Program |
Diploma in Business |
Unit Number and Title |
Managing Financial Resources - Softwood Ltd |
QFC Level |
Level 4 |
This Managing Financial Resources Assignment Softwood Ltd is specially designed to aid the learners in identifying and evaluating several sources of finance available to the firm. It can also help the learners in identifying the cost and several implications associated with each source of finance. Further this assignment will aid the learners to make the effective use of financial information in budgeting and pricing decisions. On completion of this unit learners will be profited as they will learn how to evaluate the financial performance of the business by using several financial tools and techniques.
There are several internal and external sources of finance available for the softwood limited for their expansion plan. They are as follows.
There are several implications attached to the above sources of finance, they are as follows. (Tamari,1978).
The most appropriate sources of finance for the softwood ltd for the expansion purpose are leasing and bank loans. For the expansion of its business, firm will require several assets, which can be taken on lease to maintain enough liquidity in the firm. As lease rents are tax deductible expenditure and so it is better totake assets on lease rather than buying it. For additional requirements, firm can take loans from banks as it is the cheap source of finance and the rates charged by the banks are comparatively lower than the loan taken from other sources. As the creditability of the firm is good, so it is possible to get the loans easily from the banks with fewer formalities. (Lowrie,1912).
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Statement of cash budget |
|||||||||
Particular |
Jan |
Feb |
March |
April |
May |
Jun |
July |
Aug |
Sept |
Receipt |
|||||||||
Manager |
6,000 |
3,650 |
620 |
1,840 |
1,650 |
1,340 |
3,130 |
9,155 |
10,965 |
Received from debtors |
- |
- |
4,500 |
4,500 |
4,500 |
6,750 |
6,750 |
6,750 |
6,750 |
Total Receipt |
6,000 |
3,650 |
5,120 |
6,340 |
6,150 |
8,090 |
9,880 |
15,905 |
17,715 |
Payment |
|||||||||
Labours Payment |
1,200 |
1,200 |
1,200 |
1,920 |
1,920 |
1,920 |
1,800 |
1,920 |
1,800 |
Raw material cost |
750 |
750 |
1,000 |
1,450 |
1,450 |
1,600 |
1,525 |
1,600 |
1,500 |
Other variable expenses |
400 |
600 |
600 |
840 |
960 |
960 |
920 |
940 |
920 |
Fixed Expenses |
- |
480 |
480 |
480 |
480 |
480 |
480 |
480 |
480 |
Capital Expenditure |
- |
- |
- |
- |
- |
- |
4,000 |
- |
- |
Total Payment |
2,350 |
3,030 |
3,280 |
4,690 |
4,810 |
4,960 |
725 |
4,940 |
4,700 |
Cash surplus/deficit |
3,650 |
620 |
1,840 |
1,650 |
1,340 |
3,130 |
9,155 |
10,965 |
13,015 |
From the above cash budget statement, it is found that there is a deficit of cash in the month of February. The reason behind such deficit is the excess expenditure incurred during this month and no cash flows were received in this month. It is also found that though the company is allowing the credit period of two months, still the liquidity of the firm is not affected. Softwood Limited should take necessary steps to reduce its expenditure and to upsurge its revenues. From the above cash budget it is clear that the firm’s has enough cash flows to fulfil its short term requirements.
Statement of Cost production |
|
Particular |
Amount(£) |
Direct labours |
10,000.00 |
direct material |
20,000.00 |
variable cost |
10,000.00 |
Fixed cost |
|
Administrative exp |
2,500.00 |
other fixed expenses |
2,000.00 |
Total Cost |
44,500.00 |
Cost of per unit = £ 44500/2000= £22.25
It is essential for the Softwood Limited to analyse its costs before deciding its pricing business strategy. The price per chair should include the cost of manufacturing chair and the profit. The price should be such that it is benefited both to the consumers and the firm and so company should try to cut off its manufacturing expenses. It would be appropriate for Softwood Limited, if they apply Cost plus pricing strategy. In this strategy the company can measure the cost of production and various other expenses. Company should also consider the market prices before deciding its price per unit.
Abc ltd
Year |
Cash Flow(£) |
DF @10% |
Present Value(£) |
0 |
(4,000,000.00) |
1.000 |
(4,000,000.00) |
1 |
1,400,000.00 |
0.909 |
1,272,600.00 |
2 |
1,500,000.00 |
0.826 |
1,239,000.00 |
3 |
1,600,000.00 |
0.751 |
1,201,600.00 |
4 |
1,000,000.00 |
0.683 |
683,000.00 |
5 |
500,000.00 |
0.621 |
310,500.00 |
5 |
500,000.00 |
0.621 |
310,500.00 |
Net Present Value |
1,017,200.00 |
XYZ LTD
Year |
Cash Flow(£) |
DF @10% |
Present Value(£) |
0 |
(3,500,000.00) |
1.000 |
(3,500,000.000) |
1 |
1,300,000.00 |
0.909 |
1,181,700.000 |
2 |
1,400,000.00 |
0.826 |
1,156,400.000 |
3 |
1,500,000.00 |
0.751 |
1,126,500.000 |
4 |
1,000,000.00 |
0.683 |
683,000.000 |
5 |
500,000.00 |
0.621 |
310,500.000 |
Net Present Value |
958,100.000 |
Proposition: It is clear from the above report that Softwood Limited should purchase the machine from ABC Ltd as because the return calculated on NPV is higher of ABC LTD than of XYZ LTD.
Financial Statements are prepared to ascertain the profit of the firm. Financial statements help the stakeholders of the firm to know the financial position of the firm. There are basically four main financial statements, they are as follows.
Financial statements for different types of businesses like sole proprietorship, partnership and company differ from each other. Let us check out the financial statements prepared by diverse types of businesses.
a) Gross Profit Margin: Gross Profit Margin= Gross Profit/ Revenue *100
Years |
||
Particular |
2013 |
2012 |
Amount(£) |
Amount(£) |
|
Turnover/ Revenue |
2590000 |
2217000 |
Gross Profit Earned |
1280000 |
1016000 |
Gross Profit Margin% |
49.42% |
45.83% |
Presentation of Gross profit Margin statement for two years.
b) Net profit Margin: Net Profit Margin = Net Profit/ Revenue * 100
Years |
||
Particular |
2013 |
2012 |
Amount(£) |
Amount(£) |
|
Turnover/ Revenue |
2590000 |
2217000 |
Net Profit |
264000 |
198000 |
Net Profit Margin% |
10.19305% |
8.93099% |
Presentation of Net profit Margin statement for two years. The net profit margin of the company has upsurged in the year 2013 as compared to the year 2012 that implies that the profit earning capacity of the concern has increased.
c) Return on Capital Employed: Return on Capital Employed = Earnings before Interest and tax/ Capital Employed *100
Years |
||
Particular |
2013 |
2012 |
Amount(£) |
Amount(£) |
|
Non- Current Asset |
1735000 |
1635000 |
Current Asset |
992000 |
966000 |
Total Assets |
2727000 |
2601000 |
Current Liabilities |
600000 |
427000 |
Capital Employed |
2127000 |
2174000 |
Profit before Interest and Tax |
379000 |
284000 |
ROCE % |
17.819% |
13.063% |
d) Asset Turnover Ratio: Asset Turnover Ratio: Sales or Revenues/ Total Assets
Years |
||
Particular |
2013 |
2012 |
Amount(£) |
Amount(£) |
|
Total Assets |
2727000 |
2601000 |
Turnover/ Revenue |
2590000 |
2217000 |
Asset Turnover Ratio% |
0.9498% |
0.8524% |
Presentation of Asset Turnover Ratio for two years. The asset turnover ratio of the organization behaviour has grown in the year 2013 as compared to 2012 that implies that the company has been able to gain more income from its assets in the year 2013 than 2012.
e) Current Ratio: Current Ratio = Current Asset/ Current Liabilities
Years |
||
Particular |
2013 |
2012 |
Amount(£) |
Amount(£) |
|
Current Asset |
992000 |
966000 |
Current Liabilities |
600000 |
427000 |
Current Ratio |
1.6533 |
2.2623 |
The liquidity position of the concern has declined in the year 2013 as compared to 2012.
f) Quick Asset Ratio: Quick Asset Ratio = (Current Asset – Inventory)/Current Liabilities
Years |
||
Particular |
2013 |
2012 |
Amount(£) |
Amount(£) |
|
Current Asset |
992000 |
966000 |
Inventory |
512000 |
496000 |
Current Liabilities |
600000 |
427000 |
Quick Asset Ratio |
0.800 |
1.101 |
The quick assets ratio also speaks that the position of liquidity of the concern has diminished in the year 2013 as compared to 2012.
g) Stock Days
Stock Days = 365/Stock Turnover
Stock Turnover = Cost of goods sold/ Inventory
Years |
||
Particular |
2013 |
2012 |
Amount(£) |
Amount(£) |
|
Cost of Goods Sold |
1310000 |
1201000 |
Inventory |
512000 |
496000 |
Stock Turnover |
2.559 |
2.421 |
Days |
365 |
365 |
Stock Days |
142.656 |
150.741 |
h) Debtor Days
Debtor Days = (Yearend trade debtors/ Sales)*365
Years |
||
Particular |
2013 |
2012 |
Amount(£) |
Amount(£) |
|
Trade Receivables |
200000 |
190000 |
Turnover/ Revenue |
2590000 |
2217000 |
Days |
365 |
365 |
Debtor Days |
28.1853 |
31.2810 |
Debtor days shows how quickly the debtors of a company are paying off their dues. The debtors’ days of the concern have declined in the year 2013 that implies the frequency of cash collection from the debtors has grown in the year 2013 as compared to 2012.
i) Debt equity ratio
Debt Equity Ratio = Total Debt/ Total Equity
Years |
||
Particular |
2013 |
2012 |
Amount(£) |
Amount(£) |
|
Debt |
925000 |
1146000 |
Ordinary Shares |
420000 |
420000 |
Retained Earnings |
782000 |
608000 |
Debt Equity Ratio |
0.76955 |
1.11479 |
Presentation of Debt Equity Ratio for two years. The debt- equity ratio speaks that the company has employed less amount of debt in the year 2013 as compared to the year 2012 (Tamari, 1978).
Zeidman, P. and Enberg, H. (1970). Financing corporate growth. 1st Ed. New York: Practising Law Institute.
Tamari, M. (1978). Financial ratios. 1st ed. London: P. Elek.
Lowrie, S. (1912). The budget. 1st ed. Madison, Wis.: Wisconsin State Board of Public Affairs.
Kennedy, R. and McMullen, S. (1973). Financial statements; form, analysis, and interpretation. 1st ed. Homewood, Ill.: R.D. Irwin.
Götze, U., Northcott, D. and Schuster, P. (2008). Investment appraisal. 1st ed. Berlin: Springer.
Engelson, M. (1995). Pricing strategy. 1st ed. Portland, OR: Joint Management Strategy.
Horngren, C. (1981). Introduction to financial accounting. 1st ed. Englewood Cliffs, N.J: Prentice-Hall.
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