The capital which is needed for the regular operation of business is called working capital. 1- for the purchase of raw materials
2- for the payment of wages
3- payment of rent and of other expenses
Working capital is kept in the form of cash, debtors, raw materials inventory, stock of finished goods, bills receivable etc.
Size Of Business
Nature Of Business
Storage Period
Credit Period
Seasonal Requirement
Potential Growth Or Expansion Of Business
Changes In Price Level
Dividend Policy
Working Capital Cycle
Operating Efficiency
Other Factors
Working capital requirement of a firm is directly influenced by the size of its business operation.
Big business organizations require more working capital than the small business organization.
Working capital requirement depends also upon the nature of business carried by the firm. Normally, manufacturing industries and trading organizations need more working capital than in the service business organizations.
A service sector does not require any amount of stock of goods. But in the manufacturing or trading firm, credit sales and advance related transactions are in large amount.
Time needed for keeping the stock in store is called storage period. The amount of working capital is influenced by the storage period. If storage period is high A firm should keep more quantity of goods in store and hence requires more working capital. if the storage Period is less , then more stock of goods must be held in store as work-in-progress.
Investment Decision — Capital Budgeting Techniques — Pay Back Method — Accounting Rate Of Return — NPV — IRR — Discounted Pay Back Method — Capital Rationing — Risk Adjusted Techniques Of Capital Budgeting. — Capital Budgeting Practices
Organisational Performance Measures. This is only for study purpose, The content is refereed from various available sources. Through this, the learner, decision makers are may got benefited.
The capital which is needed for the regular operation of business is called working capital. 1- for the purchase of raw materials
2- for the payment of wages
3- payment of rent and of other expenses
Working capital is kept in the form of cash, debtors, raw materials inventory, stock of finished goods, bills receivable etc.
Size Of Business
Nature Of Business
Storage Period
Credit Period
Seasonal Requirement
Potential Growth Or Expansion Of Business
Changes In Price Level
Dividend Policy
Working Capital Cycle
Operating Efficiency
Other Factors
Working capital requirement of a firm is directly influenced by the size of its business operation.
Big business organizations require more working capital than the small business organization.
Working capital requirement depends also upon the nature of business carried by the firm. Normally, manufacturing industries and trading organizations need more working capital than in the service business organizations.
A service sector does not require any amount of stock of goods. But in the manufacturing or trading firm, credit sales and advance related transactions are in large amount.
Time needed for keeping the stock in store is called storage period. The amount of working capital is influenced by the storage period. If storage period is high A firm should keep more quantity of goods in store and hence requires more working capital. if the storage Period is less , then more stock of goods must be held in store as work-in-progress.
Investment Decision — Capital Budgeting Techniques — Pay Back Method — Accounting Rate Of Return — NPV — IRR — Discounted Pay Back Method — Capital Rationing — Risk Adjusted Techniques Of Capital Budgeting. — Capital Budgeting Practices
Organisational Performance Measures. This is only for study purpose, The content is refereed from various available sources. Through this, the learner, decision makers are may got benefited.
Download Complete Main objectives of cash management
http://www.managementparadise.com/forums/financial-management/227968-main-objectives-cash-management.html
The Concept
A stable strategy arises out of a basic perception by the management that the firm should concentrate on using its present resources for developing its competitive strength in particular market areas.
In simple words, stability strategy refers to the company’s policy of continuing the same business and with the same objectives
A firm pursues stability strategy when
1. It continues to serve the public in the same product or service, market, and function sectors as defined in its business definition.
2. Its main strategic decisions focus on incremental improvement of functional performance.
2. Corporate Restructuring is the process of redesigning one or more aspects of a company.
3. The process of reorganizing a company may be implemented due to a number of different factors, such as positioning the company to be more competitive, surviving a currently adverse economic climate, or acting on the self confidence of the corporation to move in an entirely new direction.
Transfer Pricing
Objectives of Transfer Pricing
Methods of Transfer Pricing
Cost Based Transfer Pricing
Market Based Transfer Pricing
Negotiated Transfer Pricing
Advantages and Disadvantages
Download Complete Main objectives of cash management
http://www.managementparadise.com/forums/financial-management/227968-main-objectives-cash-management.html
The Concept
A stable strategy arises out of a basic perception by the management that the firm should concentrate on using its present resources for developing its competitive strength in particular market areas.
In simple words, stability strategy refers to the company’s policy of continuing the same business and with the same objectives
A firm pursues stability strategy when
1. It continues to serve the public in the same product or service, market, and function sectors as defined in its business definition.
2. Its main strategic decisions focus on incremental improvement of functional performance.
2. Corporate Restructuring is the process of redesigning one or more aspects of a company.
3. The process of reorganizing a company may be implemented due to a number of different factors, such as positioning the company to be more competitive, surviving a currently adverse economic climate, or acting on the self confidence of the corporation to move in an entirely new direction.
Transfer Pricing
Objectives of Transfer Pricing
Methods of Transfer Pricing
Cost Based Transfer Pricing
Market Based Transfer Pricing
Negotiated Transfer Pricing
Advantages and Disadvantages
This is a summary of an article by John K. Shank. Mind you, this was back in 1989, therefore should serve the purpose of historical trace.
Management Accountants were lagging to embark in the issues of strategy. When SCM finally defined, was it really a new concept, or just an old wine with a new bottle?
Ammad awan glasgow - business growth tips on how to grow sustainablyAmmadAwanGlasgow
Ammad Awan Glasgow supply chain management framework will be arranged with the producers of clinical providers, retailers, the calculated branch of primary clinics.
Break Even - Why Every Contractor Needs to Know It. Presented to PDCA Residential Forum Advanced Shop Talk on July 16, 2010 in Charleston, SC.
How to calculate your break-even point based on annual and monthly budgets
How to determine what it takes to make an investment in overhead pay for itself
Analyze your situation to determine what costs can be cut to lower your break-even
Determine how and when it makes sense to increase your overhead
Chapter 8
Planning & Strategy
Planning & StrategyPlanning Identify appropriate goals & courses of actionStrategyThe cluster of decisions and actions that managers take to help an organization reach its goals.
Three Steps of Planning Process
Mission & GoalsDefining the BusinessWho are our customers?What customer needs are being satisfied?How are we satisfying customer needs Establishing Major GoalsProvides the organization with a sense of directionStretches the organization to higher levels of performance.Goals must be challenging but realistic with a definite period in which they are to be achieved.
Corporate-LevelPlanTop management’s decisions pertaining to the organization’s mission, overall strategy, and structure.Provides a framework for all other planning.Strategywhich industries and national markets an organization intends to compete.
Business-LevelPlanDivisional managers’ decisions pertaining to divisions long-term goals overall strategy, and structure.Identifies how the business will meet corporate goals.Strategyhow a division intends to compete against its rivals
Functional-LevelPlanFunctional managers’ decisions pertaining to the goals to help the division attain its goals.Functional StrategyA plan that indicates how a function intends to achieve its goals.
Time HorizonsThe intended duration of a plan.Long-term plans are usually 5 years or more.Intermediate-term plans are 1 to 5 years.Short-term plans are less than 1 year.Corporate and business-level goals and strategies require long- and intermediate-term plans.Functional plans focus on short-to intermediate-term plansMost organizations have a rolling planning cycle
Standing PlansUse in programmed decision situationsPolicies are general guides to action.Rules are formal written specific guides to action.Standard operating procedures (SOP) specify an exact series of actions to follow.Single-Use PlansDeveloped for a one-time, nonprogrammed issue.Programs, Projects
Why Planning is ImportantFacilitate participation in decision makingGive organization a sense of purposeHelps coordinate different functions & divisionsServes as a control mechanism
Scenario PlanningContingency plans“What if” analysesMultiple forecasts of potential scenariosPlans to respond to each scenarioNecessary because organizational environments are unpredictable.
Strategy FormulationSWOT AnalysisStrengthsWeaknessesOpportunitiesThreats
The Five Environmental Forces
Competitive Forces
Level of Rivalry
Increased competition results in lower profits.Potential for Entry
Easy entry leads to lower prices and profits.
Power of Suppliers
If there are only a few suppliers of important items, supply costs rise.
Power of Customers
If there are only a few large buyers, they can bargain down prices.
Substitutes
More available substitutes tend to drive down prices and profits.
Corporate-Level StrategiesAimed at growing the company, producing more goods & services, respond to threatsThree ...
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Building Your Employer Brand with Social MediaLuanWise
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Improving profitability for small businessBen Wann
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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Business Valuation Principles for EntrepreneursBen Wann
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2. Traditional Cost Cutting
Traditional cost cutting strategies
involve cutting expenses by any
means necessary
• Cutting Corners
• Cutting Employees
• Cutting Product Components
• Cutting Maintenance
• Cutting Training
= CUTTING BRAND INTEGRITY!!
3. Strategic Cost Cutting
Aligned with business strategy
Based on specific objectives
Increase profitability
Gain strategic advantage
Achieve greater efficiency
Shift financial emphasis
Preparing for growth
Increasing business valuation
5. When to Employ Each
Traditional Strategic
Catastrophic
Occurrence
Increase Market Share
Business or Technological
Obsolescence
Outmaneuver
competition
Liquidation New Business Model
Change in Market
Interest / Buying Habits
Process Re-engineering
Rapid economic
downturn
Increase Profits
6. Dangers
Traditional Strategic
May cut too deeply May take too long
May decrease customer
value
May grow too rapidly to
manage
May damage brand of
continuing business
May get outmaneuvered by
competition
May create low morale
with existing employees
New initiative may not work
as expected
May not be able to
recover
May not be able to recover
7. Opportunities
Traditional Strategic
Increase cash flow for
working capital
Increase cash flow for
investment opportunities
Greater productivity Efficiency increase
Ability to lower prices Ability to increase market
share
Decrease expenses Increase revenue and
profit
Solves immediate cash
flow issues
Creates future business
opportunities
Heads-down Approach Heads-up Approach
8. Getting Started
Best to determine the root cause of the
problem
Regardless of the approach, establish goals
Evaluate risks and minimize or eliminate
wherever possible
Establish boundaries – best to use company
core values
Always get the opinion of your certified
financial professional
9. About BFG
Business Financial Group (BFG) is Atlanta’s Premier Tax, Accounting
and Advisory firm working with small business owners throughout the
United States.
Lead by CEO George Varghese, BFG serves small businesses to help
them gain greater control over their finances, ensure tax compliance
and create strategies for business growth.
For more information about how BFG can help your company, please
visit our website or contact our offices directly at +1 (678)735-4310.