a higher rate of wage increase to compensate for this future inflation. In this respect, inflation becomes a self-fulfilling prophesy.
Options for government to reduce the self fulfilling influences include:
pursuing clear policies which indicate its intention to contain/reduce rates of inflation,
not practising 'U-turn' economic policy.
Expectationseffect
inflation
Money-supplyinflation
Imported inflation
Cost inflation
Source of inflation
Demand inflation
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 36
Sources of inflationA principal objective of any central bank is to safeguard the value of the currency in terms of what it will purchase. Rising prices -inflation - reduces the value of money. Monetary policy is directed at achieving this objective and providing a framework for non-inflationary economic growth. As in most other developed countries, monetary policy operates in the UK mainly throughinfluencing the price of money - the interest rate, In May 1997 the Government gave the Bank of England independence to set monetary policy by deciding the level of interest rates ('repo rates') to meet the Government's inflation target - currently 2% (August 2007).
Low inflation is not an end in itself. It is however an important factor in helping to encourage long-term stability in the economy. Price stability is a precondition for achieving a wider economic goal of sustainable growth and employment. High inflation can be damaging to the functioning of the economy. Low inflation can help foster sustainable long-term economic growth.
Financial managers need to be aware of:- the probable level of future inflation, and- the effects on their organisation of likely government (central bank) policies to deal with rising inflation.
There are five types (or sources) of inflation, some of which overlap, which might lead the government (central bank) to pursue deflationary policy:
M Money supply inflation. Money supply inflation results from an over expansion of the money supply. (A simplistic explanation of the 'Monetarists' position on the relationship between money supply and the rate of inflation, is that inflation is caused by money supply growth - 'too much money chasing too few goods‘.) Options for government(central bank) to reduce the rate of money supply growth include:- cutting the public sector borrowing requirement (PSBR),- funding the PSBR by borrowing from the non-bank private sector (which would pull money from other corporate
and private investments),- control or reduction of bank lending,- using interest rates to deter money supply growth (e.g. the higher the rate of interest the less attractive
investments become; less money would be borrowed and thus 'created').
E ‘Expectations effect’ inflation. Expected effect inflation occurs because of an anticipation that inflation will occur within current wages bargaining and price adjustments. For example, employees negotiating an annual wage settlement who anticipate an increase in inflation during the year ahead would consequently demand a higher rate of wage increase to compensate for this future inflation. In this respect, inflation becomes a self-fulfilling prophesy. Options for government to reduce the self fulfilling influences include:- pursuing clear policies which indicate its intention to contain/reduce rates of inflation,- not practising 'U-turn' economic policy.
D Demand inflation. Demand inflation occurs when demand and purchasing power outstrips (exceeds) the rate of output. Options for government to reduce demand include:- increasing taxation (corporate, VAT, direct taxes) - to cut consumer spending,- lowering government expenditure (and lower government borrowing) with the aim of using the multiplier effect to
spread out in reverse.- increasing interest rates (central bank policy, perhaps).
I Imported inflation. Imported inflation is a consequence of prices rising because of the weakening (softening) value of the country's foreign exchange rate against other trading currencies. The result of this is that imports cost more. Options for government to counter-balance foreign exchange disadvantages include:- appreciation or depreciation of the domestic currency rate (rare),- the central bank raising interest rates to counteract fall in currency value,- trying to achieve a balance of trade (imports and exports).
C Cost inflation. Costs rises because of a shortage of factors of supply. Money is such a factor, but there are others, particularly labour. A shortage of labour tends to cause an increase in the level of wages. Options for government to increase the factors of supply include:- de-regulating labour markets (e.g. reducing the power of trade unions to impose 'closed shops'),- encouraging greater productivity,- applying controls over wages and price rises (prices and incomes policy).- encourage immigrant labour.
‘MEDIC’, may have no word association with ‘inflation’ but high levels of inflation are unhealthy for an economy..
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Paper F9: Financial Management
Copyright Tony Surridge Online Limited, 2009 www.tonysurridge.co.uk 37
Government policy: Full employmentThe Government aims to reduce the number of involuntary unemployed people to an acceptable level, or the creation of more jobs. (It is possible to create more jobs without reducing unemployment, eg by more school leavers entering the jobs market than new jobs being created.)
G Growth in private sector. Encouraging growth in the private sector.
E Encouraging training in job skills.
T Training grants to employers in selected regional areas.
S Spending money directly on jobs, e.g. employing more civil servants.
T Trade union ‘closed shops’ agreements disallowed or discouraged.
H Higher education and university places made available.
E Encouraging labour mobility.
M Minimum wage legislation. Careful balancing of minimum-wage legislation.
Memory jog: Government policy ‘GETS THEM’, (people) into work.
MAP NEXT CHART NEXT MNEMONIC
MAP NEXT CHART NEXT MNEMONIC
Top Related