Financial management mba.docx
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Financial management mba.docx
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Financialmanagementmba
Financialmanagement
Course:
MBA1STEdition
Lecturer:
Mrs.S.Kotta
StudentName:
LiweiShi
StudentID:
220181LS
0711********
Contents
1.0Thefactorsthatfinancemanagerhavetotakeintoconsiderationbeforeassessingtheworkingcapitalrequirements…………………3-5
1.1Introduction…………………………………………..……………....…………..3
1.2Definingofworkingcapitalrequirement………………………………...……..3
1.3Importantofunderstandingworkingcapitalrequirement……………………3
1.4Financialmanagerhastoassessthecashrequirementbysuitablemethod….4
1.5Considerbusinesscapitalstructure……………………………………………..5
1.6Conclusion…………………………………………………………………….….5
2.0Theimportantfactorsbeforefinancialmanagerstomakemergerdecision………………………………………………………..………6-8
2.1introduction………………………………………………………………………6
2.2Whydoesbusinessmakemergerdecision………………………………….…..6
2.3Businessneedtochooserightmergermethodthataccordingtobusinessstrategy……………………………………………………………………………….7
2.4Financialmangerhastoconsiderthemergerprocess……………………...7-8
2.5Financialmangerhastoconsidertheproblemfactorinthemergerprocess………………………………………………………………………….….….8
2.6Conclusion……………………………………………………………….……….8
3.0FinancialCrisisimpactonUKeconomybycomparingthefinancialcrisis90’s………………………………………………..…9-11
3.1Introduction………………………………………………………………………9
3.2Similarpointsofpresentfinancialcrisiswithfinancialcrisis90’s………..9-10
3.3FinancialcrisisImpactonUKeconomy…………………….……..………10-11
3.4Conclusion……………………………………………………………………….11
Reference………………………………………………….………..12-13
1.0Thefactorsthatfinancemanagerhavetotakeintoconsiderationbeforeassessingtheworkingcapitalrequirements
1.1Introduction
Financialmanagementcanbedefinedasthemanagementofthefinancesofabusinessinordertoachievefinancialobjectives.Theroleoffinancialmanagerwouldbetocreatewealthforthebusiness,generatecash,andprovideanadequatereturnoninvestmentbeatinginmindtherisksthatthebusinessistakingandtheresourcesinvested.Agoodfinancialplanningandcontrolcanbringbigbenefittothebusiness.
1.2Definingofworkingcapitalrequirement
Theworkingcapitalrequirementdependinguponmanyfactorssuchashowfrequentlythecompanyreceivesearningsandhowhightheirexpensesare.Itisnecessarytodefinethecurrentliquidassetsinthepossessionofthecompany.Thismaybesomewhatdifferentfromgeneralassets,sincethefocusisonthoseresourcesthatcanbeconvertedintocashquicklyandeasily.LiquidassetsmaybesuchresourcesastheoutstandingcurrentAccountsReceivablebalance,propertythatisnotdirectlyusedintheoperationofthebusiness,andbalancesinvariousoperationaccounts.
1.3Importantofunderstandingworkingcapitalrequirement
Thegeneralideaistoensurethereisenoughrevenuegeneratedtocovertheessentialoperationsofthecorporationandallowforadditionalrevenuetobegeneratedinthefuture.However,calculatingthecurrentworkingcapitalrequirementatleastonceaquarterwillallowthecompanytospottrendsthatmayindicateproblems.Forexample,iftheworkingcapitalrequirementrevealsahighernegativeratiofrompreviousperiodseventhoughlong-termdebtwasreduced,thismayindicateanissuewithdecreasedsalesandearningsorotherfactorsthatarecausingalesseningneededcapital.(Tatum,2008)
1.4Financialmanagerhastoassessthecashrequirementbysuitablemethod
Thefinancialmanagerhastoforecastwhattheassetsandliabilitieswillbeinthefuture,whichbyusingcashflowforecastingandratioanalysis.
Workingcapitalandquickratio
Workingcapitalisthedifferencebetweencurrentassetsandcurrentliabilities.Clearly,thesafestpositiontobeinistohavemoreassetsthanliabilities,andthebiggerthedifferencethebetter.Theformulaforworkingcapitalissimply:
Currentassets–currentliabilities.Alsoknownasliquidassets,currentassetsalsocalledshort-termresourcesincludecash,inventory,andaccountsreceivable,andanyassetsthatareexpectedtobeturnedintocashwithinoneyear.Currentliabilitiesarethetradecreditors,short-termborrowing,andothercreditorsrepayablewithinayear.
Quickratioisasimilarbutmoredemandingwayofmeasuringcashneeds.Stockiscompletelyleftoutofthecurrentassetstotalbecauseitmighttakesometimetoturnintocash.Onlyinvestments,moneyinthebank,cashandmoneyowedbycustomersarecounted.Agoodscoreinthequickratiotestisusuallyanindicationofahealthybusiness.
Cashflowforecasting
Sincecashisessentialtoabusiness,acashflowforecastisoneofthemostimportantmanagementtoolsthatfinancialmanagercanuse.Whenthebusinessexpectsarapidincreaseinbusiness,anaccuratecashflowforecastisvital.Thispredictsthemoneycomingintoandgoingoutofthebusinessand,tobeeffective,itneedstobebrokendownintorelevantperiods–monthly,weekly,orevendaily.Thecashflowshowswhethertheextrademandcanbeeffectivelyfinanced,whetherthefirmneedextrashort-termfinancialsupport,orwhetherthereisariskofovertrading.(WaterstonandBritton,1999)Thepurposeofthecashflowforecastistoprovidethebusinessownerwithprojectedfigure,whicharecalculatedtoensurethesurvivabilityofthemoneyandultimatelytheachievementoftheplannedandtheprofitabletarget.(Atrill,2003)
Gearing
Thisisthepercentageofmoneyborrowedfromthebankcomparedtomoneyprovidedbytheownersandotherinvestors.Gearingcanhelpabusinessbyboostingcash,butitdoesinvolveborrowingpotentiallylargesumsofmoney.Thereisnosetsafefigureforgearing,becausebusinessesdiffersomuch.Ahighgearingratiomeansthatthebusinesshasahighproportionofborrowedfundsinitstotalcapitalandtheriskishigher.
1.5Considerbusinesscapitalstructure
Financialmanagerneedtoconsiderhowdoesbusinessgetthefundstoimplementfirm’soperations.Differentorganisationshavedifferentcapitalstructure.Businessoperationcanbeimplementedbythecashinhand,takingloanfrombank,debtandequity.
1.6Conclusion
Financialmanagershavetobeanattentionstoconsidervariousfinancialfactorsbeforeassessestheworkingcapitalrequirement.Wrongestimationinworkingcapitalcanputinorganizationintothedangersfinancialsituation,fromthatreason,it’simportantforfinancialmanagercautiouslyassesseswhetherthefirmhasgotenoughfundstooperatethebusinessornot.InorderToruntheworkingcapitaleffectively,makesurethatthecompanyhasenoughtocovertheusualcostsandexpensesnecessarytooperationthebusiness.
2.0Theimportantfactorsbeforefinancialmanagerstomakemergerdecision
2.1Introduction
Amergeriswhentwobusinessofequalsizecombine.(Atill,2006)Manymergersfailtoproduceshareholderwealthandyettherearecompaniesthatpursueahighlysuccessfulstrategyofexpansionthroughmergers.So,thefinancialmangerhaveconsidertheimportantfactorsbeforetomakemergerdecision
2.2Whydoesbusinessmergerwithothers?
Therearesuchbenefitsforthebusinesstomakemergerdecision.Whenbusinesscombinewithotherbusinessinordertoeliminatecompetitionandincreasemarketingpower.Fromthemerger,marketpowerisamotivatorinverticalaswellashorizontalmergers.Downstreammergersareoftenformedinordertoensureamarketfortheacquirer’sproductandtoshutoutcompetingfirms.Upstreammergersoftenleadtotheraisingorcreatingofbarrierstoentryoraredesignedtoplacecompetitorsatacostdisadvantage.
Animportantcontributortosynergyistheabilitytoexploiteconomiesofscale.Largersizeoftenleadstolowercostperunitofoutput.Rationalisingandconsolidatingmanufacturingcapacityatfewer,largersitescanleadtoeconomiesofproductionutilisinglargermachines.Economiesinmarketingcanarisethroughtheuseofcommondistributionchannelsorjointadvertising.Therearealsoeconomiesinadministration,researchanddevelopment,purchasingandfinance.
Bybringingtogethertwofirmsatdifferentstagesoftheproductionchainanacquirermayachievemoreefficientco-ordinationofthedifferentlevels.Thefocushereisonthecostsofcommunicationandthecostsofbargaining.Verticalintegrationreducestheuncertaintyofsupplyortheprospectoffindinganoutlet.Italsoavoidstheproblemsofhavingtodealwithasupplierorcustomerinastrongbargainingposition.(Atill,2006)
Themergerstrategycanhelpbusinessentrytonewmarketandindustries.Ifafirmhaschosentoenteraparticularmarketbutlackstherightknow-how,thequickestwayofestablishingitselfmaybethroughthepurchaseofanexistingplayerinthatproductorgeographicalmarket.Togrowintothemarketorganically,thatis,bydevelopingtherequiredskillsandmarketstrengththroughinternaleffortsalone,maymeanthatthefirm,formanyyears,willnothavethenecessarycriticalsizetobecomeaneffectivecompetitor.Duringthegrowthperiodlossesmaywellbeincurred.Furthermore,creatinganewparticipantinamarketmaygenerateover-supplyandexcessivecompetition,producingthedangerofapricewarandthuseliminatingprofits.(Arnold,2002)
2.3Businessneedtochooserightmergermethodthataccordingtobusinessstrategy
Business’smergerstrategyhastofollowthebusinessstrategytodecideitstargetmethod.Mergerscanbeclassifiedaccordingtotherelationshipbetweenthebusinessesbeingmerged.Therethreekindsofmergermethods.Ahorizontalmergeroccurswhentwobusinessesinthesameindustry,andatthesamepointintheproduction/distributionprocess,decidetoco
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