Basic Financial Management:
Business is a cut-throat environment. Even with an excellent idea or brilliant marketing plan, there is no guarantee of success. Besides having innovative ideas and the willpower to succeed, you need sound management and business skills, and you need to know how to apply the best business practices,...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cape Town
Juta & Company, Limited
2021
|
| Ausgabe: | 3rd ed |
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Zusammenfassung: | Business is a cut-throat environment. Even with an excellent idea or brilliant marketing plan, there is no guarantee of success. Besides having innovative ideas and the willpower to succeed, you need sound management and business skills, and you need to know how to apply the best business practices, whether you are an entrepreneur or professional manager |
| Beschreibung: | 1 Online-Ressource (256 Seiten) |
| ISBN: | 9781485131953 9781485131649 |
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MARC
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| 245 | 1 | 0 | |a Basic Financial Management |
| 250 | |a 3rd ed | ||
| 264 | 1 | |a Cape Town |b Juta & Company, Limited |c 2021 | |
| 264 | 4 | |c ©2021 | |
| 300 | |a 1 Online-Ressource (256 Seiten) | ||
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| 505 | 8 | |a Cover -- Title page -- Imprint page -- Contents -- Preface -- About the Authors -- Chapter 1: An introduction to financial management for any entrepreneur or manager in any position -- Learning outcomes -- 1.1 Introduction -- 1.1.1 What is financial management? -- 1.1.2 Why is financial management important? -- 1.2 The financial function in any enterprise/organisation -- 1.3 Responsibilities of financial managers -- 1.3.1 Examples of financial management -- 1.3.2 Comparison with other business functions -- 1.3.3 The definition of financial management -- 1.4 The managerial functions of financial management -- 1.4.1 Financial planning -- 1.4.2 Financial organising -- 1.4.3 Financial activating -- 1.4.4 Financial controlling -- 1.4.5 Some financial activities in any enterprise -- 1.5 Important concepts in financial management -- 1.5.1 Assets -- 1.5.2 Capital -- 1.5.3 Some other concepts -- 1.6 Summary -- Self-evaluation questions -- Answers -- Chapter 2: Basic accounting and financial statements -- Learning outcomes -- 2.1 Introduction -- 2.2 The business cycle -- 2.2.1 The entity concept -- 2.2.2 Primary accounting equation -- 2.3 Analysis cash book -- 2.3.1 How to use the analysis cash book -- 2.3.2 Value-added tax (VAT) -- 2.4 Bank reconciliation -- 2.4.1 How to do a bank reconciliation -- 2.5 Trial balance -- 2.5.1 Adjustments trial balance -- 2.6 Statement of comprehensive income (also known as the income statement) -- 2.7 Statement of financial position (balance sheet) -- 2.7.1 Statement of changes in equity -- 2.8 Cash flow statement -- 2.9 Petty cash -- 2.10 Summary -- Self-evaluation questions -- Answers -- Chapter 3: Analysing the annual financial statements -- Learning outcomes -- 3.1 Introduction -- 3.2 Financial ratios -- 3.3 Liquidity ratios -- 3.3.1 Current ratio -- 3.3.2 Acid-test ratio -- 3.4 Activity ratios | |
| 505 | 8 | |a 3.4.1 Inventory turnover rate -- 3.4.2 Debtors' collection period -- 3.4.3 Creditors' payment period -- 3.5 Solvency ratios -- 3.5.1 Debt ratio -- 3.5.2 Interest coverage ratio -- 3.6 Profitability ratios -- 3.6.1 Profitability of the enterprise (return on total assets) -- 3.6.2 Profitability of own capital -- 3.6.3 Gross profit or gross income margin -- 3.6.4 Net income margin -- 3.7 Financial leverage -- 3.8 Performance ratio -- 3.9 Summary -- Self-evaluation questions -- Answers -- Chapter 4: The capital requirements of any enterprise or organisation -- Learning outcomes -- 4.1 Introduction -- 4.2 The capital need for evaluating viability -- 4.2.1 Initial research and development costs -- 4.2.2 Investigating the idea -- 4.2.3 Initial setup costs -- 4.3 The need for fixed and current assets -- 4.3.1 Fixed assets -- 4.3.2 Current assets -- 4.4 The need for permanent and variable capital -- 4.4.1 The permanent (or continuous) capital need -- 4.4.2 The variable (short-term) capital need -- 4.4.3 Two important principles -- 4.5 Other factors influencing the capital need -- 4.5.1 Type of industry -- 4.5.2 Length of the working capital cycle -- 4.5.3 Forecasted sales/income figures -- 4.5.4 External factors -- 4.5.5 Growth and expansion -- 4.5.6 Capital requirements for ongoing and new enterprises -- 4.6 Summary -- Self-evaluation questions -- Chapter 5: Financing the capital requirements of an enterprise -- Learning outcomes -- 5.1 Introduction -- 5.2 Sources of finance/capital -- 5.2.1 Own capital (equity, share capital, retained earnings) -- 5.2.2 Outside capital (foreign, borrowed, external, loan) -- 5.3 Forms and sources of finance -- 5.3.1 Permanent finance and its sources -- 5.3.2 Long-term finance and its sources -- 5.3.3 Medium-term finance and its sources -- 5.3.4 Short-term finance and its sources -- 5.4 Choosing sources and forms of finance | |
| 505 | 8 | |a 5.4.1 Matching life expectancy of assets and credit time available -- 5.4.2 Availability and accessibility issues -- 5.4.3 Costs associated with a specific source -- 5.4.4 Independence versus dependence and control -- 5.4.5 Freedom of application of finance -- 5.4.6 The effects of financial leverage -- 5.4.7 Considerations of liquidity and profitability -- 5.4.8 Taxation considerations -- 5.4.9 Building long-term relationships -- 5.5 Typical problems in obtaining finance -- 5.5.1 When own capital's contribution is too small -- 5.5.2 Lack of experience in financial management -- 5.5.3 Lack of financial expertise -- 5.5.4 Too much emphasis on collateral by suppliers of finance -- 5.5.5 Lack of planning -- 5.5.6 Creditworthiness -- 5.6 Summary -- Self-evaluation questions -- Chapter 6: The financial break-even analysis -- Learning outcomes -- 6.1 Introduction -- 6.1.1 Common factors to consider -- 6.1.2 The marketing factor -- 6.2 The break-even point per single product unit -- 6.2.1 Using the break-even formula -- 6.2.2 Verifying your answer -- 6.3 Other financial concepts -- 6.3.1 Overheads -- 6.3.2 Direct costs -- 6.3.3 Gross profit (marginal income) -- 6.4 The break-even point per multiple products with different pricing structures -- 6.5 Using a graph to explain the break-even point -- 6.5.1 Indirect (fixed, operational) costs -- 6.5.2 Direct (variable) costs -- 6.5.3 The complete graphical break-even point -- 6.6 Advantages and disadvantages of the break-even analysis -- 6.7 Changes to the three critical factors -- 6.7.1 If the selling price per unit changes -- 6.7.2 If indirect costs change -- 6.7.3 If the direct cost per unit changes -- 6.8 Summary -- Self-evaluation questions -- Answers -- Chapter 7: Budgets -- Learning outcomes -- 7.1 Introduction -- 7.2 Why do we draw up budgets? -- 7.3 Master budget -- 7.4 Sales budget | |
| 505 | 8 | |a 7.5 Production budget -- 7.6 Labour budget -- 7.7 Budgeted income statement -- 7.8 Budgeted balance sheet -- 7.9 Cash flow budget -- 7.10 Financial forecast -- 7.11 Compiling your marketing budget -- 7.12 Actual against budget -- 7.13 Using a computer to draw up budgets -- 7.14 Summary -- Self-evaluation questions -- Answers -- Chapter 8: Managing credit -- Learning outcomes -- 8.1 Introduction -- 8.2 Defining credit and debt (creditors and debtors) -- 8.3 The credit transaction -- 8.4 Forms of credit -- 8.4.1 Open account -- 8.4.2 Revolving credit -- 8.4.3 Instalment credit -- 8.4.4 Other forms of credit -- 8.5 Advantages and disadvantages of granting credit -- 8.5.1 Advantages of granting credit -- 8.5.2 Disadvantages of granting credit -- 8.6 The importance of a realistic and sound credit policy -- 8.7 Assessing the creditworthiness of customers -- 8.7.1 Indications of creditworthiness -- 8.7.2 The credit application form -- 8.8 Implementing credit decisions -- 8.8.1 Confirming the outcome of an application -- 8.8.2 Signing a formal agreement with the customer -- 8.8.3 Ensuring efficient and effective administration -- 8.9 Controlling debtors' accounts -- 8.9.1 Sound administration -- 8.9.2 Follow-up -- 8.10 Things to remember -- 8.11 Summary -- Self-evaluation questions -- Chapter 9: Managing stock/inventory -- Learning outcomes -- 9.1 Introduction -- 9.2 Classifications of stock (inventory) -- 9.2.1 Manufacturing (and related) industries -- 9.2.2 The retail industry -- 9.2.3 The services industry -- 9.3 Why stock management is important -- 9.3.1 Stock is a huge investment -- 9.3.2 Stock-keeping costs -- 9.3.3 Enhancing purchases management -- 9.3.4 Calculating profits -- 9.3.5 To ensure minimum over- or under-stocking -- 9.4 Over-stocking and under-stocking -- 9.4.1 Too much stock -- 9.4.2 Too little stock -- 9.5 The economic order quantity | |
| 505 | 8 | |a 9.5.1 Stock-keeping costs -- 9.5.2 Stock-acquiring costs -- 9.5.3 Total costs -- 9.6 Ordering, receiving, storing and selling stock - the just-in-time (JIT) principle -- 9.7 Valuing stock -- 9.7.1 Actual purchasing costs -- 9.7.2 First-in-first-out (FIFO) -- 9.7.3 Last-in-first-out (LIFO) -- 9.7.4 Inflation and its effect -- 9.7.5 Prudent administration -- 9.8 The importance of physical stocktaking -- 9.8.1 Focusing on critical stock items -- 9.8.2 Doing interim spot checks -- 9.8.3 Choosing between chaos and order -- 9.8.4 Sound administrative and effective cost accounting practices -- 9.9 Summary -- Self-evaluation questions -- Chapter 10: Making sense of data -- Learning outcomes -- 10.1 Making sense of data matters -- 10.2 Statistics as the science of sensemaking of data -- 10.2.1 From statisticians to data scientists -- 10.2.2 What do we do with statistics? -- 10.3 Data and information -- 10.4 Variables and data -- 10.4.1 Variables -- 10.4.2 Data types -- 10.4.3 Levels of measurement of data -- 10.5 Collecting data -- 10.5.1 Where do I look for data? -- 10.5.2 A sample and a population -- 10.5.3 The need for sampling -- 10.5.4 Collecting data using a sample -- 10.6 Organising and summarising the data -- 10.6.1 Histograms -- 10.6.2 Bar charts -- 10.6.3 Pie charts -- 10.6.4 Bar charts or pie charts? -- 10.6.5 Histograms or bar charts? -- 10.7 Analysing and describing the data to derive information -- 10.7.1 Descriptive measures of central tendency -- 10.7.2 Descriptive measures of spread or variability -- 10.7.3 Descriptive measures of symmetry -- 10.8 Presenting the data to make sense -- 10.9 Summary | |
| 520 | 3 | |a Business is a cut-throat environment. Even with an excellent idea or brilliant marketing plan, there is no guarantee of success. Besides having innovative ideas and the willpower to succeed, you need sound management and business skills, and you need to know how to apply the best business practices, whether you are an entrepreneur or professional manager | |
| 650 | 4 | |a Business enterprises--Finance | |
| 650 | 4 | |a Business enterprises--Finance--Handbooks, manuals, etc | |
| 650 | 4 | |a Industrial management | |
| 653 | 6 | |a Electronic books | |
| 700 | 1 | |a Fourie, W. |e Sonstige |4 oth | |
| 700 | 1 | |a Pellissier, R. |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Conradie, W. |t Basic Financial Management |d Cape Town : Juta & Company, Limited,c2021 |z 9781485131649 |
| 912 | |a ZDB-30-PQE | ||
| 999 | |a oai:aleph.bib-bvb.de:BVB01-034006884 | ||
| 966 | e | |u https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6837036 |l HWR01 |p ZDB-30-PQE |q HWR_PDA_PQE_Kauf |x Aggregator |3 Volltext | |
Datensatz im Suchindex
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| author | Conradie, W. |
| author_facet | Conradie, W. |
| author_role | aut |
| author_sort | Conradie, W. |
| author_variant | w c wc |
| building | Verbundindex |
| bvnumber | BV048631864 |
| collection | ZDB-30-PQE |
| contents | Cover -- Title page -- Imprint page -- Contents -- Preface -- About the Authors -- Chapter 1: An introduction to financial management for any entrepreneur or manager in any position -- Learning outcomes -- 1.1 Introduction -- 1.1.1 What is financial management? -- 1.1.2 Why is financial management important? -- 1.2 The financial function in any enterprise/organisation -- 1.3 Responsibilities of financial managers -- 1.3.1 Examples of financial management -- 1.3.2 Comparison with other business functions -- 1.3.3 The definition of financial management -- 1.4 The managerial functions of financial management -- 1.4.1 Financial planning -- 1.4.2 Financial organising -- 1.4.3 Financial activating -- 1.4.4 Financial controlling -- 1.4.5 Some financial activities in any enterprise -- 1.5 Important concepts in financial management -- 1.5.1 Assets -- 1.5.2 Capital -- 1.5.3 Some other concepts -- 1.6 Summary -- Self-evaluation questions -- Answers -- Chapter 2: Basic accounting and financial statements -- Learning outcomes -- 2.1 Introduction -- 2.2 The business cycle -- 2.2.1 The entity concept -- 2.2.2 Primary accounting equation -- 2.3 Analysis cash book -- 2.3.1 How to use the analysis cash book -- 2.3.2 Value-added tax (VAT) -- 2.4 Bank reconciliation -- 2.4.1 How to do a bank reconciliation -- 2.5 Trial balance -- 2.5.1 Adjustments trial balance -- 2.6 Statement of comprehensive income (also known as the income statement) -- 2.7 Statement of financial position (balance sheet) -- 2.7.1 Statement of changes in equity -- 2.8 Cash flow statement -- 2.9 Petty cash -- 2.10 Summary -- Self-evaluation questions -- Answers -- Chapter 3: Analysing the annual financial statements -- Learning outcomes -- 3.1 Introduction -- 3.2 Financial ratios -- 3.3 Liquidity ratios -- 3.3.1 Current ratio -- 3.3.2 Acid-test ratio -- 3.4 Activity ratios 3.4.1 Inventory turnover rate -- 3.4.2 Debtors' collection period -- 3.4.3 Creditors' payment period -- 3.5 Solvency ratios -- 3.5.1 Debt ratio -- 3.5.2 Interest coverage ratio -- 3.6 Profitability ratios -- 3.6.1 Profitability of the enterprise (return on total assets) -- 3.6.2 Profitability of own capital -- 3.6.3 Gross profit or gross income margin -- 3.6.4 Net income margin -- 3.7 Financial leverage -- 3.8 Performance ratio -- 3.9 Summary -- Self-evaluation questions -- Answers -- Chapter 4: The capital requirements of any enterprise or organisation -- Learning outcomes -- 4.1 Introduction -- 4.2 The capital need for evaluating viability -- 4.2.1 Initial research and development costs -- 4.2.2 Investigating the idea -- 4.2.3 Initial setup costs -- 4.3 The need for fixed and current assets -- 4.3.1 Fixed assets -- 4.3.2 Current assets -- 4.4 The need for permanent and variable capital -- 4.4.1 The permanent (or continuous) capital need -- 4.4.2 The variable (short-term) capital need -- 4.4.3 Two important principles -- 4.5 Other factors influencing the capital need -- 4.5.1 Type of industry -- 4.5.2 Length of the working capital cycle -- 4.5.3 Forecasted sales/income figures -- 4.5.4 External factors -- 4.5.5 Growth and expansion -- 4.5.6 Capital requirements for ongoing and new enterprises -- 4.6 Summary -- Self-evaluation questions -- Chapter 5: Financing the capital requirements of an enterprise -- Learning outcomes -- 5.1 Introduction -- 5.2 Sources of finance/capital -- 5.2.1 Own capital (equity, share capital, retained earnings) -- 5.2.2 Outside capital (foreign, borrowed, external, loan) -- 5.3 Forms and sources of finance -- 5.3.1 Permanent finance and its sources -- 5.3.2 Long-term finance and its sources -- 5.3.3 Medium-term finance and its sources -- 5.3.4 Short-term finance and its sources -- 5.4 Choosing sources and forms of finance 5.4.1 Matching life expectancy of assets and credit time available -- 5.4.2 Availability and accessibility issues -- 5.4.3 Costs associated with a specific source -- 5.4.4 Independence versus dependence and control -- 5.4.5 Freedom of application of finance -- 5.4.6 The effects of financial leverage -- 5.4.7 Considerations of liquidity and profitability -- 5.4.8 Taxation considerations -- 5.4.9 Building long-term relationships -- 5.5 Typical problems in obtaining finance -- 5.5.1 When own capital's contribution is too small -- 5.5.2 Lack of experience in financial management -- 5.5.3 Lack of financial expertise -- 5.5.4 Too much emphasis on collateral by suppliers of finance -- 5.5.5 Lack of planning -- 5.5.6 Creditworthiness -- 5.6 Summary -- Self-evaluation questions -- Chapter 6: The financial break-even analysis -- Learning outcomes -- 6.1 Introduction -- 6.1.1 Common factors to consider -- 6.1.2 The marketing factor -- 6.2 The break-even point per single product unit -- 6.2.1 Using the break-even formula -- 6.2.2 Verifying your answer -- 6.3 Other financial concepts -- 6.3.1 Overheads -- 6.3.2 Direct costs -- 6.3.3 Gross profit (marginal income) -- 6.4 The break-even point per multiple products with different pricing structures -- 6.5 Using a graph to explain the break-even point -- 6.5.1 Indirect (fixed, operational) costs -- 6.5.2 Direct (variable) costs -- 6.5.3 The complete graphical break-even point -- 6.6 Advantages and disadvantages of the break-even analysis -- 6.7 Changes to the three critical factors -- 6.7.1 If the selling price per unit changes -- 6.7.2 If indirect costs change -- 6.7.3 If the direct cost per unit changes -- 6.8 Summary -- Self-evaluation questions -- Answers -- Chapter 7: Budgets -- Learning outcomes -- 7.1 Introduction -- 7.2 Why do we draw up budgets? -- 7.3 Master budget -- 7.4 Sales budget 7.5 Production budget -- 7.6 Labour budget -- 7.7 Budgeted income statement -- 7.8 Budgeted balance sheet -- 7.9 Cash flow budget -- 7.10 Financial forecast -- 7.11 Compiling your marketing budget -- 7.12 Actual against budget -- 7.13 Using a computer to draw up budgets -- 7.14 Summary -- Self-evaluation questions -- Answers -- Chapter 8: Managing credit -- Learning outcomes -- 8.1 Introduction -- 8.2 Defining credit and debt (creditors and debtors) -- 8.3 The credit transaction -- 8.4 Forms of credit -- 8.4.1 Open account -- 8.4.2 Revolving credit -- 8.4.3 Instalment credit -- 8.4.4 Other forms of credit -- 8.5 Advantages and disadvantages of granting credit -- 8.5.1 Advantages of granting credit -- 8.5.2 Disadvantages of granting credit -- 8.6 The importance of a realistic and sound credit policy -- 8.7 Assessing the creditworthiness of customers -- 8.7.1 Indications of creditworthiness -- 8.7.2 The credit application form -- 8.8 Implementing credit decisions -- 8.8.1 Confirming the outcome of an application -- 8.8.2 Signing a formal agreement with the customer -- 8.8.3 Ensuring efficient and effective administration -- 8.9 Controlling debtors' accounts -- 8.9.1 Sound administration -- 8.9.2 Follow-up -- 8.10 Things to remember -- 8.11 Summary -- Self-evaluation questions -- Chapter 9: Managing stock/inventory -- Learning outcomes -- 9.1 Introduction -- 9.2 Classifications of stock (inventory) -- 9.2.1 Manufacturing (and related) industries -- 9.2.2 The retail industry -- 9.2.3 The services industry -- 9.3 Why stock management is important -- 9.3.1 Stock is a huge investment -- 9.3.2 Stock-keeping costs -- 9.3.3 Enhancing purchases management -- 9.3.4 Calculating profits -- 9.3.5 To ensure minimum over- or under-stocking -- 9.4 Over-stocking and under-stocking -- 9.4.1 Too much stock -- 9.4.2 Too little stock -- 9.5 The economic order quantity 9.5.1 Stock-keeping costs -- 9.5.2 Stock-acquiring costs -- 9.5.3 Total costs -- 9.6 Ordering, receiving, storing and selling stock - the just-in-time (JIT) principle -- 9.7 Valuing stock -- 9.7.1 Actual purchasing costs -- 9.7.2 First-in-first-out (FIFO) -- 9.7.3 Last-in-first-out (LIFO) -- 9.7.4 Inflation and its effect -- 9.7.5 Prudent administration -- 9.8 The importance of physical stocktaking -- 9.8.1 Focusing on critical stock items -- 9.8.2 Doing interim spot checks -- 9.8.3 Choosing between chaos and order -- 9.8.4 Sound administrative and effective cost accounting practices -- 9.9 Summary -- Self-evaluation questions -- Chapter 10: Making sense of data -- Learning outcomes -- 10.1 Making sense of data matters -- 10.2 Statistics as the science of sensemaking of data -- 10.2.1 From statisticians to data scientists -- 10.2.2 What do we do with statistics? -- 10.3 Data and information -- 10.4 Variables and data -- 10.4.1 Variables -- 10.4.2 Data types -- 10.4.3 Levels of measurement of data -- 10.5 Collecting data -- 10.5.1 Where do I look for data? -- 10.5.2 A sample and a population -- 10.5.3 The need for sampling -- 10.5.4 Collecting data using a sample -- 10.6 Organising and summarising the data -- 10.6.1 Histograms -- 10.6.2 Bar charts -- 10.6.3 Pie charts -- 10.6.4 Bar charts or pie charts? -- 10.6.5 Histograms or bar charts? -- 10.7 Analysing and describing the data to derive information -- 10.7.1 Descriptive measures of central tendency -- 10.7.2 Descriptive measures of spread or variability -- 10.7.3 Descriptive measures of symmetry -- 10.8 Presenting the data to make sense -- 10.9 Summary |
| ctrlnum | (ZDB-30-PQE)EBC6837036 (ZDB-30-PAD)EBC6837036 (ZDB-89-EBL)EBL6837036 (OCoLC)1328136458 (DE-599)BVBBV048631864 |
| edition | 3rd ed |
| format | Electronic eBook |
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Bank reconciliation -- 2.4.1 How to do a bank reconciliation -- 2.5 Trial balance -- 2.5.1 Adjustments trial balance -- 2.6 Statement of comprehensive income (also known as the income statement) -- 2.7 Statement of financial position (balance sheet) -- 2.7.1 Statement of changes in equity -- 2.8 Cash flow statement -- 2.9 Petty cash -- 2.10 Summary -- Self-evaluation questions -- Answers -- Chapter 3: Analysing the annual financial statements -- Learning outcomes -- 3.1 Introduction -- 3.2 Financial ratios -- 3.3 Liquidity ratios -- 3.3.1 Current ratio -- 3.3.2 Acid-test ratio -- 3.4 Activity ratios</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">3.4.1 Inventory turnover rate -- 3.4.2 Debtors' collection period -- 3.4.3 Creditors' payment period -- 3.5 Solvency ratios -- 3.5.1 Debt ratio -- 3.5.2 Interest coverage ratio -- 3.6 Profitability ratios -- 3.6.1 Profitability of the enterprise (return on total assets) -- 3.6.2 Profitability of own capital -- 3.6.3 Gross profit or gross income margin -- 3.6.4 Net income margin -- 3.7 Financial leverage -- 3.8 Performance ratio -- 3.9 Summary -- Self-evaluation questions -- Answers -- Chapter 4: The capital requirements of any enterprise or organisation -- Learning outcomes -- 4.1 Introduction -- 4.2 The capital need for evaluating viability -- 4.2.1 Initial research and development costs -- 4.2.2 Investigating the idea -- 4.2.3 Initial setup costs -- 4.3 The need for fixed and current assets -- 4.3.1 Fixed assets -- 4.3.2 Current assets -- 4.4 The need for permanent and variable capital -- 4.4.1 The permanent (or continuous) capital need -- 4.4.2 The variable (short-term) capital need -- 4.4.3 Two important principles -- 4.5 Other factors influencing the capital need -- 4.5.1 Type of industry -- 4.5.2 Length of the working capital cycle -- 4.5.3 Forecasted sales/income figures -- 4.5.4 External factors -- 4.5.5 Growth and expansion -- 4.5.6 Capital requirements for ongoing and new enterprises -- 4.6 Summary -- Self-evaluation questions -- Chapter 5: Financing the capital requirements of an enterprise -- Learning outcomes -- 5.1 Introduction -- 5.2 Sources of finance/capital -- 5.2.1 Own capital (equity, share capital, retained earnings) -- 5.2.2 Outside capital (foreign, borrowed, external, loan) -- 5.3 Forms and sources of finance -- 5.3.1 Permanent finance and its sources -- 5.3.2 Long-term finance and its sources -- 5.3.3 Medium-term finance and its sources -- 5.3.4 Short-term finance and its sources -- 5.4 Choosing sources and forms of finance</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.4.1 Matching life expectancy of assets and credit time available -- 5.4.2 Availability and accessibility issues -- 5.4.3 Costs associated with a specific source -- 5.4.4 Independence versus dependence and control -- 5.4.5 Freedom of application of finance -- 5.4.6 The effects of financial leverage -- 5.4.7 Considerations of liquidity and profitability -- 5.4.8 Taxation considerations -- 5.4.9 Building long-term relationships -- 5.5 Typical problems in obtaining finance -- 5.5.1 When own capital's contribution is too small -- 5.5.2 Lack of experience in financial management -- 5.5.3 Lack of financial expertise -- 5.5.4 Too much emphasis on collateral by suppliers of finance -- 5.5.5 Lack of planning -- 5.5.6 Creditworthiness -- 5.6 Summary -- Self-evaluation questions -- Chapter 6: The financial break-even analysis -- Learning outcomes -- 6.1 Introduction -- 6.1.1 Common factors to consider -- 6.1.2 The marketing factor -- 6.2 The break-even point per single product unit -- 6.2.1 Using the break-even formula -- 6.2.2 Verifying your answer -- 6.3 Other financial concepts -- 6.3.1 Overheads -- 6.3.2 Direct costs -- 6.3.3 Gross profit (marginal income) -- 6.4 The break-even point per multiple products with different pricing structures -- 6.5 Using a graph to explain the break-even point -- 6.5.1 Indirect (fixed, operational) costs -- 6.5.2 Direct (variable) costs -- 6.5.3 The complete graphical break-even point -- 6.6 Advantages and disadvantages of the break-even analysis -- 6.7 Changes to the three critical factors -- 6.7.1 If the selling price per unit changes -- 6.7.2 If indirect costs change -- 6.7.3 If the direct cost per unit changes -- 6.8 Summary -- Self-evaluation questions -- Answers -- Chapter 7: Budgets -- Learning outcomes -- 7.1 Introduction -- 7.2 Why do we draw up budgets? -- 7.3 Master budget -- 7.4 Sales budget</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">7.5 Production budget -- 7.6 Labour budget -- 7.7 Budgeted income statement -- 7.8 Budgeted balance sheet -- 7.9 Cash flow budget -- 7.10 Financial forecast -- 7.11 Compiling your marketing budget -- 7.12 Actual against budget -- 7.13 Using a computer to draw up budgets -- 7.14 Summary -- Self-evaluation questions -- Answers -- Chapter 8: Managing credit -- Learning outcomes -- 8.1 Introduction -- 8.2 Defining credit and debt (creditors and debtors) -- 8.3 The credit transaction -- 8.4 Forms of credit -- 8.4.1 Open account -- 8.4.2 Revolving credit -- 8.4.3 Instalment credit -- 8.4.4 Other forms of credit -- 8.5 Advantages and disadvantages of granting credit -- 8.5.1 Advantages of granting credit -- 8.5.2 Disadvantages of granting credit -- 8.6 The importance of a realistic and sound credit policy -- 8.7 Assessing the creditworthiness of customers -- 8.7.1 Indications of creditworthiness -- 8.7.2 The credit application form -- 8.8 Implementing credit decisions -- 8.8.1 Confirming the outcome of an application -- 8.8.2 Signing a formal agreement with the customer -- 8.8.3 Ensuring efficient and effective administration -- 8.9 Controlling debtors' accounts -- 8.9.1 Sound administration -- 8.9.2 Follow-up -- 8.10 Things to remember -- 8.11 Summary -- Self-evaluation questions -- Chapter 9: Managing stock/inventory -- Learning outcomes -- 9.1 Introduction -- 9.2 Classifications of stock (inventory) -- 9.2.1 Manufacturing (and related) industries -- 9.2.2 The retail industry -- 9.2.3 The services industry -- 9.3 Why stock management is important -- 9.3.1 Stock is a huge investment -- 9.3.2 Stock-keeping costs -- 9.3.3 Enhancing purchases management -- 9.3.4 Calculating profits -- 9.3.5 To ensure minimum over- or under-stocking -- 9.4 Over-stocking and under-stocking -- 9.4.1 Too much stock -- 9.4.2 Too little stock -- 9.5 The economic order quantity</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">9.5.1 Stock-keeping costs -- 9.5.2 Stock-acquiring costs -- 9.5.3 Total costs -- 9.6 Ordering, receiving, storing and selling stock - the just-in-time (JIT) principle -- 9.7 Valuing stock -- 9.7.1 Actual purchasing costs -- 9.7.2 First-in-first-out (FIFO) -- 9.7.3 Last-in-first-out (LIFO) -- 9.7.4 Inflation and its effect -- 9.7.5 Prudent administration -- 9.8 The importance of physical stocktaking -- 9.8.1 Focusing on critical stock items -- 9.8.2 Doing interim spot checks -- 9.8.3 Choosing between chaos and order -- 9.8.4 Sound administrative and effective cost accounting practices -- 9.9 Summary -- Self-evaluation questions -- Chapter 10: Making sense of data -- Learning outcomes -- 10.1 Making sense of data matters -- 10.2 Statistics as the science of sensemaking of data -- 10.2.1 From statisticians to data scientists -- 10.2.2 What do we do with statistics? -- 10.3 Data and information -- 10.4 Variables and data -- 10.4.1 Variables -- 10.4.2 Data types -- 10.4.3 Levels of measurement of data -- 10.5 Collecting data -- 10.5.1 Where do I look for data? -- 10.5.2 A sample and a population -- 10.5.3 The need for sampling -- 10.5.4 Collecting data using a sample -- 10.6 Organising and summarising the data -- 10.6.1 Histograms -- 10.6.2 Bar charts -- 10.6.3 Pie charts -- 10.6.4 Bar charts or pie charts? -- 10.6.5 Histograms or bar charts? -- 10.7 Analysing and describing the data to derive information -- 10.7.1 Descriptive measures of central tendency -- 10.7.2 Descriptive measures of spread or variability -- 10.7.3 Descriptive measures of symmetry -- 10.8 Presenting the data to make sense -- 10.9 Summary</subfield></datafield><datafield tag="520" ind1="3" ind2=" "><subfield code="a">Business is a cut-throat environment. Even with an excellent idea or brilliant marketing plan, there is no guarantee of success. Besides having innovative ideas and the willpower to succeed, you need sound management and business skills, and you need to know how to apply the best business practices, whether you are an entrepreneur or professional manager</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Business enterprises--Finance</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Business enterprises--Finance--Handbooks, manuals, etc</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Industrial management</subfield></datafield><datafield tag="653" ind1=" " ind2="6"><subfield code="a">Electronic books</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Fourie, W.</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Pellissier, R.</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Conradie, W.</subfield><subfield code="t">Basic Financial Management</subfield><subfield code="d">Cape Town : Juta & Company, Limited,c2021</subfield><subfield code="z">9781485131649</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-034006884</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6837036</subfield><subfield code="l">HWR01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE_Kauf</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV048631864 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:16:05Z |
| indexdate | 2024-07-10T09:44:32Z |
| institution | BVB |
| isbn | 9781485131953 9781485131649 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034006884 |
| oclc_num | 1328136458 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (256 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE_Kauf |
| publishDate | 2021 |
| publishDateSearch | 2021 |
| publishDateSort | 2021 |
| publisher | Juta & Company, Limited |
| record_format | marc |
| spelling | Conradie, W. Verfasser aut Basic Financial Management 3rd ed Cape Town Juta & Company, Limited 2021 ©2021 1 Online-Ressource (256 Seiten) txt rdacontent c rdamedia cr rdacarrier Cover -- Title page -- Imprint page -- Contents -- Preface -- About the Authors -- Chapter 1: An introduction to financial management for any entrepreneur or manager in any position -- Learning outcomes -- 1.1 Introduction -- 1.1.1 What is financial management? -- 1.1.2 Why is financial management important? -- 1.2 The financial function in any enterprise/organisation -- 1.3 Responsibilities of financial managers -- 1.3.1 Examples of financial management -- 1.3.2 Comparison with other business functions -- 1.3.3 The definition of financial management -- 1.4 The managerial functions of financial management -- 1.4.1 Financial planning -- 1.4.2 Financial organising -- 1.4.3 Financial activating -- 1.4.4 Financial controlling -- 1.4.5 Some financial activities in any enterprise -- 1.5 Important concepts in financial management -- 1.5.1 Assets -- 1.5.2 Capital -- 1.5.3 Some other concepts -- 1.6 Summary -- Self-evaluation questions -- Answers -- Chapter 2: Basic accounting and financial statements -- Learning outcomes -- 2.1 Introduction -- 2.2 The business cycle -- 2.2.1 The entity concept -- 2.2.2 Primary accounting equation -- 2.3 Analysis cash book -- 2.3.1 How to use the analysis cash book -- 2.3.2 Value-added tax (VAT) -- 2.4 Bank reconciliation -- 2.4.1 How to do a bank reconciliation -- 2.5 Trial balance -- 2.5.1 Adjustments trial balance -- 2.6 Statement of comprehensive income (also known as the income statement) -- 2.7 Statement of financial position (balance sheet) -- 2.7.1 Statement of changes in equity -- 2.8 Cash flow statement -- 2.9 Petty cash -- 2.10 Summary -- Self-evaluation questions -- Answers -- Chapter 3: Analysing the annual financial statements -- Learning outcomes -- 3.1 Introduction -- 3.2 Financial ratios -- 3.3 Liquidity ratios -- 3.3.1 Current ratio -- 3.3.2 Acid-test ratio -- 3.4 Activity ratios 3.4.1 Inventory turnover rate -- 3.4.2 Debtors' collection period -- 3.4.3 Creditors' payment period -- 3.5 Solvency ratios -- 3.5.1 Debt ratio -- 3.5.2 Interest coverage ratio -- 3.6 Profitability ratios -- 3.6.1 Profitability of the enterprise (return on total assets) -- 3.6.2 Profitability of own capital -- 3.6.3 Gross profit or gross income margin -- 3.6.4 Net income margin -- 3.7 Financial leverage -- 3.8 Performance ratio -- 3.9 Summary -- Self-evaluation questions -- Answers -- Chapter 4: The capital requirements of any enterprise or organisation -- Learning outcomes -- 4.1 Introduction -- 4.2 The capital need for evaluating viability -- 4.2.1 Initial research and development costs -- 4.2.2 Investigating the idea -- 4.2.3 Initial setup costs -- 4.3 The need for fixed and current assets -- 4.3.1 Fixed assets -- 4.3.2 Current assets -- 4.4 The need for permanent and variable capital -- 4.4.1 The permanent (or continuous) capital need -- 4.4.2 The variable (short-term) capital need -- 4.4.3 Two important principles -- 4.5 Other factors influencing the capital need -- 4.5.1 Type of industry -- 4.5.2 Length of the working capital cycle -- 4.5.3 Forecasted sales/income figures -- 4.5.4 External factors -- 4.5.5 Growth and expansion -- 4.5.6 Capital requirements for ongoing and new enterprises -- 4.6 Summary -- Self-evaluation questions -- Chapter 5: Financing the capital requirements of an enterprise -- Learning outcomes -- 5.1 Introduction -- 5.2 Sources of finance/capital -- 5.2.1 Own capital (equity, share capital, retained earnings) -- 5.2.2 Outside capital (foreign, borrowed, external, loan) -- 5.3 Forms and sources of finance -- 5.3.1 Permanent finance and its sources -- 5.3.2 Long-term finance and its sources -- 5.3.3 Medium-term finance and its sources -- 5.3.4 Short-term finance and its sources -- 5.4 Choosing sources and forms of finance 5.4.1 Matching life expectancy of assets and credit time available -- 5.4.2 Availability and accessibility issues -- 5.4.3 Costs associated with a specific source -- 5.4.4 Independence versus dependence and control -- 5.4.5 Freedom of application of finance -- 5.4.6 The effects of financial leverage -- 5.4.7 Considerations of liquidity and profitability -- 5.4.8 Taxation considerations -- 5.4.9 Building long-term relationships -- 5.5 Typical problems in obtaining finance -- 5.5.1 When own capital's contribution is too small -- 5.5.2 Lack of experience in financial management -- 5.5.3 Lack of financial expertise -- 5.5.4 Too much emphasis on collateral by suppliers of finance -- 5.5.5 Lack of planning -- 5.5.6 Creditworthiness -- 5.6 Summary -- Self-evaluation questions -- Chapter 6: The financial break-even analysis -- Learning outcomes -- 6.1 Introduction -- 6.1.1 Common factors to consider -- 6.1.2 The marketing factor -- 6.2 The break-even point per single product unit -- 6.2.1 Using the break-even formula -- 6.2.2 Verifying your answer -- 6.3 Other financial concepts -- 6.3.1 Overheads -- 6.3.2 Direct costs -- 6.3.3 Gross profit (marginal income) -- 6.4 The break-even point per multiple products with different pricing structures -- 6.5 Using a graph to explain the break-even point -- 6.5.1 Indirect (fixed, operational) costs -- 6.5.2 Direct (variable) costs -- 6.5.3 The complete graphical break-even point -- 6.6 Advantages and disadvantages of the break-even analysis -- 6.7 Changes to the three critical factors -- 6.7.1 If the selling price per unit changes -- 6.7.2 If indirect costs change -- 6.7.3 If the direct cost per unit changes -- 6.8 Summary -- Self-evaluation questions -- Answers -- Chapter 7: Budgets -- Learning outcomes -- 7.1 Introduction -- 7.2 Why do we draw up budgets? -- 7.3 Master budget -- 7.4 Sales budget 7.5 Production budget -- 7.6 Labour budget -- 7.7 Budgeted income statement -- 7.8 Budgeted balance sheet -- 7.9 Cash flow budget -- 7.10 Financial forecast -- 7.11 Compiling your marketing budget -- 7.12 Actual against budget -- 7.13 Using a computer to draw up budgets -- 7.14 Summary -- Self-evaluation questions -- Answers -- Chapter 8: Managing credit -- Learning outcomes -- 8.1 Introduction -- 8.2 Defining credit and debt (creditors and debtors) -- 8.3 The credit transaction -- 8.4 Forms of credit -- 8.4.1 Open account -- 8.4.2 Revolving credit -- 8.4.3 Instalment credit -- 8.4.4 Other forms of credit -- 8.5 Advantages and disadvantages of granting credit -- 8.5.1 Advantages of granting credit -- 8.5.2 Disadvantages of granting credit -- 8.6 The importance of a realistic and sound credit policy -- 8.7 Assessing the creditworthiness of customers -- 8.7.1 Indications of creditworthiness -- 8.7.2 The credit application form -- 8.8 Implementing credit decisions -- 8.8.1 Confirming the outcome of an application -- 8.8.2 Signing a formal agreement with the customer -- 8.8.3 Ensuring efficient and effective administration -- 8.9 Controlling debtors' accounts -- 8.9.1 Sound administration -- 8.9.2 Follow-up -- 8.10 Things to remember -- 8.11 Summary -- Self-evaluation questions -- Chapter 9: Managing stock/inventory -- Learning outcomes -- 9.1 Introduction -- 9.2 Classifications of stock (inventory) -- 9.2.1 Manufacturing (and related) industries -- 9.2.2 The retail industry -- 9.2.3 The services industry -- 9.3 Why stock management is important -- 9.3.1 Stock is a huge investment -- 9.3.2 Stock-keeping costs -- 9.3.3 Enhancing purchases management -- 9.3.4 Calculating profits -- 9.3.5 To ensure minimum over- or under-stocking -- 9.4 Over-stocking and under-stocking -- 9.4.1 Too much stock -- 9.4.2 Too little stock -- 9.5 The economic order quantity 9.5.1 Stock-keeping costs -- 9.5.2 Stock-acquiring costs -- 9.5.3 Total costs -- 9.6 Ordering, receiving, storing and selling stock - the just-in-time (JIT) principle -- 9.7 Valuing stock -- 9.7.1 Actual purchasing costs -- 9.7.2 First-in-first-out (FIFO) -- 9.7.3 Last-in-first-out (LIFO) -- 9.7.4 Inflation and its effect -- 9.7.5 Prudent administration -- 9.8 The importance of physical stocktaking -- 9.8.1 Focusing on critical stock items -- 9.8.2 Doing interim spot checks -- 9.8.3 Choosing between chaos and order -- 9.8.4 Sound administrative and effective cost accounting practices -- 9.9 Summary -- Self-evaluation questions -- Chapter 10: Making sense of data -- Learning outcomes -- 10.1 Making sense of data matters -- 10.2 Statistics as the science of sensemaking of data -- 10.2.1 From statisticians to data scientists -- 10.2.2 What do we do with statistics? -- 10.3 Data and information -- 10.4 Variables and data -- 10.4.1 Variables -- 10.4.2 Data types -- 10.4.3 Levels of measurement of data -- 10.5 Collecting data -- 10.5.1 Where do I look for data? -- 10.5.2 A sample and a population -- 10.5.3 The need for sampling -- 10.5.4 Collecting data using a sample -- 10.6 Organising and summarising the data -- 10.6.1 Histograms -- 10.6.2 Bar charts -- 10.6.3 Pie charts -- 10.6.4 Bar charts or pie charts? -- 10.6.5 Histograms or bar charts? -- 10.7 Analysing and describing the data to derive information -- 10.7.1 Descriptive measures of central tendency -- 10.7.2 Descriptive measures of spread or variability -- 10.7.3 Descriptive measures of symmetry -- 10.8 Presenting the data to make sense -- 10.9 Summary Business is a cut-throat environment. Even with an excellent idea or brilliant marketing plan, there is no guarantee of success. Besides having innovative ideas and the willpower to succeed, you need sound management and business skills, and you need to know how to apply the best business practices, whether you are an entrepreneur or professional manager Business enterprises--Finance Business enterprises--Finance--Handbooks, manuals, etc Industrial management Electronic books Fourie, W. Sonstige oth Pellissier, R. Sonstige oth Erscheint auch als Druck-Ausgabe Conradie, W. Basic Financial Management Cape Town : Juta & Company, Limited,c2021 9781485131649 |
| spellingShingle | Conradie, W. Basic Financial Management Cover -- Title page -- Imprint page -- Contents -- Preface -- About the Authors -- Chapter 1: An introduction to financial management for any entrepreneur or manager in any position -- Learning outcomes -- 1.1 Introduction -- 1.1.1 What is financial management? -- 1.1.2 Why is financial management important? -- 1.2 The financial function in any enterprise/organisation -- 1.3 Responsibilities of financial managers -- 1.3.1 Examples of financial management -- 1.3.2 Comparison with other business functions -- 1.3.3 The definition of financial management -- 1.4 The managerial functions of financial management -- 1.4.1 Financial planning -- 1.4.2 Financial organising -- 1.4.3 Financial activating -- 1.4.4 Financial controlling -- 1.4.5 Some financial activities in any enterprise -- 1.5 Important concepts in financial management -- 1.5.1 Assets -- 1.5.2 Capital -- 1.5.3 Some other concepts -- 1.6 Summary -- Self-evaluation questions -- Answers -- Chapter 2: Basic accounting and financial statements -- Learning outcomes -- 2.1 Introduction -- 2.2 The business cycle -- 2.2.1 The entity concept -- 2.2.2 Primary accounting equation -- 2.3 Analysis cash book -- 2.3.1 How to use the analysis cash book -- 2.3.2 Value-added tax (VAT) -- 2.4 Bank reconciliation -- 2.4.1 How to do a bank reconciliation -- 2.5 Trial balance -- 2.5.1 Adjustments trial balance -- 2.6 Statement of comprehensive income (also known as the income statement) -- 2.7 Statement of financial position (balance sheet) -- 2.7.1 Statement of changes in equity -- 2.8 Cash flow statement -- 2.9 Petty cash -- 2.10 Summary -- Self-evaluation questions -- Answers -- Chapter 3: Analysing the annual financial statements -- Learning outcomes -- 3.1 Introduction -- 3.2 Financial ratios -- 3.3 Liquidity ratios -- 3.3.1 Current ratio -- 3.3.2 Acid-test ratio -- 3.4 Activity ratios 3.4.1 Inventory turnover rate -- 3.4.2 Debtors' collection period -- 3.4.3 Creditors' payment period -- 3.5 Solvency ratios -- 3.5.1 Debt ratio -- 3.5.2 Interest coverage ratio -- 3.6 Profitability ratios -- 3.6.1 Profitability of the enterprise (return on total assets) -- 3.6.2 Profitability of own capital -- 3.6.3 Gross profit or gross income margin -- 3.6.4 Net income margin -- 3.7 Financial leverage -- 3.8 Performance ratio -- 3.9 Summary -- Self-evaluation questions -- Answers -- Chapter 4: The capital requirements of any enterprise or organisation -- Learning outcomes -- 4.1 Introduction -- 4.2 The capital need for evaluating viability -- 4.2.1 Initial research and development costs -- 4.2.2 Investigating the idea -- 4.2.3 Initial setup costs -- 4.3 The need for fixed and current assets -- 4.3.1 Fixed assets -- 4.3.2 Current assets -- 4.4 The need for permanent and variable capital -- 4.4.1 The permanent (or continuous) capital need -- 4.4.2 The variable (short-term) capital need -- 4.4.3 Two important principles -- 4.5 Other factors influencing the capital need -- 4.5.1 Type of industry -- 4.5.2 Length of the working capital cycle -- 4.5.3 Forecasted sales/income figures -- 4.5.4 External factors -- 4.5.5 Growth and expansion -- 4.5.6 Capital requirements for ongoing and new enterprises -- 4.6 Summary -- Self-evaluation questions -- Chapter 5: Financing the capital requirements of an enterprise -- Learning outcomes -- 5.1 Introduction -- 5.2 Sources of finance/capital -- 5.2.1 Own capital (equity, share capital, retained earnings) -- 5.2.2 Outside capital (foreign, borrowed, external, loan) -- 5.3 Forms and sources of finance -- 5.3.1 Permanent finance and its sources -- 5.3.2 Long-term finance and its sources -- 5.3.3 Medium-term finance and its sources -- 5.3.4 Short-term finance and its sources -- 5.4 Choosing sources and forms of finance 5.4.1 Matching life expectancy of assets and credit time available -- 5.4.2 Availability and accessibility issues -- 5.4.3 Costs associated with a specific source -- 5.4.4 Independence versus dependence and control -- 5.4.5 Freedom of application of finance -- 5.4.6 The effects of financial leverage -- 5.4.7 Considerations of liquidity and profitability -- 5.4.8 Taxation considerations -- 5.4.9 Building long-term relationships -- 5.5 Typical problems in obtaining finance -- 5.5.1 When own capital's contribution is too small -- 5.5.2 Lack of experience in financial management -- 5.5.3 Lack of financial expertise -- 5.5.4 Too much emphasis on collateral by suppliers of finance -- 5.5.5 Lack of planning -- 5.5.6 Creditworthiness -- 5.6 Summary -- Self-evaluation questions -- Chapter 6: The financial break-even analysis -- Learning outcomes -- 6.1 Introduction -- 6.1.1 Common factors to consider -- 6.1.2 The marketing factor -- 6.2 The break-even point per single product unit -- 6.2.1 Using the break-even formula -- 6.2.2 Verifying your answer -- 6.3 Other financial concepts -- 6.3.1 Overheads -- 6.3.2 Direct costs -- 6.3.3 Gross profit (marginal income) -- 6.4 The break-even point per multiple products with different pricing structures -- 6.5 Using a graph to explain the break-even point -- 6.5.1 Indirect (fixed, operational) costs -- 6.5.2 Direct (variable) costs -- 6.5.3 The complete graphical break-even point -- 6.6 Advantages and disadvantages of the break-even analysis -- 6.7 Changes to the three critical factors -- 6.7.1 If the selling price per unit changes -- 6.7.2 If indirect costs change -- 6.7.3 If the direct cost per unit changes -- 6.8 Summary -- Self-evaluation questions -- Answers -- Chapter 7: Budgets -- Learning outcomes -- 7.1 Introduction -- 7.2 Why do we draw up budgets? -- 7.3 Master budget -- 7.4 Sales budget 7.5 Production budget -- 7.6 Labour budget -- 7.7 Budgeted income statement -- 7.8 Budgeted balance sheet -- 7.9 Cash flow budget -- 7.10 Financial forecast -- 7.11 Compiling your marketing budget -- 7.12 Actual against budget -- 7.13 Using a computer to draw up budgets -- 7.14 Summary -- Self-evaluation questions -- Answers -- Chapter 8: Managing credit -- Learning outcomes -- 8.1 Introduction -- 8.2 Defining credit and debt (creditors and debtors) -- 8.3 The credit transaction -- 8.4 Forms of credit -- 8.4.1 Open account -- 8.4.2 Revolving credit -- 8.4.3 Instalment credit -- 8.4.4 Other forms of credit -- 8.5 Advantages and disadvantages of granting credit -- 8.5.1 Advantages of granting credit -- 8.5.2 Disadvantages of granting credit -- 8.6 The importance of a realistic and sound credit policy -- 8.7 Assessing the creditworthiness of customers -- 8.7.1 Indications of creditworthiness -- 8.7.2 The credit application form -- 8.8 Implementing credit decisions -- 8.8.1 Confirming the outcome of an application -- 8.8.2 Signing a formal agreement with the customer -- 8.8.3 Ensuring efficient and effective administration -- 8.9 Controlling debtors' accounts -- 8.9.1 Sound administration -- 8.9.2 Follow-up -- 8.10 Things to remember -- 8.11 Summary -- Self-evaluation questions -- Chapter 9: Managing stock/inventory -- Learning outcomes -- 9.1 Introduction -- 9.2 Classifications of stock (inventory) -- 9.2.1 Manufacturing (and related) industries -- 9.2.2 The retail industry -- 9.2.3 The services industry -- 9.3 Why stock management is important -- 9.3.1 Stock is a huge investment -- 9.3.2 Stock-keeping costs -- 9.3.3 Enhancing purchases management -- 9.3.4 Calculating profits -- 9.3.5 To ensure minimum over- or under-stocking -- 9.4 Over-stocking and under-stocking -- 9.4.1 Too much stock -- 9.4.2 Too little stock -- 9.5 The economic order quantity 9.5.1 Stock-keeping costs -- 9.5.2 Stock-acquiring costs -- 9.5.3 Total costs -- 9.6 Ordering, receiving, storing and selling stock - the just-in-time (JIT) principle -- 9.7 Valuing stock -- 9.7.1 Actual purchasing costs -- 9.7.2 First-in-first-out (FIFO) -- 9.7.3 Last-in-first-out (LIFO) -- 9.7.4 Inflation and its effect -- 9.7.5 Prudent administration -- 9.8 The importance of physical stocktaking -- 9.8.1 Focusing on critical stock items -- 9.8.2 Doing interim spot checks -- 9.8.3 Choosing between chaos and order -- 9.8.4 Sound administrative and effective cost accounting practices -- 9.9 Summary -- Self-evaluation questions -- Chapter 10: Making sense of data -- Learning outcomes -- 10.1 Making sense of data matters -- 10.2 Statistics as the science of sensemaking of data -- 10.2.1 From statisticians to data scientists -- 10.2.2 What do we do with statistics? -- 10.3 Data and information -- 10.4 Variables and data -- 10.4.1 Variables -- 10.4.2 Data types -- 10.4.3 Levels of measurement of data -- 10.5 Collecting data -- 10.5.1 Where do I look for data? -- 10.5.2 A sample and a population -- 10.5.3 The need for sampling -- 10.5.4 Collecting data using a sample -- 10.6 Organising and summarising the data -- 10.6.1 Histograms -- 10.6.2 Bar charts -- 10.6.3 Pie charts -- 10.6.4 Bar charts or pie charts? -- 10.6.5 Histograms or bar charts? -- 10.7 Analysing and describing the data to derive information -- 10.7.1 Descriptive measures of central tendency -- 10.7.2 Descriptive measures of spread or variability -- 10.7.3 Descriptive measures of symmetry -- 10.8 Presenting the data to make sense -- 10.9 Summary Business enterprises--Finance Business enterprises--Finance--Handbooks, manuals, etc Industrial management |
| title | Basic Financial Management |
| title_auth | Basic Financial Management |
| title_exact_search | Basic Financial Management |
| title_exact_search_txtP | Basic Financial Management |
| title_full | Basic Financial Management |
| title_fullStr | Basic Financial Management |
| title_full_unstemmed | Basic Financial Management |
| title_short | Basic Financial Management |
| title_sort | basic financial management |
| topic | Business enterprises--Finance Business enterprises--Finance--Handbooks, manuals, etc Industrial management |
| topic_facet | Business enterprises--Finance Business enterprises--Finance--Handbooks, manuals, etc Industrial management |
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