This presentation will educate you on basics of Finance
Monitoring Cash Flow
Steps to Develop Budget
Tips and Ideas
What is an Income Sheet?
The difference between the income generated
and the costs spent is the profit gained
In an equation it can be stated this way –
Income – Costs = Profit
So basically an income sheet shows the profit and
loss of the organization.
What is an Balance Sheet?
It is the difference between the assets owned and
the liabilities owed is what it equates to be known as
the owners equity
an equation it can be stated this wayASSETS – LIABILITY = OWNERS EQUITY
A BALANCE SHEET SHOWS EVERYTHING
THAT THE COMPANY OWN AND OWES
Monitoring cash flow
A cash flow statement gives you a peek into a
company's checking account. Like a bank statement, it
tells how much cash was on hand at the beginning of
the period, and how much was on hand at the end of
the period. It then describes how the company spent its
As with a checkbook, uses of cash are recorded as
negative figures, and sources of cash are recorded as
If cash is tight, you will probably be asked to be
conservative in your spending. Alternatively, if the
company is flush with cash, you may have opportunities
to make new investments.
The relationships among the
The income statement shows the bottom line: The
income statement tells you whether your company
is making a profit.
The balance sheet tells you how efficiently a
company is utilizing its assets and how well it is
managing its liabilities in pursuit of profits.
The cash flow statement tells where the company's
money comes from, and where it goes—in other
words, the flow of cash in, through, and out of the
Steps to develop a budget
• Define scope
• Articulate assumptions
• Quantify those assumptions
• Defending your assumptions
• Build your budget
Setting budget goals
What type of budget process do we leverage
in our organization – top-down or bottom-up?
What are the goals of the group that drive our
Increase income, reduce costs and improve
If your company does top-down budgeting, senior
management sets very specific objectives for such
things as net income, profit margins, and expenses.
For instance, each department may be told to
hold expense increases to no more than 6% above
last year's levels. It's left up to you to allocate your
budget within the parameters to ensure that the
objectives are achieved.
In companies that do bottom-up budgeting, managers aren't given specific
targets. Instead, they begin by putting together budgets that they feel will
best meet the needs and goals of their respective departments. These
budgets are then "rolled up" to create an overall company budget, which is
then adjusted, with requests for changes being sent back down to the
Be sure you know the scope of the budget you're supposed to produce.
Scope implies two things: the part of the company the budget is supposed
to cover, and the level of detail it should include.
• The smaller the unit that you're focusing on, the more detail you need. If
you're creating a budget for a 12-person sales office, you typically won't
need to worry about such capital expenditures as major upgrades to the
building or the computer equipment.
Use your Money Wisely
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